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Running head: DISCUSSION BOARD FORUM 1 1

Discussion Board Forum 1

Gary L. Daniel

Why is shared information so important in a learning organization in comparison to an efficient performance organization? Discuss how an organization's approach to sharing information may be related to other elements of organization design such as structure, tasks, strategy, and culture.

According to Dr. Rick Johnson, a learning organization is “an organization in which everyone is engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability” (2009). He continues to write that learning organization's base its approach on a particular set of values. Among these values are a passion for learning, communication, collaboration, and team build. An efficient performance organization is an organization that bases success against a set of standards; whether those standards are financial performance, marketing performance, or shareholder value (Daft, 2016).

Information sharing is equally important to these two organizations. In organizational learning, managers must commit to setting a vision and goals to further its mission. Additionally, leaders must promote continuous improvement that values organizational learning. Finally, the organization needs to define its learning structure and specifies who are accountable for duties like gathering, extracting, applying, and sharing knowledge (Smith-Milway & Saxton, 2011). Efficient performance organizations treat information as a basis for deviation from standards. These types of organizations get more complicated as they grow. Leaders in these organizations must manage the flow of shared information throughout the firm. By managing the complexity of the exchange of information, leaders can pinpoint any deviation from standards (Johnson, 2009).

What are some differences that one might anticipate among the expectations of stakeholders for a non-profit organization versus a for-profit business? Do you believe non-profit managers have to pay more attention to stakeholders than business managers?

To understand the stakeholders for a non-profit versus a for-profit firm is to first understand the main difference between the two. The primary difference is that managers in a for-profit company concentrate their efforts on earning money for those vented in the effort, while managers in a non-profit focus their energies in generating some social impact (Daft, 2016). Additionally, non-profits receive support from government grants and private donations, while for-profit companies receive funds from investments. It was a little easier for these companies to measure success because investors can look no further than the firm's bottom line to see if their investments have increased in value. It is not as easy for non-profit firms.

Managers for non-profit organizations must stay more engaged with their stakeholders because they must try to keep their passion and motivation fresh. Non-profits are focusing its efforts on making a social impact. Stakeholders are expected to dedicate time and resources to these causes without expecting monetary compensation. If the stakeholders’ motivation wanes, it makes it difficult for the non-profit to maintain its level of effectiveness. To secure the interests of the stakeholders is to invite them to participate in focus groups, listening sessions, and community organizing. These actions will give the stakeholders a sense of buy-in and reinforce the sense of social change the non-profit needs to keep going. It will lead to stakeholder satisfaction, improving the firm’s practices and procedures (Enright & Bourns, 2010). Non-profits operate as much on sweat equity as it does on monetary equity.

How might a company’s goals for employee development be related to its goals for innovation and change? How might a company’s goals for employee development be related to its goals for productivity? Explain the ways that these types of goals may conflict in an organization.

Goals are important for any organization. Setting goals gives employers and employees a destination to achieve. Normally, goals are not finality. Instead, they are stepping stone to complete a bigger picture. There are two types of goals that pertain to this question, and those are innovation and change and productivity goals.

Innovation and change goals are associated with a new process, system, or service. They are usually flexible to adjust to unexpected changes in the environment it exists. The downside to innovation and change goals is they may lead to a decrease in profits because of the potential adjustments and the time it takes to define the goals. It is crucial for employee development goals to help maintain motivation during the turbulent times (Daft, 2016). Innovation and change goals can be used in strategic planning. They are used to move the company from where they are to where they want to be. These goals could lead to information sharing and give managers the opportunity to clarify the firm’s vision and the importance of leadership to broaden organizational goals (Sandmeyer, 2009).

Productivity goals are a little easier to define and explain. These goals are common to nearly every business analyst. Productivity goals center around output and some resources it takes to achieve the desired output. Data used to measure productivity are units produced per employee, cost per unit of production, or resources caused per employee. What sets productivity goals apart from innovation and change goals is they are geared to increase profits (Daft, 2016).

Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community. Where would you begin? How would you proceed? What effectiveness approach would you prefer?

The preferred effectiveness approach when evaluating the effectiveness of a police department is the resource-based approached. This approach is defined as "the ability of the organization, in either absolute or relative term, to obtain scarce and valued resources and successfully integrate and manage them" (Daft, 2016, p. 71). In the case of a police department, the resources are the men and women of the department, the time they have on duty, and the limits of the department’s jurisdiction. The department must utilize the officers, which are a fraction of the population, and their time to serve and protect the citizens. This can be an overwhelming task if resources are not managed well.

The first step is to analyze the department’s effectiveness and efficiency. Both measurements directly reflect utilization of resources. Resource effectiveness is high when operational goals are achieved. The utilization of resources includes the performance of mundane tasks as well as the demands of solving crimes. Resource efficiency refers to the output the department gets from the money the government allots them. The problem with efficiency is those resources available to the local government are normally fixed. It is a challenging department must overcome (Skogan, 1976).

Next is to analyze the data and identify where both effectiveness and efficiency are high and where improvements can be made. The analyst can use this information to see the differences in the way the officers convert inputs into outputs with regards to some different categories. A list of these categories ranges from processing paperwork to murder investigations. Additionally, the data can help with discovering innovations that will increase efficiencies to maintain high arrest and conviction levels for serious offenses to keep the streets safe (Skogan, 1976).

What types of organizational activities do you believe are most likely to be outsourced? What types are least likely?

There are many reasons why firms outsource activities within its organization. Some of these reasons are cost savings, the ability to focus on core business activities, quality improvement, bolster customer satisfaction, and increase operational efficiency (Staff, 2014).

During the 1990s, the outsourcing trend became increasingly visible, when companies such as IBM began to outsource not just manufacturing but also design activities. The trend reached its peak within the past decade, when even companies such as Boeing started outsourcing innovation activities. But what happens when companies become too dependent on outside suppliers and cede them too much control if they lack the same degree of understanding and awareness about how important product or service elements fit together and what's necessary? (Zirpoli & Becker, 2011). When firms over outsource they create virtual network structure. A virtual network structure, or modular structure, is where the firm “subcontracts most of its major functions or processes to separate companies and coordinates their activities from a small headquarters organization” (Daft, 2016, p. 120). The question is which activities do firms outsource, and which ones they do not?

Companies are safe to outsource support entities of its operations. These are functions that are common with other firms and performed by specialized service organizations. Examples of these operations are human resourcing, information technology, facility management, and accounting and payroll (Staff, 2014). Daft,( 2016) stated other functions outsources included manufacturing and credit processing to other companies. This will enable firms to concentrate resources on its core competencies and avoid waste in areas they are not experts. Where companies get into trouble is when it outsources area that directly affects its core competencies. An example of this is manufactured items that will degrade quality and safety and services that are signature product of the firm. Organizations that outsource areas of manufacturing surrender certain controls that could decrease effectiveness and leaders are managing relationships with outsource partners and resolving conflicts, rather than managing productivity and strengthening its brand (Daft, 2016).

How can/should a biblical worldwide view be applied?

The common theme of this week's questions was efficiency. Whether it is a learning organization or a performance organization, managing stakeholder expectations, developing employee goals, or evaluating the effectiveness of an organization, efficiency is key to the success of making a firm operate. Matthew 24:36 can be applied to the importance of efficiency within an organization; "But concerning that day or that hour, no one knows, not even the angels in heaven, nor the Son, but only the Father." A company does not know what obstacles lay ahead, but through efficiency and planning, a firm can overcome the unexpected.

Daft, R. (2016). Organization Theory & Design (12th ed.). Boston, MA: South-Western, Cengage Learning.

Enright, K., & Bourns, C. (2010, Spring). The Case for Stakeholder Engagement. Stanford Social Innovation Review, pp. 1-11.

Johnson, R. (2009, February 03). Is Your Company a Learning Organization. CEO Strategist.

Sandmeyer, L. (2009, May). Creating a Culture of Innovation and Improvement: Lessons Learned. Innovation Insights.

Skogan, W. (1976, May/June). Efficiency and Effectiveness In Big-City Police Departments. Public Administration Review, pp. 278-286.

Smith-Milway, K., & Saxton, A. (2011, Summer). The Challenge of Organizational Learning. Stanford Social Innovation Review, pp. 1-12.

Staff. (2014, May 14). Advantages and Disadvantages of Outsourcing. Retrieved October 23, 2014, from Smart Church Management: www.smartchurchmanagement.com/advantages-and-disadvantages-of-outsourcing

Zirpoli, F., & Becker, M. (2011, Winter). What Happens When You Outsource Too Much? MIT Sloan Manage Review, 59-64.