{"id":31594,"date":"2025-09-04T22:16:44","date_gmt":"2025-09-04T22:16:44","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/personal-development-leadership-professional-certificate-2\/lessons\/lesson-2-organization-instability-levels-social-level-2\/"},"modified":"2025-09-04T22:16:44","modified_gmt":"2025-09-04T22:16:44","slug":"lesson-2-organization-instability-levels-social-level-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-2-organization-instability-levels-social-level-2\/","title":{"rendered":"Lesson 2: Organization Instability levels &#8211; Social level"},"content":{"rendered":"<p><img decoding=\"async\" width=\"96\" height=\"114\" src=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" alt=\"\" srcset=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png 96w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-10x12.png 10w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-42x50.png 42w\" sizes=\"(max-width: 96px) 100vw, 96px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n<h2>Lesson 2: Understanding your organisation capabilities<br \/>\n<\/h2>\n<h3>When an organisation has instability<br \/>\n<\/h3>\n<h5>It affects the employees&#8217; emotions to destabilize which is happening according to dynamics on three levels:<\/h5>\n<ul>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tSocial level\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tOrganisational level\n\t\t\t\t\t\t\t\t\t<\/li>\n<li>\n\t\t\t\t\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 512 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M173.898 439.404l-166.4-166.4c-9.997-9.997-9.997-26.206 0-36.204l36.203-36.204c9.997-9.998 26.207-9.998 36.204 0L192 312.69 432.095 72.596c9.997-9.997 26.207-9.997 36.204 0l36.203 36.204c9.997 9.997 9.997 26.206 0 36.204l-294.4 294.401c-9.998 9.997-26.207 9.997-36.204-.001z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t\t\t\t\tPersonal\/Human level\n\t\t\t\t\t\t\t\t\t<\/li>\n<\/ul>\n<h3>Social level<\/h3>\n<h5>Nowadays, organisations are always striving to increase market shares and profits constantly. More is always required in terms of presence, competency, and adaptation, while less is offered in terms of security, stability, structure, and clarity.<\/h5>\n<h5>This mix of explosive ingredients ends up becoming quite challenging to manage. It is now universally acknowledged that globalization is, at present, quite unavoidable. Yet this system has gained a life of its own and the top managers of even the most prominent companies have actually only been adjusting to this new world.<\/h5>\n<h5>An order of magnitude has amplified these dynamics and as a result, the time of adaptation to change has become ever shorter. Leaders and employees have thus been disconnected from their long-term vision, as well as the stability and clarity of structures and the role the leaders have to play within them. Work has become very fast-paced, as decision-makers tend to pursue short-term results.<\/h5>\n<h3>They are mainly focused on two goals:<br \/>\n<\/h3>\n<details id=\"e-n-accordion-item-2760\" open>\n<summary data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-2760\" >\n\t\t\t\t\t Goal 1: Increasing market share as quickly as possible<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5 id=\"el_1736587298750_379\" tabindex=\"0\" contenteditable=\"\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">Organisations, in a lack of time, to develop this axis from the inside, will tend to achieve this goal by relying on a combination of mergers, takeovers, sell-offs, and partnerships, with more or less desirable outcomes. This short-term orientation reduces the quality of the coordination among teams and raises the level of stress of employees. Finally, it is important to note that this growth-by-absorption frame of mind is no longer admired in economic and market share-focused circles.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-2761\" >\n<summary data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-2761\" >\n\t\t\t\t\t Goal 2: Increasing profit margin as quickly as possible<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5 style=\"color: #000080;\">Shareholders also want short-term returns. Stock markets are vicious in this regard. leaders are required to maximize their profits in order to satisfy demanding financiers. This being said, the issue at hand becomes very straightforward: the organisation needs to maximize its income and minimize its expenses. All employees are due to contribute to the achievement of such results amidst a growing sense of insecurity. Therefore, we come to this quite unpleasant situation everyone is aware of: as soon as an organisation starts laying off its personnel, its stock value increases. The organisation&#8217;s management thus finds itself in the middle of considerable tensions and contradictions, with a growing risk of personal breakdowns.<\/h5>\n<\/details>\n<h5 id=\"el_1736587298750_379\" tabindex=\"0\" contenteditable=\"\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">Organisations, in a lack of time, to develop this axis from the inside, will tend to achieve this goal by relying on a combination of mergers, takeovers, sell-offs, and partnerships, with more or less desirable outcomes. This short-term orientation reduces the quality of the coordination among teams and raises the level of stress of employees. Finally, it is important to note that this growth-by-absorption frame of mind is no longer admired in economic and market share-focused circles.<\/h5>\n<h5 style=\"color: #000080;\">Shareholders also want short-term returns. Stock markets are vicious in this regard. leaders are required to maximize their profits in order to satisfy demanding financiers. This being said, the issue at hand becomes very straightforward: the organisation needs to maximize its income and minimize its expenses. All employees are due to contribute to the achievement of such results amidst a growing sense of insecurity. Therefore, we come to this quite unpleasant situation everyone is aware of: as soon as an organisation starts laying off its personnel, its stock value increases. The organisation&#8217;s management thus finds itself in the middle of considerable tensions and contradictions, with a growing risk of personal breakdowns.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-31594","lesson","type-lesson","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lesson 2: Organization Instability levels - Social level - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/sample-course\/lessons\/lesson-2-organization-instability-levels-social-level-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 2: Organization Instability levels - Social level - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 2: Understanding your organisation capabilities When an organisation has instability It affects the employees&#8217; emotions to destabilize which is happening according to dynamics on three levels: Social level Organisational level Personal\/Human level Social level Nowadays, organisations are always striving to increase market shares and profits constantly. 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