How Organizations Shape the Environment
Running Head: ORGANIZATIONAL ENVIRONMENTS
How Environments Shape the Organization
Columbia Southern University
MBA 6001- 10F-3B12-S2 6150-3
Dr. Betty Ross
February 22, 2012
Table of Contents Executive Summary 3 Section 1: Defining Organizational Environment 4-5 Section 2: The Organizational Culture 5-7 Section 3: Organizational Competition 8 Section 4: Organizational Change and Development/Problem Analysis 9-10 Section 5: Stakeholders in the Organization 11-12 Section 6: Conclusion and Findings 13 Reference List 14
Executive Summary
In an effort to build a winning organization that I can be proud to be a part of, I have come to the conclusion that I must identify the problems that lie within the organizational environment, analyze the problem and move forward with a plan that will help me move towards the goal of attaining that winning organization. Inevitably, change must come albeit difficult sometimes, we must let go of the past and the way that we have always done things in order to see the brighter future. Harold Wilson said, “he who rejects change is the architect of decay. The only institution which rejects progress is the cemetery” (quotegarden.com, 2010). Although it sounds harsh, the truth is that this is reality, if you deny change; you are allowing your organization to become stagnant thereby surely allowing for its dissolution. Thomas J. Watson, Sr. (2012) said, “once an organization loses its spirit of pioneering and rests on its early work, its progress stops.” If we are to continue moving forward we must consider how our environments both shape and define our organizations.
Let’s first define the organizational environment by which many of us have begun to hold ourselves accountable. The interesting thing about this field of discovery is that it is relatively a new area of interest for many in the business world. The one thing
How Environments Shape the Organization
Columbia Southern University
MBA 6001- 10F-3B12-S2 6150-3
Dr. Betty Ross
February 22, 2012
Table of Contents Executive Summary 3 Section 1: Defining Organizational Environment 4-5 Section 2: The Organizational Culture 5-7 Section 3: Organizational Competition 8 Section 4: Organizational Change and Development/Problem Analysis 9-10 Section 5: Stakeholders in the Organization 11-12 Section 6: Conclusion and Findings 13 Reference List 14
Executive Summary
In an effort to build a winning organization that I can be proud to be a part of, I have come to the conclusion that I must identify the problems that lie within the organizational environment, analyze the problem and move forward with a plan that will help me move towards the goal of attaining that winning organization. Inevitably, change must come albeit difficult sometimes, we must let go of the past and the way that we have always done things in order to see the brighter future. Harold Wilson said, “he who rejects change is the architect of decay. The only institution which rejects progress is the cemetery” (quotegarden.com, 2010). Although it sounds harsh, the truth is that this is reality, if you deny change; you are allowing your organization to become stagnant thereby surely allowing for its dissolution. Thomas J. Watson, Sr. (2012) said, “once an organization loses its spirit of pioneering and rests on its early work, its progress stops.” If we are to continue moving forward we must consider how our environments both shape and define our organizations.
Let’s first define the organizational environment by which many of us have begun to hold ourselves accountable. The interesting thing about this field of discovery is that it is relatively a new area of interest for many in the business world. The one thing
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