There are numerous other supporting factors within this paper that provide support for differentiation to the market level, further supporting this statement. The one statement disagreed with within the enhanced model section is "Therefore, it is clear that an organization cannot engage in marketing without being aware of its environment" is false. Many organizations participate in marketing and have no idea what they are doing or how to accomplish it. This statement is therefore false and debatable.
Critical Analysis
The reliance on one specific model (Deshpande) for the definition of Organic vs. Mechanistic processes is enough of a foundation onto which the authors can arguably create more useful quadrants. The authors however stop short of being able to create a useful scalable framework that can be used across the entire lifecycle of a product or a service for example. The framework is also static; it does not take into account gradations or changes over time in each of the quadrants. There is no maturity model component to the analysis either, further making it difficult to fully scale over time.
Applying this Knowledge to the UAE
The use of environmental scanning in the UAE has immediate uses in the development of partnerships and alliances throughout the petroleum industry, specifically focusing on packaging and promotion based on gaps in the global market. Relying on environmental...
The use of these models as defined in the paper could be used as the impetus for creating entirely new alliance, development and selling partnerships.
Lessons Learned
The progression from the Deshpande to the authors' Enhanced Model of culture, strategy and scanning modes is ingenious in its use of causal factors within each quadrant and the resulting implications for defining environmental scanning strategies. The insights into the Deshpande model are useful from the standpoint of initial environmental scanning strategies, and the enhancements provide a greater level of granularity to them. The greatest contribution of the Enhanced Model however is in the Leadership Style and the resulting dominant attributes, bonding factors and strategic emphasis. With these additional attributes defined, environmental scanning strategies that are congruent with cultures can be more readily defined.
Reference:
(Saxby, Parker, Nitse, Dishman, 28 -- 34)
Carl L. Saxby, Kevin R. Parker, Philip S. Nitse, and Paul L. Dishman.
"Environmental scanning and organizational culture." Marketing Intelligence & Planning 20.1 (2002): 28-34.
Environmental Scan of Two Companies: The first step towards an organization's strategic management is environmental canning, which involves collecting information for the internal and external of the company. Generally, environmental scan is described as the watchful evaluation and monitoring of the internal and external environments of the company to identify early indications of opportunities and threats that may affect the firm's current and future plans. Through this process, the organization can
This lack of absorption of the HRD into the whole of the organization is clearly evident and poses severe impediments for the HR staff in their implemental role, leave alone any strategic contribution. Faced with an organizational climate that shows compartmentalization, '"Personnel do personnel work and training people do training work," HRD professionals find managing the professional boundaries a grave problem. (McCracken and Wallace, (2000)) In assessment, the summary of
Organizational Learning Week 8 Discussion Question in working responses Discussion Question choose examples experience find cases Web discuss. Credit references make relevant examples real companies. Analyze journal article, Schilling, J. Week 8 discussion question: Organizational learning article review Organizational learning is deemed to be a critical component of individual learning: without 'organizational' learning, individual learning cannot take place in the workplace -- yet individuals make up the workplace so conversely individual learning is
organizational change? Describe and explain the forces for and resistances to organizational change. According to Chapter 10, organizational change is a process by which an organization shifts from an existing state to a desired future state. Effective organizational change must be planned and is designed to enhance and maximize efficiency and productivity. It must also be designed to potentially circumvent potential future challenges. Change may impact a wide variety of
The exponential growth of the Internet has also served as the catalyst for the growth of highly collaborative, interactive forums and platforms on which Delphi-like brainstorming can be accomplished (Decker, Wagner, Scholz, 2005). Conversely many of the external relationships companies have and that are essential to understanding how the strategic planning process will impact an organization lend themselves to quantification. An example of this level of quantification of external
Comparison to Airbus Boeing is headquartered in Chicago and Airbus is headquartered in Toulouse. Boeing was founded 54 years sooner than Airbus. It numbers over 166,000 employees, whereas Airbus only numbers 48,500. Boeing's net sales for fiscal year 2002 amounted to a total of $54 billion, Airbus' were less than half ($24 billion). The American company has a total of 14,000 aircrafts on the market; Airbus' aircrafts do not exceed