The connection between environmental protection policy and practice may be seen in the concept of “network organizations,” which describes the structures that monitor the involvement of businesses in long-term initiatives like environmental preservation. Furthermore, “network organizations” describes the broader setting where individuals form groups and make plans to accomplish shared goals (Derr, 2021). Their functions, procedures, and structures characterize them. Network organizations have a common control structure that includes intangible and specialized assets. They also stress shared ownership to provide efficient, effective, scalable integrated communication and support. Network organizations combine features of both as intermediaries between the two extremes of market disaggregation and vertical integration (Derr, 2021). Many network architectures exist today, each with distinguishing features, such as being relatively stable, relatively fluid, and having internally labeled nodes.
In contrast to the more common contingent and transaction cost analysts, ecologists and institutionalists question the idea that organizations’ fundamental structures are easily modifiable (Scott & Davis, 2016). These ecologists and institutionalists argue that organizations are static, unmovable structures. Organizational changes are seen as challenging, rare, and possibly detrimental to a company’s viability. There is some disagreement among ecologists on how much emphasis should be placed on “external” factors when analyzing the origin, development, and death of organizations (Scott & Davis, 2016). While evolutionary models may be used at any scale, the vast majority of research has focused on the population level. Businesses that are similar in the structure are grouped together into populations. The ability to explain organizational variety is a basic tenet of evolutionary theories. One component of diversity is the capacity of individual entities to change throughout time. Networks have developed through a process called differential environmental selection, wherein groups are favored for survival based on how well they match the features of the environment in which they operate (Scott & Davis, 2016). The evolutionary analysis emphasizes three distinct processes: the generation of uniqueness, the favoring of certain forms over others, and the maintenance and spread of the favored ones (Scott & Davis, 2016). First, the organizations are established through diversity, which arises from some mechanism, whether deliberate or accidental. They progressed to the next level of formation as a result of differential survival rates. As an organization reaches its third stage of formation, it is replicated so that it may continue to exist. The ecological viewpoint is grounded on a natural systems approach that prioritizes continued existence and an open model that places a premium on the significance of ecological context (Scott & Davis, 2016).
Environmental Areas and Impacts
The ecological process that requires knowledge and information resources is beneficial to firms or organizations operating within a network. In this instance, networks are critical vectors for disseminating both the old and the new data. In other words, companies that are part of a network have recourse to tools and data that they would not have otherwise. Because necessary information is easily accessible, businesses are better able to adapt to environmental changes, such as those brought on by fluctuating client needs (Migrator, 2020). Two distinct organizational survival strategies are outlined by ecologists. The specialized approach can only handle so much variance in its context. To take a generalist stance, one must be able to reproduce and survive in a wide range of settings. In spite of unfavorable environmental shifts, businesses may continue to function. These two factors work together to create an environment where businesses may thrive.
Being well connected may have both positive and negative consequences for businesses. While organizational networks have several advantages, they also pose potential constraints for those who participate in them. For instance, partners may be stuck in inefficient networks despite the fact that they may benefit from entering other ones. Organizational effectiveness in the network, as well as output and contribution to the industry, will be impacted. It is possible that the organization’s allies will also betray it by telling the enemy crucial information. Because of this, they are unable to gain a long-term edge in the market (Migrator, 2020). It is also possible that the company will begin to use substandard procedures. Inculcating such beliefs and norms may have a negative effect on organizational performance because they undermine the foundation upon which the organization is built.
Institutions as regulatory, normative, and cultural-cognitive
Stability and purpose in social life are provided by the cultural-cognitive, normative, and regulative features of institutions and the accompanying activities and resources they entail (Scott & Davis, 2016). There is an emphasis on the normative qualities of institutions as regulatory systems. The regulatory perspective on institutions holds that coercion is a primary strategy for achieving compliance (Burdon & Sorour, 2019). Normative systems, such as institutions, give a moral compass for how members of a society should behave (Scott & Davis, 2016). Participants in normative systems act in accordance with their own internalized conceptions of what is right and what is expected of them in terms of their social obligations to others. This perspective of institutions as a cultural-cognitive system links with “the new institutionalism in organizational analysis” (Scott & Davis, 2016). The hyphenated term highlights the fact that they are referring to a combination of their own mental constructions and universally understood concepts. At the intermediate level, where the influences of general social norms and field-specific norms and beliefs are being studied, institutional notions are having the greatest impact on the study of organizations (Scott & Davis, 2016). According to intellectuals, businesses compete as technological tools built in accordance with the rules of economics. People tend to see corporations as embodiments of logical rather than cultural beliefs. The study of “organizational fields” has recently been a popular method for delving deeper into the dynamics of organizations. Institutionalized meanings provide a framework for the collaborative activity of a field’s broad population of organizations and the partners that help and limit them (Scott & Davis, 2016).
The term “organizational populations” refers to groups of organizations that are similar in some way. Newspapers and higher education institutions are two examples of organizational populations (Scott & Davis, 2016). When defining organizations, organizational ecologists argue that the “blueprint for organizational action, for transforming inputs into outputs,” is the most relevant concept. Early forms of organizations were characterized based on their genetic architecture (Hsu & Hannan, 2019). The presence of a shared organizational form, in which individuals are located at a certain time and place, is the primary identifier of a population. The issue of how to define populations inside organizations is one that has been studied extensively, and several strategies have been proposed. The first strategy involves making use of a “native” common-sense category, such as medical facilities or educational institutions. Organizational formations are also seen as dynamic and evolving throughout time (Hsu & Hannan, 2019). Several empirical studies of organizational populations have simply used everyday usages of the term “population” to define the entities under study. The inertial aspects of an organization’s shape make it probable that it will continue to exhibit characteristics that were there when it first emerged. Structure-wise, there are commonalities across the kinds of organizations that flourish throughout a particular epoch. Inertia, or reluctance to change, is seen by some ecologists as a natural condition for institutions. By the turn of the century, businesses were structured with specialized divisions for different tasks, such as sales and marketing, manufacturing, R&D, and finance. The diversification strategy, used by more and more businesses in the 1920s and 1930s, is often regarded as the most important organizational innovation of the twentieth century (Lopes et al., 2018).
Companies often undergo change in a slow, steady way, following an incremental model of development. At times of fast and discontinuous change, often known as “punctuated equilibrium,” some theorists think that new institutions and populations emerge (Scott & Davis, 2016). The emergence of new technologies was a primary factor in the emergence of novel business structures and economic sectors. Subsequent researchers expanded their understanding to differentiate between technological advances that increase the competence of current participants and those that decrease it. Destructive innovations are more often linked to the emergence of new forms of organization (Schoultz, 2019).
Creating open organizations
While discussing the many definitions of entrepreneurship, the act of creating a new business is often highlighted. Several elements, like “need for achievement” and “risk-taking propensity,” were studied in the past to better understand how entrepreneurs think and feel while creating new organizations. Recent research by economists and sociologists has emphasized the significance of founders’ social networks and environments (Bryant, 2019). Researchers in economics and sociology came to the conclusion that there is no one equal playground when it comes to launching a new corporation. They discovered significant differences in both the structure of opportunities and their ability to use them.da Silva identified three components of context: relationships, information, and material support (Lopes et al., 2019). While people’s social networks might seem quite different from one another, having a diverse set of connections is essential for gaining access to information (Scott & Davis, 2016). Possessing both strong and weak bonds is beneficial. One’s IQ, years of experience in the workforce, and level of formal education all have a role in shaping one’s level of knowledge, which is both an individual and a societal variable. Decision-making, communication, coordination, specialization, information exchange, and management are all influenced by the structure of an organization, which in turn affects the organization’s health and performance (Greenwald, 2019). Several proponents of evolutionary and learning theories stress the fact that many novel ideas prove to be unsuccessful. While establishing a new business, you may encounter several barriers and setbacks. Businesses often use the pioneering efforts of others to their own advantage (Scott & Davis, 2016).
Biblical and personal perspectives
Relationships with nature are commended in the Bible. God tells Adam and Eve to “till and keep” the Garden of Eden, meaning that they should be good stewards of the earth even while they use its resources (Genesis 2:25). The Bible encourages teamwork, which is important to modern network companies. Proverbs 15:22 says that without input from others, plans are doomed to fail, but with numerous advisors, the opposite is true. When we combine our knowledge, resources, and efforts, we get a deeper understanding of the environmental process and are better equipped to effect positive change. Network organizations, in the real world, may aid in lowering our environmental footprint by encouraging collaboration between various groups. Organizations may improve their ability to combat climate change and lower their overall carbon footprints by working together. Network groups may also collaborate with governments and communities to build environmentally and economically sound strategies for sustainable development. In general, network groups are a wonderful tool to unite individuals and aid the cause of environmental protection. By pooling resources and knowledge, we can come up with novel approaches to environmental preservation and sustainable growth.
It has been established in this paper that several network structures exist. Some businesses may benefit from these networks, while others might suffer. Moreover, the networks have an impact on the efficiency and effectiveness of a business. The rising consequences of industrialization on people’s health highlight the need for organizations and businesses to prioritize social and environmental preservation. The rules and regulations enacted to safeguard the environment should be followed by all organizations. Cultures of environmental conservation should be encouraged and supported by institutions. The internal regulations put in place to protect the natural world may help with this. These measures, notwithstanding their potential negative effects on environmental protection, are necessary to ensure human safety in the face of potential threats to the environment.
Bryant. (2019). International Encyclopedia of the Social & Behavioral Sciences. International Encyclopedia of the Social & Behavioral Sciences | ScienceDirect. Retrieved February 26, 2023, from http://www.sciencedirect.com:5070/referencework/9780080970875/international-encyclopedia-of-the-social-and-behavioral-sciences
Burdon, W. M., & Sorour, M. K. (2019). Institutional Theory and Evolution of “A Legitimate” Compliance Culture: The Case of the UK Financial Service Sector. Journal of Business Ethics, 25(6). https://doi.org/10.1007/s10551-018-3981-4
Carroll, & Hannan. (2019). International Encyclopedia of the Social & Behavioral Sciences. International Encyclopedia of the Social & Behavioral Sciences | ScienceDirect. Retrieved February 26, 2023, from http://www.sciencedirect.com:5070/referencework/9780080970875/international-encyclopedia-of-the-social-and-behavioral-sciences
da Silva Lopes, T., Casson, M., & Jones, G. (2018, June 11). Organizational innovation in the multinational enterprise: Internalization theory and business history. Journal of International Business Studies, 50(8), 1338–1358. https://doi.org/10.1057/s41267-018-0156-6
Derr, A. (2021, January 20). Types of Organizational Networks: 6 Ways to Organize a Network. Visible Network Labs. https://visiblenetworklabs.com/2021/01/20/types-of-organizational-networks/
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Hsu, & Hannan. (2019). Identities, Genres, and Organizational Forms. Organization Science , 16(5). https://doi.org/10.1287/orsc.1050.0151
KING JAMES BIBLE ONLINE: AUTHORIZED KING JAMES VERSION (KJV). (2018). Kingjamesbibleonline.org. https://www.kingjamesbibleonline.org/
Migrator. (2020, January 1). How changing market conditions can affect your business. Nibusinessinfo.co.uk. https://www.nibusinessinfo.co.uk/content/how-changing-market-conditions-can-affect-your-business
Schoultz, B. (2019). Calhoun: The NPS Institutional Archive DSpace Repository ORGANIZATIONAL THEORY PERSPECTIVES TOWARD SUCCESS IN DYNAMIC ENVIRONMENTS. https://upload.wikimedia.org/wikipedia/commons/3/36/ORGANIZATIONAL_THEORY_PERSPECTIVES_TOWARD_SUCCESS_IN_DYNAMIC_ENVIRONMENTS_IA_organizationalth1094561264.pdf
W Richard Scott, & Davis, G. F. (2016). Organizations and Organizing: Rational, Natural and Open System Perspectives. Routledge.
Nike’s Branding Analysis Free Sample
A company’s brand is the most critical aspect of its marketing campaign. Through the brand, the company can communicate different e aspects of its culture, organization, accustomed benefits, and even its role in society. A company’s brand was developed from customer consistency, quality, and reliability. The scope of this paper is the Nike brand, identifying its brand ladder, Pyramid, USP, UVP, and brand positioning statement. The paper will also compare the USP of Nike and its main competitor, Adidas. This will enhance the assessment of Nike’s brand as presented in the chosen ad to identify areas of weakness and provide suggestions for improvement.
Overview of the Nikes brand
Nike is a multinational company that offers an extensive portfolio of goods, especially wearables, accessories, and clothing. It provides clothing for different occasions, seasons, and reasons. It sponsors many sports events such as football, basketball, athletics, and tennis. Among its products include Nike shoes, Nike tracksuits, and Nike Watches. The company has featured various sports figures such as Ronaldo, Michael Jordan, and Mbappe in its product promotions. Also, it has employed over 70,000 employees worldwide, listing it among the biggest employers (Nike.Com). Nike built its brand over time due to its reliability and quality in providing its services to its clients. The company aims to enhance innovation and inspire professional and upcoming athletes worldwide.
Brand ladder for the company
- Consumer Targets
Nike aims at reaching their customers’ needs, rather than their own, as they display in their marketing. Its target customers are costly athletes, narrowing it down to household needs. The company identifies that its clients need durable, flexible clothing during exercise and significant events. Therefore, it develops products that satisfy its clients. The company tries to identify its competitor’s strengths and incorporates them in making its products to offer the best value at the market price. For example, Nike’s shoes, such as the Jordan shoe brand, are globally known to be of high quality, and hence consumers of the product prefer to wear the shoe even outside the field.
- Product Features
The company has identified that its product is its fundamental element of existence, and therefore, they try to improve on it regularly to ensure that they meet its customers’ needs. For example, Nike identified that their consumers needed to trace their progress in athletes. Other companies, such as Apple and Samsung, had already developed watches that could track the vitals of athletes. Nike identified this growing opportunity and therefore developed the Nike watch. The company also offers other standard watches for superb looks for their customers.
- Benefits To Consumers
Nike has built its brand upon its mission and USV. It identifies the importance of its brand to its clients. Customers recognize that by using Nike products, they gain certain benefits over other products. These benefits include high-quality customer products, flexibility during workouts for Nike’s clothing, affordable products, and improved resilience and athletic capabilities by tracking vitals from the ground up.
- Emotional Benefits To Clients
Nike’s brand logo and UVP serves to enhance the company’s pathos. The logo is a tick, and the UVP motivates the client to push it harder even when it proves difficult; “Just Do It.” Therefore, clients are intrigued emotionally to try out the company’s products to the effect that they will feel a part of the larger community aiming towards a bigger greater goal.
- Distinguishable Features. Nike’s products are distinguishable from that of its competitors in various ways. These include quality, appearance, and make. Nike uses high-quality materials and the best technology to satisfy their client’s needs.
- Functional Benefits. The products from the company are durable and appealing. Therefore, Nike’s clients feel comfortable while wearing the products. They also derive maximum satisfaction from the products. The wide range of their products provides the customers with a variety, depending on their needs and the occasion.
- Emotional Needs. The company’s products appeal to the emotions of their clients in that they empower them to be however they want to be, as they will be with them every step of the way. The consumers, therefore, feel confident while wearing the company’s products.
- Persona Characteristics Of The Brand. The company features major sports celebrities and their history, their downfalls until they reached tier climax of success, and also their struggles. For example, the company features Ronaldo and Michael Jordan video ads, personalizing their brand and bringing their clients closer to forming a large community (Nike).
- Brand Idea. The idea of the Nike brand was inspired by making athletes fulfill their full potential. This inspiration is driven through to other fields so that clients globally feel the urgency of having Nike’s product.
Nike’s USP is that its products (especially its shoes) are made for athletes in every sport globally. This USP is featured in their ads, such as the ad used in this paper.
Nike has a tagline that says” Just Do It,” which inspires their clients to achieve their best as the company innovates its products to provide the best to enable the client to meet these objectives.
Brand Positioning Statement for Nike:
Nike targets sports people to empower them through delivering high-quality products for better performance during sports events and even at a consumer level in households. They inspire them through their products, logo, a big tick- an indicator of achievement, and Nike’s tagline, “Just Do It.”
Nike’s competition with Adidas
Nike competes favorably with Adidas, but they both offer high-quality products. The USV for Adidas is “impossible is nothing.” This USV almost compares to that of Nike since their target message is to motivate their clients to push harder no matter the obstacles they may face to achieve their goals. The UVP of Adidas is tailored towards technology and innovative product designs. The clients are therefore appealed to buy their products from Adidas. Adidas, however, focuses its UVP on the clients to inspire them to focus on their best rather than overcoming the obstacles they face.
Assessment of the Ad
The ad features many football legends, such as Ronaldo, Ronaldinho, and Mbappe, in a simulation where they compete for the best. They all wear T-shirts, shorts, and shoes with the Nike logo. There are also simulations of the machinery in eh ad, which produces other superpower players. The ad features different emotions from the scientist responsible for the simulation. The simulator fails and has new players from Nike, and they shoot a fireball that destroys the goal net. The ad aims to show how anyone can emerge as a winner with the proper support, especially from Nike. The new players feature commoners who rise as legends and defeat a team of the best players in the world. High-quality designs are displayed in the ad to show Nike’s robust investment in the innovation of quality products (EXCLUSIVE: New Nike Football Ad For The 2022 FIFA World Cup). The ad, however, had a more fictional theme, only highlighting the company minimally. The d also displayed destruction; some ad viewers may view it from a different perspective, where the company would be regarded as ineffective, especially when the simulator fails.
Recommendations For Improvement Of The Ad
The ad featured USV and UVP at a wider angle, but there was a minimal display of the company’s brand; therefore, the viewer may have been more focused on their heroes than the company y. they could have improved the ad by, for example, having the heads of the new legends being a ball with a Nike on it rather than dark figures. The ad could also be improved by reviving new players through other means other than the failure of the simulator.
EXCLUSIVE: New Nike Football Ad For The 2022 FIFA World Cup | Ft. Mbappe, Ronaldinho & Ronaldo |HD| Retrieved from https://youtu.be/nWW_wwjeSXs
Nike. Just Do It. Nike.Com https://www.nike.com/
Organization Structure Review Sample Essay
With a 155-year history, The Hanger Clinic is a national supplier of orthotics and prosthetics. Its network of 800 clinics around the United States employs over 2,000 physicians and nurses and an additional 4,900 support personnel. Its organizational structure comprises various individuals with diverse backgrounds and management styles. The company’s chain of command begins with the chief executive officer, Vinit, who reports directly to the President. Five chiefs of the staff report to President Samuel, each responsible for a particular element of the organization. These operations directors report to five heads of staff, accountable for four managers within each department. This enables an exceptionally unique system, focused on the hierarchy of business needs and operations, to support the organization’s enormous scale. Crucial to the success of these market-leading orthotics and prosthetics firms is their capacity to successfully convey to their different target audiences their shared mission of offering unrivaled patient care, outcomes, and facilities (Hanger Clinic, n.d.).
Successful companies recognize the benefits of open and honest communication. For organizational changes to be effective, there must be open communication between departments and personnel (Australian National University, n.d.). Hanger Clinic employs a committee technique to accomplish this. Each department has its committee to manage the transitions necessary to get the company closer to its objective, similar to how the board of directors meets to assess financial phases and results. Managers then collaborate with other regional managers to establish a plan for implementing the appropriate directives. The approach will be directed by the clarity and vision articulated by the individual chosen to lead the change. The situation is communicated to you in the meantime. After the modification plan has been approved, the implementation phase may begin. Each step of implementation and the accompanying KPIs will be included in the approved plan’s final version (Australian National University, n.d.). Likewise, the execution’s development is watched and reported in real-time.
The remarkable track record of the organization in this industry is largely owed to the many leadership styles that have directed it over the years. Community members must have a shared objective before anything else can be accomplished. The chief executive officer (CEO) sets the tone for the whole organization by displaying a visionary commitment to the new models that comprise his leadership style. They embrace the vision and adhere to the Directive to inspire their employees. The President has built a style of leadership that is Directive, and everyone else follows suit. Samuel creates the essential structure in his letters by allocating the appropriate employees to the roles needed by each sector. He is quite clear in explaining the firm’s objectives and the area of the organization. This publication enables executives to integrate successful organizational frameworks with core management approaches for the best outcomes.
Executives must possess a unique combination of abilities to effectively manage change within a corporation of this scale and breadth. By distributing responsibility to many chains of command, the organization will have leaders most equipped to oversee the essential reforms in the regions where they are physically present. Because of their accessibility to subordinates and concern for patients, the Chief Clinical Officer exemplifies a helpful leader (Maurer, 2018). The Chief Compliance Officer assumes a more directive role in leading the business by setting the foundation for compliance, educating staff on their obligations, and overseeing the execution of essential processes to guarantee that the firm is in complete compliance (Maurer, 2018). The Chief Revenue Officer has a mentality that is very achievement-oriented and has evidence of raising people to higher heights. It encourages more labor inside the division, generating more revenue for the company’s growth and success. A participatory approach showcases the Chief Information Officer’s leadership and his ability to get buy-in by participating in the processes himself (Maurer, 2018).
Hanger Clinic’s aim to provide unrivaled quality in patient care, performance, resources, and value to dominate the orthotic and prosthetic sectors is fulfilled via the integration of several channels of communication and leadership strategies (Hanger Clinic, n.d.). Many lines of authority may be recognized within the organization’s structure. The success of this company’s leaders is attributable to their consistent focus on the business’s requirements (Fisher, 2017). They contribute significantly to the company’s growth via their talents and expertise. Two techniques for advancing up the ranks of a corporation are effective communication and demonstrating fearlessness through fostering trust. Leaders can preserve their position if they prioritize the interests of their subordinates and patients before their own (Fisher, 2017).
Hanger Clinic Chart
Australian National University. (n.d.). Communication strategies https://services.anu.edu.au/human-resources/learn/organisational-change/communicationstrategies
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