Peer's posting response
Peer’s post:
CARE may have become less effective when it came to addressing 21st century issues due to the fact that the nonprofit organization had grown and in the process lost focus to include not fulfilling its potential for various reasons (Welankiwar, 2009). Contributing factors that may have added to CARE being less effective may include circumstances in which the international community had retreated from its commitments; Official Development Assistance declining significantly and CARE internally facing the challenge of forging a shared vision, creating balanced confederation and maintaining diversified funding (Henry, 1999).
Challenges that could be encountered when it comes to promoting collaboration across national units of CARE may include shifting customer expectations, disruptive technologies, new competitors, and renewed strategies (Spector, 2013). Additionally, commitment to past design arrangements could undermine the organizational effectiveness of CARE as well. Other components to take into consideration are the challenges of differentiation and integration – especially in regards to regional autonomy.
Other factors to consider when thinking about challenges that may be encountered when it comes to promoting collaboration are differentiation and integration; if high levels of differentiation are present and are not properly matched with requisite integration – the results could be disastrous (Spector, 2013). There are several elements that could hinder the promotion of collaboration across national units of CARE and the next is the challenge of control and creativity – this is where design elements are called upon to establish order, create predictability, and ensure efficiencies of operations (Spector, 2013). Furthermore, traditional controls could hamper an organization’s ability to achieve high degrees of flexibility and creativity.
Other challenges faced when it comes to the promotion of collaboration in national units of CARE is the decision – making rights; this require giving general managers of that particular country high levels of autonomy. This allows them to respond to the unique challenges and opportunities faced within their home country; however, too much autonomy comes with its own set of problems (Spector, 2013).
To promote the improvements she hopes for, Dr. Gayle may want to encourage shared values and clarity which is linked to promoting the overall strategy and performance expectations – the two components may increase employee flexibility and creativity. Organic controls may be something else Dr. Gayle may want to implement as well as it has proven to be successful for many organizations – large and small; the overall intent is to remove titles, hierarchy and formal job descriptions to name a few – trusting employees to take initiative and invent new ways to serve the community better; this technique may promote a motivated workforce. Another implementation would be that of synergies – this allows the corporation to exploit opportunities which could lead to advantages of efficiency and effectiveness negotiated by the combined effect of interaction and collaboration (Spector, 2013).
References
Henry, K.M. (1999). CARE International: Evolving to Meet the Challenges of the 21st Century. Retrieved from https://journals.sagepub.com/doi/abs/10.1177/089976499773746465?journalCode=nvsb
Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Boston, MA: Pearson. ISBN‐13: 9780132729840
Welankiwar, R. (2009). CARE CEO Helene Gayle on shaking up venerable organization. Retrieved from https://hbr.org/2009/04/care-ceo-helene-gayle-on-shaking-up-a-venerable-organization
Require:
Please response to above peer’s posting with one page with a few references, thanks.