{"id":55397,"date":"2026-04-03T11:51:50","date_gmt":"2026-04-03T11:51:50","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/personal-development-leadership-module-2\/lessons\/lesson-2-organization-instability-levels-organizational-level-4-2\/"},"modified":"2026-04-03T11:51:50","modified_gmt":"2026-04-03T11:51:50","slug":"lesson-2-organization-instability-levels-organizational-level-4-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/leadership-excellence-and-strategic-vision-module-ucam-university\/lessons\/lesson-2-organization-instability-levels-organizational-level-4-2\/","title":{"rendered":"Lesson 2: Organization Instability levels &#8211; Organizational 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>Organisational level<\/h3>\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<details id=\"e-n-accordion-item-1610\" open>\n<summary data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-1610\" >\n\t\t\t\t\t An absence of strategy<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\">As surprising as it may seem, lots of organisations simply have no strategy at all. They are completely focused on short-term results, their competitors, and quick profits. They have become very reactive, taking decisions according to day-to-day opportunities and risks. This type of behavior further lowers the amount of time available to react, the management&#8217;s vision, and, in the end, the global coherence of its actions. Orders are immediately followed by all types of counter-orders, leaving leaders at a loss.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-1611\" >\n<summary data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1611\" >\n\t\t\t\t\t A lack of communication &#8212; or understanding &#8212; of organisational strategy<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;\">This reflects a fundamental problem in communication processes. In this case, leaders cannot properly relay information. The probability of witnessing a drop in both performance and well-being increases at a much quicker pace<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-1612\" >\n<summary data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1612\" >\n\t\t\t\t\t A change in organisational culture<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;\">Some decision-makers are not very aware of the impact an understudied redesigned process could have on corporate culture. Moreover, organisational culture cannot be the same if the person only evolves within a traditional pyramidal structure or a process-oriented organisation. Obviously, it is not because a structure has been changed that the cultural change will take place immediately, and changing the culture will indeed require much more time than changing any organisational structure but its effect is very difficult to reverse In the case of mergers or company acquisitions, we can also oftentimes witness cultural clashes within some sectors that can go as far as the harassment of certain individuals. Leaders can thus feel completely overwhelmed by such cultural issues, which are often overlooked by the organisation&#8217;s decision-makers due to how occupied they are with the merger or the acquisition.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-1613\" >\n<summary data-accordion-index=\"4\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1613\" >\n\t\t\t\t\t Insufficient definition of each person&#8217;s role and responsibilities<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;\">Outlining each person&#8217;s role is a key factor in allowing them to express their potential. Unclear and\/or changing role-related duties are a real source of destabilization and stress for everyone in the organisation. Each role may be broken down into two parts: a technical role with quantifiable goals and a human role with quantitative goals. The quantitative role is often clearly stated, as it provides the basis for the introduction of ever more precise performance indicators. In some organisations, these indicators will be used to determine compensation levels. Given the strong demands in terms of profitability, this situation may put leaders in a situation of failure from the very moment their goals are set. All of this can result in a loss of motivation, if not a sense of powerlessness, for the team they tend to lead. As for the human role that deals with personal or collective responsibilities, it is often incomplete or even ignored. The organisation then must determine each leader&#8217;s positioning within the organisation&#8217;s human environment. This consists in stating the responsibilities and expectations in terms of behavioral and technical skills and outputs towards both leaders and the teams that they are in charge of.<\/h5>\n<\/details>\n<h5 id=\"el_1736587298750_379\" tabindex=\"0\" contenteditable=\"\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">As surprising as it may seem, lots of organisations simply have no strategy at all. They are completely focused on short-term results, their competitors, and quick profits. They have become very reactive, taking decisions according to day-to-day opportunities and risks. This type of behavior further lowers the amount of time available to react, the management&#8217;s vision, and, in the end, the global coherence of its actions. Orders are immediately followed by all types of counter-orders, leaving leaders at a loss.<\/h5>\n<h5 style=\"color: #000080;\">This reflects a fundamental problem in communication processes. In this case, leaders cannot properly relay information. The probability of witnessing a drop in both performance and well-being increases at a much quicker pace<\/h5>\n<h5 style=\"color: #000080;\">Some decision-makers are not very aware of the impact an understudied redesigned process could have on corporate culture. Moreover, organisational culture cannot be the same if the person only evolves within a traditional pyramidal structure or a process-oriented organisation. Obviously, it is not because a structure has been changed that the cultural change will take place immediately, and changing the culture will indeed require much more time than changing any organisational structure but its effect is very difficult to reverse In the case of mergers or company acquisitions, we can also oftentimes witness cultural clashes within some sectors that can go as far as the harassment of certain individuals. Leaders can thus feel completely overwhelmed by such cultural issues, which are often overlooked by the organisation&#8217;s decision-makers due to how occupied they are with the merger or the acquisition.<\/h5>\n<h5 style=\"color: #000080;\">Outlining each person&#8217;s role is a key factor in allowing them to express their potential. Unclear and\/or changing role-related duties are a real source of destabilization and stress for everyone in the organisation. Each role may be broken down into two parts: a technical role with quantifiable goals and a human role with quantitative goals. The quantitative role is often clearly stated, as it provides the basis for the introduction of ever more precise performance indicators. In some organisations, these indicators will be used to determine compensation levels. Given the strong demands in terms of profitability, this situation may put leaders in a situation of failure from the very moment their goals are set. All of this can result in a loss of motivation, if not a sense of powerlessness, for the team they tend to lead. As for the human role that deals with personal or collective responsibilities, it is often incomplete or even ignored. The organisation then must determine each leader&#8217;s positioning within the organisation&#8217;s human environment. This consists in stating the responsibilities and expectations in terms of behavioral and technical skills and outputs towards both leaders and the teams that they are in charge of.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-55397","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 - Organizational 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\/leadership-excellence-and-strategic-vision-module-ucam-university\/lessons\/lesson-2-organization-instability-levels-organizational-level-4-2\/\" \/>\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 - Organizational level - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 2: Understanding your organisation capabilities Organisational level Social level Nowadays, organisations are always striving to increase market shares and profits constantly. 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