Title

Model of Adaptive Orientation in Organizations

orgnization and environment(society)

Description

One dimension in the figure represents the degree of change in an organization’s environment, and the second represents the degree of adaptiveness or flexibility present in its internal orientation. Organizations can vary greatly on these dimensions, and the many possible combinations of these orientations can lead to different adaptive styles. Several of the orientations used by managers are described next.

Sluggish-Thermostat Management (Stable Environment, Low Adaptation)
“Sluggish-thermostat management” is a term originated by David Miller to describe organizations that resist change until cost trade-offs favor it. This term is a good metaphor because many organizations set their thermostats so low that they become insensitive to change.

Satisficing Management (Stable Environment, High Adaptation)
Satisficing management, a term related to the word “satisfactory,” is management that is adequate and average. It is a style of managing that emphasizes a more centralized decision-making structure with problems referred to the top.

Reactive Management (Hyperturbulent Environment, Low Adaptation)
Organizations that have a low level of adaptation but exist in a rapidly changing environment tend to deal with problems on a short-run, crisis basis. Reactive management refers to the style of reacting to a stimulus after conditions in the environment have changed. It is a short-term, crisis type of adaptation, often involving replacement of key people, hasty reorganization, and drastic cutting of personnel and product lines.

Renewing/Transformational Management (Hyperturbulent Environment, High Adaptation)
Organizations that exist in a hyperturbulent environment must not only respond to change, they must proactively take advantage of new opportunity and innovation.These organizations tend to fit the renewal/transformational orientation and to be champions of innovation; they are faster at developing new ideas,more responsive to competitive changes (a more sensitive thermostat), and more participative in getting the commitment and involvement of organization members in the renewal process. Organizations with a high level of adaptation existing in a rapidly changing environment tend to utilize the renewing managerial style

Designer

Brown, Donald R.

Harvey, Don

Date

2006

Source

An Experiential Approach to Organization Development

Bibliographic Citation

Brown, Donald R, and Donald F Harvey. 2006. An Experiential Approach to Organization Development. Pearson Prentice Hall. p. 38

Miller, “Evolution and Revolution,” pp. 133–35.

depict things of type

Typological or Classification