There are various aspects that drive an organization into prosperity. These are both intra-organizational and external. In internal factors, one of the most important factor to consider is the Organizational Architecture. Defined as the structure that administers and implements policies, the organizational architecture is the ‘face’ of the company both within and to the outside world.
Internally, the organizational architecture is the backbone behind the implementation of all other internal drivers of contexts. This implies that the organizational architecture formulates, tests and approves other advancements such as Systems and Processes and even the culture that is allowed in the organization. The administration of any set up determines which cultures they can accept in their organization by formulating, approving and/or amending policies; which even includes market concentration (Richard, 2005). The chain of command for a company gives ease of understanding one’s job descriptions and also helps maintain ease of coordination of the company. Companies with good standings often tend to grow, have a higher client base and also perform better.
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I believe matters which are least considered as a driver in shaping an organizational context is the culture and climate. To start, the culture around us will always change as innovations, technology, and civilization advances (Kaplan, Robert & David, 2001). Also, an organization can start, develop and maintain its own culture. This not only makes it easy to amend but also easy to notice a change and adapt quickly. Organizations whose administrations start and maintain cultures are better off to move to prosperity than those that borrow from the society.
Climate, on the other hand, is a minor aspect as it can always be altered. People’s perception of an organization can be changed with good management. This means that clients and staff attitude can be changed and modeled by offering training and staff incentives. Climate if handled well can support the implementation of the systems and processes laid out by the management structure of the firm.
References
Kaplan S. Robert., Norton P. David. (2001). The Strategy – Focused Organization.. Havard Business School Press. Retrieved from: https://books.google.co.ke/books?hl=en&lr=&id=6sC_X4DR-WoC&oi=fnd&pg=PR7&dq=how+organizational+architecture+affects+strategy&ots=uVF9lN2shx&sig=nkf1aalIIcu3o2_CsPrc9EKb4-o&redir_esc=y#v=onepage&q=how%20organizational%20architecture%20affects%20strategy&f=false
Richard L. Alfred (2005). Managing the Big Picture in Colleges and Universities: From Tactics to Strategy.
