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Organizational Environment

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Chapter 4: How do you think planning in today’s organizations compares to planning in an

organization 25 years ago? Do you think planning becomes more important or less

important in a world where everything quickly changes and crises are a regular part of

organizational life? Why?

In today's businesses, planning is a crucial skill for any corporation to use to thrive in an

unpredictable and more complicated environment (Daft, 2020). In the past 25 years,

technological innovation has played a significant role in the evolution of the commercial sector.

Businesses must be prepared to compete by keeping up with the changes because technology is

still the industry's main driver of innovation. Planning is essential to a business's existence,

claims Daft (2020) when the environment becomes uncertain. Managers emphasize creating staff

events that encourage acquiring new skills, adjusting to change, and creativity during periods of

uncertain transition (Daft, 2020). According to Daft (2020), teamwork and communication are

essential for a company to succeed in a volatile environment. Two adjectives that might be used

to define the contemporary business climate are uncertainty and complexity. Social media and

smartphone technology have advanced to a degree that was unimaginable 25 years ago. The

upshot is that consumers may now evaluate the caliber of products and services from the

convenience of their homes.

Additionally, customers have the option to provide immediate feedback that has unfavorable

consequences. I posted on well-known social media sites, a terrible experience can quickly reach

hundreds or even millions of people online. In the years after the 2008 financial crisis, a New

Normal corporate climate has arisen as a result of several shifts in global economic, technical,

demographic, and geopolitical forces (Ahlstrom et al., 2020). Due to a combination of these

developments, businesses now face possibilities and problems that are very different from those
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that they faced in the past (Ahlstrom et al., 2020). Because of increased global connectivity,

business choices made on one side of the world have an impact on those made on the other. This

suggests that adequate planning, including communication throughout the preparation, is more

crucial now than it was 25 years ago. The consumer now has a stronger voice and is better

informed and connected. This suggests a more intensely competitive climate, which might make

enterprises that aren't ready obsolete.

Chapter 4: Is changing the organization's domain a feasible strategy for coping with a

threatening environment? Can you think of an organization in the recent news that has

changed its domain? Explain.

According to Daft (2020), a domain is any organization's selected "niche" in the setting in,

which they decide to operate. Businesses choose the region where they are well-known for the

goods or services they produce. This environment sets the tone for the company's operations

within the setting it has selected, as well as the objectives that must be met for those operations

to be deemed successful. Organizations must alter their domain in today's highly competitive and

technologically advanced environment to remain competitive (Daft, 2020). If it involves

continuing to run as a company, changing an organization's domain is a viable option for dealing

with a dangerous environment. All businesses are impacted by the ongoing developments in

technology, as was previously noted. It is the motivating factor behind all business-related

developments. Businesses must remain competitive to thrive, thus if shifting their focus makes

them more competitive, they must do so.

Bocken & Geradts (2020) address how it is difficult to remain competitive in the age of

digital technology. Consumers are searching the market for the most cutting-edge technical

innovations, but the issue is that businesses are simultaneously producing a wide range of
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identical products. According to Bocken & Geradts (2020), it could be essential to abandon the

organization's present business model in favor of one that will enable adjustments that will

accelerate the company's growth and enable it to remain competitive within its current industry.

The well-known Android platform is a recent example, which shifted its domain in response to

the expanding smartphone market. When Android first came out, it offered cloud-based picture

storage. It also sought to connect PCs and smart cameras. They were bought by Google in a short

period. Android executed a well-timed tactical reversal. They entered the mobile phone and

gadget business because they could see market potential. Failure to plan for and adapt to change

such as the digital revolution has destroyed global giants such as the Kodak versus Fujifilm case

(Ho & Chen, 2018).

Chapter 6: Compare the descriptions of the transnational model described in Chapter 6

to the elements of the learning organization described in Chapter 1. Do you think the

transnational model would work in a huge global firm?

According to Daft (2020), the transnational approach is helpful for firms trying to expand a

difficult company on a global scale. A commercial firm that runs sizable facilities conducts

business in more than one nation, and does not regard any one nation as its national home is said

to be operating under a transnational model. A multinational company's ability to retain a higher

level of responsiveness to the local markets where they keep operations is one of its key benefits.

Organizations that have subsidiaries within the business as well as locations all over the world

have found success using the transnational model. Utilizing this approach will enable this sort of

firm to take advantage of local and global economic opportunities while incorporating

technology advancements, innovation, learning, and knowledge exchange (Daft, 2020). On the
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other side, the learning organization, as stated by Daft (2020), is a group that uses teamwork and

innovation to accomplish its objectives.

Fewer restrictions and an open environment for teamwork and collaboration are present in

learning organizations. Within this organizational structure, there is no hierarchy, and workers

are trusted to complete the tasks for which they were employed (Daft, 2020). To have a

successful learning company, obstacles must be removed. This generally results in fewer formal

reporting structures and greater transparency among all employees (Wen, 2014). I do think a

transnational model would be effective for a big international company since, according to Daft

(2020), that is exactly what the model is designed to achieve. The model includes the following

traits that are intended specifically for establishing success in an international company.

Resources and assets are scattered globally, structures are dynamic and adaptable, managers are

in charge of coming up with new tactics that will work for the entire organization, and corporate

culture promotes coordination (Daft, 2020).

How can/should a biblical worldview be applied?

Whether local or international, a business may be a difficult field to survive in. However,

companies that make wise plans and ask God for guidance may thrive in any economic climate.

James 1:1–8 declares, "If any of you lacks wisdom, let him ask God, who gives generously to all

without reproach, and it will be given him. But let him ask in faith, with no doubting, for the one

who doubts is like a wave of the sea that is driven and tossed by the wind. For that person must

not suppose that he will receive anything from the Lord; he is a double-minded man, unstable in

all his ways" (English Standard Version, 2001). Changes are inevitable, and how a person

chooses to perceive those changes may have an impact on the choices they make that might have

a beneficial or bad impact on any company. Additionally, managers need to have faith in their
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strategies and be willing to wait for the results of their patience. If managers don't have enough

knowledge and data, they shouldn't move between multiple strategies. They should only take

cautious risks and conform to changes without fear of new business rules.
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References

Ahlstrom, D., Arregle, J. L., Hitt, M. A., Qian, G., Ma, X., & Faems, D. (2020). Managing

technological, sociopolitical, and institutional change in the new normal. Journal of

Management Studies, 57(3), 411-437.

Bocken, N. M., & Geradts, T. H. (2020). Barriers and drivers to sustainable business model

innovation: Organization design and dynamic capabilities. Long Range Planning, 53(4),

101950.

Daft, R. L. (2020). Organization Theory & Design. [MBS Direct]. Retrieved

from https://mbsdirect.vitalsource.com/#/books/9780357141618/

English Standard Version Bible. (2001). ESV Online. https://esv.literalword.com/

Ho, J. C., & Chen, H. (2018). Managing the disruptive and sustaining the disrupted: The case of

Kodak and Fujifilm in the face of digital disruption. Review of Policy Research, 35(3),

352-371.