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
Section 1: Defining Organizational Environment
Section 2: The Organizational Culture
Section 3: Organizational Competition
Section 4: Organizational Change and Development/Problem Analysis
Section 5: Stakeholders in the Organization
Section 6: Conclusion and Findings
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 that is consistent and true is change; it is the fabric of our being and it is what drives us in both our personal and professional lives.
Section 1: Defining organizational environment
Marquardt (2002) said that organizational learning represents the enhanced intellectual and productive capability gained through commitment to and opportunities for continuous improvement across the organization. I began to reflect on the nonprofit board that I belonged. As I looked at my organization and the areas that pose a challenge, I was immediately drawn to the area of our Foundation. The Foundation is a vital part of our entire organization, yet many problems exist that must be managed and resolved swiftly if we are to be effective.
There are several problem areas within the Foundation but the five that I believe to be greater than others are: 1) lack of organization/time management; 2) failure to follow through; 3) timeliness in response to donors; 4) inadequate storage facility; and 5) personnel shortage/job vacancy.
An external auditor was asked to come in and evaluate the Foundation and based on the recommendations from the auditor’s report, along with my personal observations, and other Foundation’s best practices, I identified the problems that I thought needed improvement.
Additionally, both internal and external customers voiced their concerns via phone calls as well as letters and e-mails. After hearing the customers and the needs that they have expressed, this helped me to further identify the said challenges.
To not know of a problem is one thing, but to know about a problem that is affecting your organization and do nothing is unacceptable. The problems that were identified are important to the life of the Foundation. By addressing these issues, not only will the organization’s productivity increase, but an enhanced level of organizational awareness will help to develop new competencies, the vision will be reinforced, and more...
References: from Sage
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