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Political considerations have long had an impact on organizational structure decisions. In many nations, subsidiaries of multinationals must be joint ventures with local firms, or the multinational may find that business is difficult to conduct as the result of all manner of cultural differences, corruption and bureaucracy.
The matrix structure was developed as a direct response to changes in the external environment. Firms that moved overseas with multiple product lines found that managing these lines in different countries required both a product-based perspective and a geographical perspective. When considering the geographic perspective, one can see that economic considerations play a significant role as well -- when China and Southeast Asia began to boom, "Asia" became its own reporting unit within the structure of many multinationals.
For managers, however, the implications are clear. While there may be temptation to make adjustments to the structure of the organization, the pace of change is such that multiple, rapid organizational structure changes are precluded. As organizational structure change is difficult to execute and creates its own problems, it should not be conducted as a knee-jerk response to shifts in the environment nor should it be implemented in a time of crisis unless absolutely necessary. Organizational...
& Meier, K. (2009). Environmental turbulence, organizational stability and public service performance. Administration & Society. Vol. 40 (8) 799-824.
Burke, a., van Stel, a. & Thurik, R. (2010). Blue ocean vs. five forces. Harvard Business Review. Vol. 88 (5) 28.
Chunhachinda, P., de Boyrie, M. & Pak, S. (2008). Thailand capital flight through trade with the U.S. during times of political and economic instability. Review of Pacific Basin Financial Markets & Policies. Vol. 11 (3) 363-387.
Gali, J. (1999). Technology, employment and the business cycle: Do technology shocks explain aggregate fluctuations? American Economic Review. Vol. 89 (1) 249-271.
Grundy. T. (2006). Rethining and reinventing Michael Porter's five forces model. Strategic Change. Vol. 15 (5) 213-229.
Lin, Z., Xia, Z., Ismail, K. & Carley, K. (2006). Organizational design and restructuring in response to crisis: Lessons from computational modeling and real-world cases. Organization Science. Vol. 17 (5) 598-618.
Porter, M. (2008). The five competitive forces that shape strategy. Harvard Business…
Works Cited:
Boyne, G. & Meier, K. (2009). Environmental turbulence, organizational stability and public service performance. Administration & Society. Vol. 40 (8) 799-824.
Burke, a., van Stel, a. & Thurik, R. (2010). Blue ocean vs. five forces. Harvard Business Review. Vol. 88 (5) 28.
Chunhachinda, P., de Boyrie, M. & Pak, S. (2008). Thailand capital flight through trade with the U.S. during times of political and economic instability. Review of Pacific Basin Financial Markets & Policies. Vol. 11 (3) 363-387.
Gali, J. (1999). Technology, employment and the business cycle: Do technology shocks explain aggregate fluctuations? American Economic Review. Vol. 89 (1) 249-271.
Effect of External and Internal Environment Introduction Organizations have both an internal and external environment. To begin with, the forces or circumstances within the borderline of the organization are the components of the internal environment. Notably, the internal environment comprises for the most part of the owners, employees, board of directors, stakeholders, and the corporate culture. On the other hand, factors that are extrinsic to the organization are the components of the
Change Management Scenario The contemporary business environment is rapidly evolving. Globalization has taken over the organization environment, and with this business is forced to undergo continuous and rapid change driven by increasing stakeholder expectations, new technological advances, and competition that is not only global, but viral (Bendell, 2005). This has resulted in a dramatically different business environment in which the modern business, in order to survive and prosper, is forced to
Management Yes, managers are important to organizational success. But this is a logical fallacy question. All organizations, both the successful ones and the utter failures, have managers. So the question isn't about whether managers are important to success -- mathematically there is 100% correlation between having managers and being successful, but also 100% correlation between having managers and being unsuccessful. Then there is the issue of where organizational success comes from. First,
First, ethical responsibility at the level of executive and boards of directors must establish formal ethical policies and guidelines. However, it is equally important that middle management sincerely promote the values and formal policies designed at the highest levels of the organization. Ultimately, failure at either level is likely fatal to the maintenance of ethical operations within any organization. References Barsa, Michael and Dana, David A. "Learning from Disaster: Lessons for
Environmental Analysis: A HR Perspective HI, . I'd point writer moriks58 write essay. This essay Strategic Human Resource Management Employment Relations. If problem, feel free email . gongzilingwq@hotmail. Research Paper- Environmental Analysis: An HR perspective Maximum 2,000 words (excluding references) Topic: Firms achieve sustained competitive advantage adopting a proven design strategic human resource management practices. Environmental Analysis: A HR perspective The internal and external environments of an organization profoundly influence the business strategies
Strategic Human Resource Management (SHRM) Strategic human resource management is a discipline of managerial ethics that deals with the alignment of inventive human functions to the objectivity of a business. It is the core of organizational achievement through a well-organized business structural culture. There exists a conceptual relationship between SHRM practices, tools of managing capital and in the performance of firm resources. The arbitration of the role of an organizational culture