Veille et intelligence economique

Byb

Ralis par : ANABA Pauline Christelle DIALLO Mamadou Diao MUHUSIN Mohammed Marhey OUEDRAOGO Samiratou Sandrine

Encadr par : Mr. LAGHZAOUI

Introduction Taking part in external environment scanning is important for the following reasons: Managers have to predict and understand changes in the environment; Inadequate knowledge of managers on issues concerning the scanning process and lack of research data complicate the whole problem; Literature on the subject has not given much attention to this issue. Contingency theory and scanning The scanning process should be examined on the basis of system theory, the phenomenon of human communication and the classic research of Aguilar on the scanning of the external environment as well as the contingency theory. The contingency theory attempts to explain the way organizations function under different conditions of the external environment. The external environment within which an organization operates determines its internal structure. The contingency theory together with the empirical research of Lawrence and Lorsch is based on the central question: what are the organizational characteristics that are needed in order to effectively face the different external environments such as technology, market conditions etc.? As a result, researchers now focus their attention on the utmost linkage between the organization and its external environment, thus the scanning process. However there are certain managers who mistake that somehow the external environment does not really matter so much since it cannot be controlled. Other managers who recognize the importance of the external environment try to collect as much data as possible. They are however faced with the uncertainty of the fast changing environment. This means that, managers interpretation of the external environment leads them to form organizational structures capable of responding to environmental demands and characteristics. One can therefore conclude that different kinds of hierarchies, organizational practices and strategies developed in the past do not seem to fulfill the needs of the present. The present is characterized by intense competition at a fast changing pace. Therefore theories and practices of the past must eventually be worn out. Managers who insist on scanning the environment through worn-out organizational structure s and practices are led to make wrong decisions and overall strategic choices. Recent development in contingency theory does not seem to move toward a deeper theoretical inquiry of the phenomenon of scanning and communication. The central focus of the contingency theory is the relationship between an organization and its environment. Hence, if the environment changes from static to dynamic, it imposes the analogous change on the structure from bureaucratic to organic. The adaptive behavior of the organization is based on the assumption that it is a living system. That is depending on the degree of dynamic change of the environment, it can adapt its structure accordingly. The contingency theory argues that there is no one best way to organize and direct

an organization. The way is determined by the characteristics of the environment in which the organization operates. However the basic weakness of the theory is the fact that it disregards the role of communication in the existence of human beings and the creation of their system, which are the social and sociotechnical systems such as business organizations and other organizations. Moreover it overlooks the role of communication in relation to the existence and evolution of the environment. Most importantly, it ignores the impact of communication upon the relationship between the organization and its environment. Therefore the phenomenon of communication is not a conceptual issue according to the followers of the contingency theory. The authors also move on to the empirical research of Aguilar which focuses on the process of scanning the environment. The basic aim of this research is to show how managers gain relevant information, what kind of in formation do managers seek and where and how managers can improve their scanning of the environment for the kinds of information needed. The research has certain conceptual and empirical deficiencies. Aguilar did not examine to what extend the different kinds of environment impose upon the organizations different ways and processes of scanning the environment. He shows no interest in the phenomenon of human communication. Consequently, Aguilars scanning process is a mechanistic process since he implies the process can improve if we seek better sources and kinds of information and ways of scanning. Towards a reconceptualization of scanning It has become necessary to rethink the issue of the triadic relationship: organization-scanningenvironment. This can be done by borrowing concepts such as general systems theory, law of requisite variety, the concept of entropy and organizationess. Based on these concepts a reconceptualization can be done by stating that the organization is after all an open system which absorbs negative entropy (information energy) from the environment. This process seeks to create a state of order and equilibrium between a system and its environment. The law of requisite variety states that the complexity of the environment can be understood and confronted as long as the system can develop analogous complexity. It can be concluded that the systems complexity is the complexity of the communications system that the system has developed to keep contact with the environment. The environment impels the organization provided it recognizes the need to create a complex communication system which is characterized by the strategic mission of scanning the environment. The author therefore conclude that depending on the level of dynamism of the environment, the scanning process changes accordingly, and in turn imposes different characteristics on the communication system.

In the nutshell, the authors arrived at the following that they tried to conceptually prove although it still remains to be empirically proven. That is: The level of complexity of the environment ``imposes'' on the organization specific or analogous scanning process, and in turn, an analogous communication system, which is in effect the structure of the organization itself Some practical implications of scanning For conceptual reasons scanning should not be viewed as an incidental activity. It should rather be seen as a continuous process. Subsequently, it is highly necessary for the contemporary managers to reconceptualize the interrelationship between environment - scanning process communication system- organizational structure, as they undertake the design and management of their organizations. When this is not done, it can lead to serious problems. Some of the most common practical problems which arise are: The failure of managers to utilize relevant information, which the organization has acquired but which is scattered around. The inability of most managers to gather information useful to others. The failure to marshal the external environmental information, especially in relation to information with long-range strategic implications. Some attempt to solve this problem by putting in place control groups for monitoring the operations plans and strategies of different divisions in relation to the environment. Moreover these organizations use the following practice to harmonize the flow of the scanning activities: they establish a central information collection and a display point, which is sometimes referred to as the ``corporate information presentation room''. Others encourage the flow of environmental information by requiring extensive reporting though memoranda and meetings. It appears clearly that these practices are imposed on imposed on existing organizational structures as something separate rather than being incorporated communication as patterns and practices of a totally integrated communication system of the organizational structure. Conclusion Organizations are dynamic and complex systems. They must develop appropriate sensitivity towards the changes and differentiations of their environment. The environmental changes captured through the scanning process create the appropriate transformations to the communication system with the outcome on the structure of organization itself. This upgrades the role of the human being. Because the analysis of any interrelationships between the organization and its environment depend upon people's communicational abilities along with the communicational technologies that they choose to use (Vickers, 1968). The environmental changes and interpretations of different situations can only on the communicational reality that human beings create (Thayer, 1968). The authors reflect finally that, their approach does not have to do with the traditional conflict of objectivity vs. subjectivity. The basic issue, is how we ``make sense'' of our world, and as a consequence, how we behave. It all depends on the specific communicational abilities and

susceptibilities that we cultivate, in relation to us and to our communicational environment. Therefore, man and his systems and his communication systems are the same.