Organizational Effectiveness

Through Adaptive-Coping
Style/Cycle
OB PRESENTATION
SUBMITTED TO MS. SUSHMA YADAV

PRESENTED BY:
UTKARSH
ROLL NO. 32
SHWETA
ROLL NO. 31
MBA-B
BATCH OF 2019-21
Organizational effectiveness
• Organizational effectiveness is the concept of how effective an
organization is in achieving the outcomes the organization intends to
produce.
Coping
• Coping means to invest one's own conscious effort, to solve personal
and interpersonal problems, in order to try to master, minimize or
tolerate stress and conflict.

Coping concept in an Organization

• There is intense competitive organizational environment both internally and
externally.
• Resulting in organizational stress for continuous innovation, if not properly
done it may results in reduction in organizational effectiveness.
Adaptive-Coping Cycle
• The organization must develop a system through which it can adapt or
cope with the environmental requirements. 
• Edgar H Schein has suggested that an organization can do this
through the adaptive coping cycle, which consists of various activities
that enable an organization to cope with the dynamics of
environment.
• Adaptive-Coping Cycle is a continuous process
History of Adaptive Coping style
• Many O.D. theorists were uncomfortable with Lewin's three stages of
change.
• They acknowledge that for change to occur, systems need to experience
the need for change, make the necessary changes effectively and ensure
the change works and survives, they find that Lewin's terminology of
unfreezing, moving and refreezing is not helpful in current age.
•  As the dynamic complexity of systemic change increases, , Schein's
adaptive coping cycle provides an Organizational development cycle
which exemplifies an organizational action research cycle and provides a
framework for clinical inquiry and intervention.
• Edgar H Schein describes the 4 elements of a healthy system:
1. a sense of identity and purpose,
2. the capacity to adapt to changing external and internal
circumstances,
3. the capacity to perceive and test reality, and
4. the internal integration of subsystems.
• As a corollary to these characteristics, he then postulates an adaptive
coping cycle as a process whereby information is received into an
organization, processed and transformed into output.
• It is a cycle of continuous coping and adaptation which applies to all levels
of systems and which reflects criteria for the health of a system.
 There are six stages in the adaptive-coping cycle as follows:
1. Sensing of Change
2. Importing the Relevant Information
3. Changing Conversion Process
4. Stabilizing Internal Changes
5. Exploring New Outputs
6. Obtaining Feedback

Importing Obtainin
Sensing the Changing Stabilizing Exploring
g
of Relevant Conversion Internal New
Informatio Feedbac
Change Process Changes Outputs
n k
1. Sensing of Change:
• The first stage is the sensing of change in internal or external
environment.
• Failure to perceive changes in the environment or incorrectly
perceiving the changes is the major factor responsible for the failure
of the organization to cope with environment.
• Most of the organizations have adaptive sub-system such as
marketing research, research and development and other similar
devices for effective coping with the environment.
• Example of companies with successful sense of change are – Tesla,
Google, Uber, Airbnb etc.
2. Importing the Relevant Information:
• The systems approach views organization as input – output system and
organization takes material, energy and information from the environment.
• However, the decision of what inputs will be taken from the environment is
not a simple one.
• Organizations must be able to take the relevant information from the
environment, which constitutes the input.
• Similar to basic economic problem of “What to produce?, How to produce?,
Where to produce?”
• Relevant information can be drawn by asking – which segment of population
does organization want to serve, What should be the marketing strategy, How
to manage finances etc.
3. Changing Conversion Process: 
• It is the process of organization taking the inputs from environment
for further processing.
• Processing means, the collection and manipulation of items of data to
produce meaningful information.
• It also include validation of imported information.
4. Stabilizing Internal Changes
• The fourth stage of the cycle is to stabilize an internal sub-system of
an organization, which is dependent on external, sub-system.
• This is because change in one may affect other and this change can be
either positive or negative.
• This step include strategic planning, aiming and goal setting.
5. Exploring New Outputs
• Occur when internal changes are stabilized.
• Here, stabilizing the internal changes means being mentally,
financially, economically prepared for upcoming challenges.
• The organization can now export new outputs, which are in
accordance with environment requirements.
• In business, its possible indicator can of introducing variant of
previous products.
6. Obtaining Feedback
• The last stage in the cycle is to obtain feedback on the outcome of the
changes for further sensing the state of the external environment and
the degree of integration of internal environment.
• Mostly feedback bring a new sense of change, and the whole cycle of
adaptive coping repeats.
• This is similar to first stage.
• A successful coping suggests that all the stages have to be
successfully-negotiated and failure at any of these stages may result
in overall failure of adaptive coping style.
 Sensing
of
Change
Importing
Obtaining the
Feedback Relevant
Information

Exploring Changing
New Conversion
Outputs Process

Stabilizing
Internal
Changes
Major organizational conditions for
effective coping:
• There should be an effective communication system through which reliable and valid
information can be passed.
• There should be enough internal flexibility so that changes can be brought and absorbed
by an organization.
• There should be motivation through effective leadership styles.
• Successful coping requires integration and commitment to organizational goals, which
provide willingness for change.
• There should be supportive internal climate, which can support good communication,
reduction in inflexibility and stimulation of self-protection.
• There should be complete involvement of top management
• Managing organizational effectiveness requires additional efforts, especially when the
major organizational changes tale place.