Organizational Management and Structure

The turbulent environment showcases the essential nature of a leadership model that deals with the market’s unpredictability (Burton et al., 2020). It is critical to discern the pressure to change and the speed for conformity to avoid losing market share in the industry.

A matrix design helps the company deal with its turbulent environment as workers report to two or more managers. They maintain open communication to foster faster communication (Burton et al., 2020). The company maintains its corporate structure and does not need to realign itself based on changing market conditions, linking it to the analyzer without an innovation strategy.

Strategy’s Support to Achieve Goals

The organization’s large workforce enables it to analyze each decision based on different perspectives, using an integrated system to discern the best course of action. Focusing on analysis instead of exploration frees up workers to conduct research and deal with the market unpredictability, ensuring going concern.

Configuration’s Support to Achieve Goals

A matrix design provides a good mechanism in a turbulent environment to deal with varying issues speedily. Employees can consult different managers, reducing the time taken to make decisions. The unpredictability of its environment necessitates speed to prevent the company from becoming obsolete.

Configuration’s Support to Implement the Strategy

The matrix design helps increase exploitation while deviating from exploration because employees look for varying ways to tackle a particular problem. Individuality and the size of its workforce enable managers to consider each suggestion from employees before making a decision (Burton et al., 2020). The organization’s leadership structure remains the same over time, enabling its management to constantly increase its efficiency in decision-making.

Strategy’s Fit with the External Environment

An analyzer without an innovation strategy is prudent for the organization due to the turbulent nature of its environment. It should constantly update its capacity to operate and lead the market rather than using resources to adapt to changing conditions rapidly (Burton et al., 2020). This leadership style would increase resource allocation to improve processes, avoid unpredictability, and streamline processes.

Attaining Effectiveness using a Defender Strategy and Ambidextrous Design

A defender strategy is detrimental to the organization’s objectives because it involves finding and retaining a relatively secure and stable market. It does not focus on product development or market dynamics (Burton et al., 2020). Its proponents prefer to avoid changes if possible. This strategy cannot work in a turbulent environment as the organization requires strategies that deal with unpredictability fast to maintain market share. Product development and market dynamics are important components to focus on in such a state to either lead others in improving products or speedily deal with abrupt market changes.

The organization would also fail to achieve its effectiveness goal in such an instance because of the manager’s leadership style. Top managers elicit excess attention to detail, resulting in vulnerability to issues that management does not consider relevant or provide much managerial attention (Burton et al., 2020). Managers are also likely to focus on the organization’s short-term strategy, ignoring the bigger picture. Additionally, eliminating employees from decision-making may lead to critical errors as managers miss vital details (Burton et al., 2020). Furthermore, the unpredictability of its environment may result in decreased market share as the entity is unprepared to deal with opportunities for change, reducing its effectiveness.

It is also important to consider the organization’s ambidextrous design structure is limited in its capacity to elicit much-needed change. The organization’s managers provide some autonomy to its research and development department to boost innovation at a limited capacity. It deems these actions unnecessary unless the novel design involves boosting efficiency. This factor diminishes the organization’s technological foundation and capacity to adapt to necessary changes rapidly (Burton et al., 2020). The company is unlikely to become effective despite its ambidextrous structure. While an ambidextrous design would promote research to mitigate abrupt changes in the market, the manager leadership style hampers its ability to function optimally.

The organization managers’ short-term focus is likely to overlook some issues that would strengthen its going concern. Managers without an open-door policy alienate themselves from the work