DB response

Group Discussion Board Forum 1

Chapter 1

Question 1

Diverse in nature, organizations share a common theme based in the coordination of resources and people. Focused on the collective goal of success the purpose may vary, however, structure and interaction are necessary elements in the performance of its employees. Social entities that are connected to an external environment, coordination of teams and work activities may differ depending on the managerial and ownership’s designated structural design. As boundaries and departments diffuse and develop to meet the flexible needs of the environment, adaptation and modernization are key factors that impact innovation and the challenges of service delivery (Daft, 2016).

Examining the interacting concepts of contingency factors and structural dimensions, overlapping features can identify and shape the process of the organization, influencing task delegation, job descriptions, span of control, hierarchical levels and authority. While other organizations can affect the environmental elements, the strategy, goal and culture of the organization must be clearly defined and accepted by the employees. Therefore, while the efficiency of the organization in sharing information can depend on the adjustments made by managers, the integrity of the organization in relationship to the sharing of information is essential in meeting the desired level of effectiveness (Daft, 2016).

According to Siddique (2018), the strategic resource and potential for gains that are present in the concept of the organic learning organization highlight the competitive advantages that exist in the ability to adapt and change to meet the needs of the environment. Disseminating knowledge to the stakeholders is intrinsic in the culture of the learning organization.

In comparison, an autocratic leadership model limits the participation of stakeholders, creating a barrier which can affect performance and professional development (Siddique, 2018). While it may not be ideal, one can argue that the vertical hierarchy that governs the retail giant Walmart has led to the efficient success of its organization. However, rule and regulation driven, the centralized design can offer success while limiting collaboration and innovation (Daft, 2018).

Question 2

The ambiguous metric of success for the nonprofit organization is often overshadowed by the intangible, humanitarian organizational goal of improving the health and lives of the public. With a diverse and broad base of stakeholders, conflict can arise if competing organizations participate in power struggles while attempting to attract donors and clients. Despite the competition, the expectation of the nonprofit stakeholder remains: the nonprofit manager will serve the clients in a way that keeps organizational costs low while utilizing resources in an efficient manner (Daft, 2016).

In contrast, for profit organizations are focused on improving products, sales, and in turn increasing revenues. Eliminating the focus to serve stakeholders with limited funds, the for-profit stakeholder holds the management accountable for the success of the organization as reflected in its financial return. Therefore, while the goals may not exactly align, the organizational manager of both the non profit and for-profit organization must consider and strive to meet the needs and interests of all stakeholders on an equal scale (Daft, 2016).

Chapter 2

Question 1

Acting on the primary responsibility of adaptation to a changing environment, the top management of organizations are charged with defining the design, strategies and goals which shape its purpose. Assessing the internal strengths and weakness of the organization can provide a clear perspective when creating the official mission and goal set which will be expected and later translated in the strategic intent. Imperative in the execution of the plan, management must evaluate those elements that require change and adaptation and initiate resource policies and employee development that will increase performance, growth and profitability (Daft, 2016).

Linked to innovation and change, organizational goals and productivity are directly impacted by employee development. As recognized by the banking industry and product developers, such as Proctor & Gamble, balance is a vital factor when implementing changes to meet operational goals. Definitive for a committed and motivated workforce, initial decline in profit can occur because of change and development, thus reinforcing the need for the removal of a single-minded, bottom-line profit seeking approach (Daft, 2016).

Question 2

Evaluating the effectiveness of a police department of a middle-sized community would require an examination to determine if the design of the organization was adequately meeting the needs of the population, specifically those contingency factors present in the community. Establishing the effectiveness of the department would include an exploration into 1) the identification of the organizational goals, and 2) the evaluation if the goal or goals were officially or operationally being met. A social construct, the organizational effectiveness of the police department would best be determined using the strategic constituents’ approach. With a focus on the ability of the organization to survive and thrive, while linked to the satisfaction of its stakeholders, this approach allows for the evaluation of the adaptability of the organization (Daft, 2016).

A key factor in the assessment of an entity that contains the elements of inputs, internal processes and outputs, the strategic constituents approach would best serve in the exploration of the strategic constituents group; the police officers, department leadership, community organizations, political leaders and citizens, and the effectiveness criteria. Identifying the fiscal status of the department, including the salaries, employee satisfaction, and satisfaction scores of the community it serves would provide a useful understanding of the complex and multidimensional community that exists both internally and externally within the same environment (Daft, 2016).

Chapter 3

Question 1

Outsourcing, or the contracting out of certain functions to other companies is an approach that allows the shift of tedious and often time-consuming tasks to a partner, thus enabling workers to apply their focus on those functions that offer a higher work value. In a virtual network structure, as used by corporations such as Smart Balance, or municipalities such as Sandy Springs, resources drawn from a global network assist in offering quality and pricing initiatives. With the flexibility to meet the changes in product, service or market opportunities, competitive advantages can be identified in real time, reducing administrative overhead (Daft, 2016). Or as in the outsourcing of a governmental function, witnessed in the outsourcing of the NHS medical services in England (Iacobucci, 2015).

However, while talent and management can focus on other key areas under outsourcing, a primary weakness remains a lack of control. Inhibiting operations, outsourcing can ultimately affect product quality, as in the K’Nex toy company. For this reason, the potential decline in the outsourcing of manufacturing may lead to an increase in service outsourcing (Daft, 2016). As Law (2018) noted, the need for control over outsourced tasks and function may perpetuate a state of inefficient outsourcing, raising costs and locking a firm into a failing relationship.

Efficiency and effectiveness are measurable goals, defined within a structure based on collaboration and innovation. As the message of Proverbs 14:34 states, righteousness exalts a nation while sin reproaches its people. Within the relationships, groupings and responsibilities of an organization is the linkage of being and design. While functionality and prosperity are realistic achievements, the dimension cannot ignore the value inherent in the individual, the fundamental liaison between what is and what can be.

Word count 1177

References Daft, R. L. (2016). Organizational theory & design (12th ed.). Boston: Cengage Learning. Iacobucci, G. (2015). Outsourcing the NHS. BMJ: British Medical Journal (Online), 350. Retrieved from https://search-proquest-com.ezproxy.liberty.edu/docview/1777761060?pq-origsite=summon Law, F. (2018). Breaking the outsourcing path: Backsourcing process and outsourcing lock-in. European Management Journal, 36(3), 341-352. Retreived from https://www-sciencedirect-com.ezproxy.liberty.edu/science/article/pii/S0263237317300762 Siddique, C. M. (2018). Learning organization and firm performance. International Journal of Emerging Markets, 13(4), 689-708. Retrieved from https://www-emeraldinsight-com.ezproxy.liberty.edu/doi/full/10.1108/IJoEM-07-2016-0184.