Creating an Environmental Strategy
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In creating an environmental strategy from the transformation perspective of organizational environment, the authors write that the traditional manage-your-environment approach is futile. While such an approach may appear to produce favorable short-term results, such results may not be true over the long term. The organization is part of a larger, interdependent whole, and its actions affect that larger whole (Bonner & Gagne, 1995, p. 222). The new strategies recommended to replace the old self-centered ones include the following: seek to play one's part in the whole, stay flexible, focus on moving with the cycles rather than trying to manage them, seek to establish collaborative, win-win relationship with the elements of the external environment, and develop a proactive mind-set (Bonner & Gagne, 1995, pp. 222-226). Strategies are designed in response to perceived opportunities and constraints presented by the external environment. The authors illustrated the environment-strategy-structure link as the approach that forges the formal linkages between the external elements of the organization and the internal decision making or resource allocation functions within the organization. The following stages are followed: assessment of the external environment; formulation of the organization's purpose, philosophy, mission, and key goals; selection of specific long-term objectives and strategies needed to achieve the objectives; development of short-range objectives and all
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theory today. This first point is the definition of modern operational environment and the examination of the relations between organizations and their environments (Stern & Barley, 1995, pp. 50-51).
Despite the work of the best organizational theorists, neither a single set of constructs nor a single set of measurements for organizational environment factors is widely accepted. This lack of consistency makes effectively studying the impact of the environment on the organization more difficult. According to Sharfman and Dean (1991), three constructs are most common to operations environment research: complexity, instability, and resource availability. The authors point out that different researchers have used a variety of concepts and measures, making difficult the comparison of results across studies.
They also note an on-going debate about whether the environment should be treated as an objective reality or a perceptual phenomenon. According to Sharfman and Dean, some researchers such as Downey, Hellreigel, & Slocum (1975), Tosi, Aldag, & Story (1973), and Aldrich (1979) found perceptual and objective measures to be unrelated. Managers' perceptions may be too limited. They may see only those environmental factors
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Some common words found in the essay are:
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Approximate Word count = 1737
Approximate Pages = 7 (250 words per page)
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