Reply to 2 DB Post (Provide 2 seperate word documents) Each Reply 400 words !!!
Running Head: Discussion Board #1 1
Discussion Board #1
Sarah Swift
Discussion Board #1 2
1. 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.
The primary function of an organization is said to be “the coordination of people and resources to collectively accomplish desired goals” (Daft, 2016, p 13). As an organization requires the collaboration amongst the people that formulate the entity, there develops a need for shared information. This concept of shared information is however more accepted within a learning organization rather than a performance organization (Daft, 2016). Shared information reflects a dynamic that encourages the interaction with one another to solve problems and innovate new ideas which can be seen as the characteristic that drives the mentality of a learning organization (Daft, 2016). In contrast to this, a performance organization places their focus more so in the efficiency of their business (Daft, 2016).
The elements of these types of organizations are reflected within their design as well. Learning organizations tend to use a decentralized structure approach where the authority of decision making, implementation, and innovation is shared amongst many employees in the organization even those considered in a lower level position (Tata & Prasad, 2004). This creates a flow of shared information. Those however in an efficient performance environment are impacted by a centralized structure. This type of structure allows for the authority to remain with fewer individuals which tend to be those that are in the top levels of the organization (Tata
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& Prasad, 2004). A centralized structure brings with it a hierarchical system where those at the higher levels engage in problem resolution and create policies while instructing those that are below them to implement these policies (Tata & Prasad, 2004). This set up discourages the collaboration amongst all employees.
The type of organization, also plays into the type of tasks given and the culture of the business. A learning organization develops more of a role oriented demeanor where employees are encouraged to bring their own thoughts for a better resolution and the roles in place are adjusted when needed (Daft, 2016). This creates a culture of collaboration and allows all employees to feel that they are needed. Meanwhile in a performance dominated organization, the tasks are more specialized and there are more sets of rules or regulations to follow (Daft, 2016).
2. What are some differences that one might anticipate among the expectations of stakeholder for a nonprofit organization versus a for-profit business? Do you believe nonprofit managers have to pay more attention to stakeholders than business managers?
Within a non- profit organization there is a strong burden placed upon stakeholders as these are key parts to the longevity of the organization. Some of the differences in the expectations placed upon stakeholders of a non-profit in comparison to a for-profit organization is that within a non-profit organization, there is a heavier burden on stakeholders such as government agencies, private donors, and foundations to make continuous financial contributions to the organization (Domanski, 2009). This is the nature of the organization as in a
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non-profit they do not gain money from the sale of a product but rather their focus is to make a social impact and to gain support through donations to make this impact (Daft, 2016).
Employees are another stakeholder in both a non- profit and a for-profit agency that have differences in expectations. A non- profit organization has a smaller amount of resources but a stronger need to maximize these resources, so often employees are expected to work for a smaller income or no income at all as these organizations cannot afford to pay what a for – profit agency might be able to (Domanski, 2009).
Those that are managers for a non-profit organization should have a more substantial focus placed upon their stakeholders than business managers. The reasoning for this is that there is a greater need to keep their stakeholders satisfied as many of them give the financial support that is needed to continue the operations of the organization. Stakeholders that feel as if their wants are not being met may then withdraw their support and the resources they provide which will create an even more scarce situation for the non-profit. Keeping employees satisfied is also critical as they do not get paid a lot and if they feel as if their needs are being met then this may help to prevent turnover (Domanski, 2009).
3. 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?
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A company’s goals for employee development places focus on training, safety, promotion, and growth of their employees (Daft, 2016). Each of these characteristics can play deeply into the intent to bring innovation and change. The goals for innovation and change are described as “internal flexibility and readiness to adapt to unexpected changes in the environment” (Daft, 2016, p 56). When a company develops in their employees the proper training, an awareness of safety, and promotes growth, they are giving them the techniques that are needed to be adaptable to overcome change which is the intention for the goals of innovation and change.
A company’s goals for employee development also plays into the goals for productivity. When a company establishes employee development and teaches the necessary training, then they provide to their employees a beneficial understanding of how to use company resources properly. The goal for productivity centers around the output that is created from the given resources (Daft, 2016). With training and growth, employees can use resources in the most productive manner while also being innovative in how to use such resources.
These goals, though they may be beneficial to each other in achieving their own desired intention, they can also be conflicting. Goals can become conflicting when deciding which goals take priority in that point and time (Daft, 2016). This can create some turmoil amongst people in the organization as people tend to have a difference in opinion as what may be a more important goal to achieve first (Daft, 2016).
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4. 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?
Daft states that the first step to evaluating an organizations effectiveness starts with understanding their goals and strategies (2016). In evaluating the effectiveness of the police department, the place to begin would rest in considering their goals and the strategies they implement as an organization. From there would come the measurement of their effectiveness. In order to create the proper measurement of the police department’s effectiveness, it would be best to implement a strategic constituents approach (Daft,2016). Using this approach would be a good way to measure if the police department is sufficiently keeping their stakeholders such as the community, the government, and employees satisfied. Since a major role of the police force is to serve those in the community, keep people safe, and provide a good morale to do these tasks, this approach would be the best judgement of whether they are obtaining their mission to serve and protect.
5. What types of organizational activities do you believe are most likely to be outsourced? What types are least likely?
The types of organizational activities that are more likely to be outsourced are those activities that are more routine in nature and may not be as complex in task (Liu, Feils, & Scholnick, 2011). The tasks that are also not customer facing or are considered less interactive
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are believed to be the type of activities that are also more likely to be outsourced (Liu et al., 2011). Some of these activities may include tech support or call centers.
The activities that are least likely to be outsourced are those that are most important to the operations of the business. The activities that require more of a critical focus or require a deeper specialization are the activities most likely to remain within the operations of the parent company (Daft, 2016).
6. How can/should a biblical worldview be applied?
Within the work that we do and the decisions that are made within our organizations, we should always seek the wisdom of God first to direct our steps. In scripture James 1:5 states “If any of you lacks wisdom, you should ask God, who gives generously to all without finding fault, and it will be given to you” (NIV). When we are in the will of God and ask for his wisdom, he loves us enough to give us his wisdom that passes all things. This knowledge that God provides can lead us to the decisions of how to effectively design our organizations, how to obtain our goals, how to be efficient, and how measure the effectiveness of the organization. The wisdom of God also reminds us that we are to work hard to bring glory to the Lord and not to live for the praises of man (Colossians 3:23, NIV).
Resources
Daft, R. L. (2016). Organization Theory & Design. (12th ed.). Boston, MA: Cengage Learning.
Domanski, J. (2009). Value management in non-profit organizations - the first step. Foundations
of Management, 1(1), 84-85. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/docview/1322340330/8E48741E7DAF4B82PQ/8?accountid=12085
Liu, R., Feils, D. J., & Scholnick, B. (2011). Why are different services outsourced to different
countries? Journal of International Business Studies, 42(4), 568. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/docview/862402255/1187F52E2F8C48C4PQ/13?accountid=12085
Tata, J., & Prasad, S. (2004). Team self-management, organizational structure, and judgments of
team effectiveness. Journal of Managerial Issues, 16(2), 251. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/entrepreneurship/docview/194174493/441F59A108B3440CPQ/14?accountid=12085
