Organizational Design Changes in Response to Global Business Shifts

This discussion forum post examines the impact of the ever-changing global business environment on organizational design, focusing on workforce diversity, global economics, and the social responsibilities of businesses. It analyzes how factors like political, economic, technological, and social changes influence companies, including the rise of multinational corporations and their strategies. The post highlights best practices for managers dealing with these challenges, such as setting standards, prioritizing customer service, managing diversity, and leveraging technology for decision-making. It also explores how organizational structure can enhance ethical practices and social responsibilities through strong top management control and corporate responsibility strategies. References to academic sources are included to support the arguments presented.

Running head: ORGANIZATIONAL CHANGES
Organisational Changes
Name of the Student:
Name of the University:
Author Note:

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Discussion forum 7.1:
How ever-changing global business environment has impacted organizational design:
Ever-changing global business environment has influenced organizational designs and
structures in several areas like workforce diversity, global economics as well as social
responsibilities of business organisations. The global environment is undergoing changes in term
of factors like political factors, economic factors, technological factors and social factors. The
factors like emerging competitors in the home country and the entering competitors from foreign
markets are forcing companies to expand foreign markets, thus embracing international status
from domestic status (Ferlie & Trenholm, 2018). The international companies in order operate at
economies of scale are entering and get access to a large supply chain of raw materials as well as
revenue base enter multiple markets, thus attaining multinational status. The multinational
companies in order satisfy a diverse consumer base, form country specific strategies which make
up their global strategies.
Drop Box 7.1:
The companies today employ human resources in all their markets they operate in and
form country specific pricing strategies. Today, the global business units of global companies are
not dependent on the headquarters for financial support unlike the past. In fact, it can be pointed
out that the subsidiaries of most of the global companies like Nestle are limited companies,
capable of raising capital from the market by issuing shares (Singh & Rao, 2017). Their product
lines for specific countries are planned according to the supply chain availability and customer
preferences, thus aligned with the global economic conditions. The wholly owned subsidiaries
are autonomies bodies employing human resources in their host countries, attributing them with

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a diverse human resource base in the workplaces. The global companies like Nestle are
bringing about changes in their organisational structure like embracing flat structure to facilitate
more dynamic decision making. These companies also have country specific corporate social
responsibilities strategies adapted to the country (Lozano, 2018). Thus, it can be inferred from
the discussion the changes in the global business environment have influenced the organisational
design in terms of workplace diversity, global economics and social responsibilities.
Best Practices for dealing global business environment, workplace diversity, global
economics and social responsibility:
1. The managers should set standards for complex global business operations according to the
needs of the organisation concerned.
2. The managers should emphasise on delivery services and goods to customers as per the
requirements of the latter.
3. The managers should manage workplace diversity in multinational organisations efficiently.
4. The managers should embrace modern technology like big data analysis and cloud to gain
information about global economic changes and use the same for decision making purpose.
5. The managers should acquire talents from all across the globe following the workplace
diversity management.
6. The managers should create a globalised workplace environment based on workplace
diversity.
7. The managers should use continuous employee performance reporting and analyse the same
on regular basis.

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8. Make knowledge easily accessible to the subordinates while maintaining strict control over its
usage and act in socially responsible manner.
9. The managers should use diverse business tools to acquire information on business
environments all-round the globe.
10. The managers should form an efficient change management strategy to lead the
organisations they lead.
Drop Box 7.2:
How organizational structure can enhance both ethical practices and social responsibilities:
The organisational structure can ethical practices and social responsibilities by ensuring
strict control of the top management. The apex management lays down a strong organisational
structure which ensures ethical operations among the employees. The intervention of the senior
managers would ensure reduction of exploitation of the lower level employees by middle level
managers (Frederick, 2016). Thus, a strong organisational structure ensures ethical practices and
reduces chances of exploitation as well as resultant conflicts among employees of different levels
(Schrempf-Stirling, Palazzo & Phillips, 2016).
The apex management of companies form strong corporate responsibility strategies
which ensures that the companies operate ethically. Thus, this again bring into light that a strong
orgisational structure under the control of the apex management would lead to fulfilling of social
responsibilities (Ni & Van Wart, 2015).

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References:
Ferlie, E., & Trenholm, S. (2018). Exploring new organisational forms in English higher
education: a think piece. Higher Education, 1-17.
Frederick, W. C. (2016). Commentary: corporate social responsibility: deep roots, flourishing
growth, promising future. Frontiers in psychology, 7, 129.
Lozano, R. (2018). Proposing a definition and a framework of organisational sustainability: A
review of efforts and a survey of approaches to change. Sustainability, 10(4), 1157.
Ni, A., & Van Wart, M. (2015). Corporate Social Responsibility: Doing Well and Doing Good.
In Building Business-Government Relations (pp. 175-196). Routledge.
Schrempf-Stirling, J., Palazzo, G., & Phillips, R. A. (2016). Historic corporate social
responsibility. Academy of Management Review, 41(4), 700-719.
Singh, R., & Rao, B. S. P. (2017). Human resources development system in changing global
environment: A challenging task. Human resources, 2(6).