Week 1 Discussion Managing Dynamic Environment

Week 1 Discussion: Managing Dynamic Environment

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Week 1 Discussion: Managing Dynamic Environment

Rapid changes in technology and operating environment in the contemporary world necessitates organizations to adapt to new methods, processes, and procedures. According to Cawsey, Deszca, and Ingols (2020), there are four types of organizational change, which include turning, adapting, redirecting or reorienting, and overhauling or re-creating.

Turning refers to changes where an organization deliberately attempts to improve its efficiency and effectiveness. Adapting refers to relatively small changes that are made in response to an external stimuli. Redirecting or reorienting refers to major strategic changes that occur due to planned programs. Finally, overhauling or re-creation refers to changes that involve a dramatic shift in reaction to major external events. They are usually precipitated by a crisis (Cawsey, Deszca, & Ingols, 2020).

The oil boom of the 1970s and the subsequent continued increase in the price of oil in the global market has provided the Saudi Arabia economy with funds to grow its economy. The discovery of oil in the country also increased the attractiveness of Saudi Arabia to external investors. However, in the past few years, the price of oil has been reducing as people strive to use renewable sources of energy. The reduction in oil revenues and war in the region have necessitated Saudi Arabia to restructure its organizational mechanism and services in the health sector (Alharbi, 2018). The changes in Saudi Arabia can be regarded as redirecting or reorienting. Vision 2030 outlines the path that Saudi Arabia seeks to follow to achieve the changes.

The political leadership of Saudi Arabia is both driving and enabling change. They focus on the outcomes of the changes and are also careful on the process. This is what led to the creation of Vision 2030. The government saw the need to implement the changes to ensure the country has a sustainable economic growth both in the short-term and long-term.

References

Alharbi, M. F. (2018). An analysis of the Saudi health-care system’s readiness to change in the context of the Saudi National Health-care Plan in vision 2030. International journal of health sciences, 12(3), 83-87

Cawsey, T. F., Deszca, G., & Ingols, C. (2020). Organizational change: An action-oriented toolkit (4th ed.). Thousand Oaks, CA: Sage drafting.

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