DB response

Chapter 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.

In a learning organization, management must understand the “adaptive culture” (Daft, 2016). This is how well management reacts to changes in the environment which includes “technology innovation, increased competition, and involving customer needs” (Costanza, Blacksmith, Coats, Severt, & Decostanza, 2016). Employees within the learning organization will have a certain level of knowledge when joining the company and also receive continuous training to improve job performance (Hee Kim & Callahan, 2013). Depending on the level of training, this can be very costly to the organization (Hee Kim & Callahan, 2013). One of the main theories of a learning organization is that all employees will learn with the intention of enhancing a continuous transformation of the company (Hee Kim & Callahan, 2013). Management views the employees learning directly related to the work performed (Hee Kim & Callahan, 2013). One of the purposes in training employees and promoting a learning culture is to aide the company to “adapt to a complex environment and to promote sustainability” (Wen, 2014). This is vital today with the continuous “change in our world” specifically with technology (Wen, 2014). The learning culture within this type of organization is not just about an employee’s personal growth but promotes the entire team to “learn how to learn together” (Wen, 2014). This inspires innovation and creativity with team members working together learning to rely on each other (Wen, 2014).

Employees not only benefit from training but sharing knowledge also enriches the organization as a whole (Abu-Shanab, 2014). Sharing knowledge can be used as a tool in a “continuous improvement process” specifically in training employees (Abu-Shanab, 2014). Further, as employees learn this will directly affect the organization which is considered organization learning specifically if this encourages change (Abu-Shanab, 2014).

In contrast, an organization who relies on measuring employees’ performance may only focus on each employee individually. Although this has been an accepted form of management in the past, there are rising concerns. Specifically, this type of measurement may lead to an employee being disconnected within the organization and not encouraging team building but focusing on individuality (Smith & Umit, 2017). This is specifically evident with organizations who incorporate pay increases directly linked to performance measures (Smith & Umit, 2017). The organization may benefit from employees continuously striving to improve but this may decrease knowledge sharing.

Chapter 1: 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?

There are distinct differences between a nonprofit organization compared to a for-profit business. For-profit managers main focus is to increase profits. Management for a nonprofit will focus mainly on the organization’s influence on the social environment (Daft, 2016). Nonprofits are established with a specific purpose to benefit a certain group. For example, the Make-A-Wish foundation helps children with critical illnesses by granting a wish to each child. Management in this foundation will focus on raising funds enabling them to grant wishes.

“A stakeholder is any group within or outside of the organization that has a stake in the organization’s performance” (Daft, 2016). A manager must continually assess the “level of satisfaction” for stakeholders for both nonprofit and for-profit organizations (Daft, 2016). For the nonprofit, the manager must first determine the stakeholders which can be internal or external. Some may include “volunteers and donors” along with customers (Daft, 2016). In the example of Make-a-Wish Foundation, the stakeholders would be donors who have multiple options to donate, the volunteers who can participate with granting the wish, and even the guardians of the child who will also participate in granting the wish (Make-A-Wish, America, 2019).

Stakeholders for a corporation are mainly interested in the health of the company ensuring there will be a profit each year. Management must ensure that stakeholders are well informed with reporting and evaluation. Even though managers for both the nonprofit and for-profit organizations have unique differences in meeting expectations of stakeholders, both must pay careful attention specifically in communicating change (Lewis, Hamel, & Richardson, 2001).

Chapter 2: 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?

Organizations who support employee development will benefit employees who are more committed to the organization (Maurer & Lippstreu, 2008). An organization who provides “training, promotion, safety and growth” of its employees provides the setting for development (Daft, 2016). Management must be active in the process of employee development providing “learning goals” and measures of performance (Daft, 2016). When employees are provided training and a learning environment, this has shown lower absenteeism and a reduction in turnover (Maurer & Lippstreu, 2008). Also, when management provides an atmosphere that is positive and includes opportunities for growth this increases employee motivation and “a committed workforce” (Daft, 2016). In turn, this benefits the organization with encouraging employee growth that potentially will promote innovation and change (Daft, 2016).

If management tries to implement change without including employees, this may have an unfavorable effect and possibly the plan will fail (Khatoon & Farooq, 2015). Employees play a key role when organizations execute change (Khatoon & Farooq, 2015). Management implement change by establishing goals. If multiple goals are implemented, this can also have a negative effect specifically if all are implemented at once (Daft, 2016). Management will need to determine which goals to pursue and which to will “need to be delayed” (Daft, 2016). Also, some goals may negatively affect other goals. For example, “employee development goals might conflict with productivity goals” (Daft, 2016).

Chapter 2: 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?

In this situation, it is assumed that the need for evaluating the police department is due to issues within the department. The first step would be to evaluate how the police officers interact with the community. Then evaluate the internal processes of the department including the structure of the chain of command with evaluating the “challenges and opportunities” given to all officers and personnel. The next step would be to evaluate if there are any current goals and if the goals are effective with the mission of the department. Also, do the current goals provide clear direction to employees that motivates them to meet the goals (Daft, 2016)? Are the employees “committed” to the goals (Daft, 2016)?

Once the evaluation has been completed, the results will determine what changes need to be recommended. This could include a new mission statement and new goals specifically if the current statement and goals are not effective. The new goals should be clear motivating employees and improving performance (Daft, 2016). Management would be heavily involved as they will be an essential part of developing the goals and strategy.

Chapter 3: What types of organizational activities do you believe are most likely to be outsourced? What types are least likely?

Organizations have multiple options for outsourcing that could provide cost savings. This may include human resources, Information Technology (IT), manufacturing components, facility operations or financial functions (Daft, 2016). The most popular activity that may be outsourced is IT. Companies that provide IT support are current in today’s technology as this continuously changes (Goldberg, Kieninger, Satzger, & Fromm, 2017). One of the benefits includes not having to provide continuous training to staff on technology specifically when new technology is needed within the organization. Another benefit is the reduction in costs and potentially time. Employees within an organization can cost the company more with benefits and workload. There is also the time involved in training. One of the negative aspects could be the risk of sharing confidential information. For example, IT within a hospital setting may have access to patient information. This could be an issue if patient information was available to the outsourcing company.

Some other types of activities that are popular for outsourcing include human resources which are similar to IT in that the company has the knowledge of current laws and can provide resources that would benefit the company. Manufacturing has many opportunities for outsourcing in that certain parts of the product may be cheaper to outsource due to equipment or employee expertise. Many organizations who own the building and outlying land will hire groundskeeping, landscaping, security, etc. to assist with maintaining the facilities. Accounting firms are also hired to help with preparing financial reports and providing auditing functions to protect the company.

Some activities that are least likely to be outsourced are management, employees that are key in the organizations’ function, confidential components including research and development, or any activity that would be less costly to remain within the organization.

How can/should a biblical worldview be applied?

A worldview can be defined as “the framework from which we view reality and make sense of life and the world” (Tackett, 2019). A biblical worldview is a person’s “belief that his or her primary reason for existence is to love and serve God” (Tackett, 2019). Those who do not have a biblical worldview may “believe that the material world is all that exists” (Tackett, 2019). With other religions or beliefs, this will also affect a person’s worldview. Basically, everyone has a worldview that is determined by what they believe to be true (Tackett, 2019).

In each situation that has been described in the previous questions, the outcomes may be affected by a person’s worldview within the organization. For example, if a manager has a biblical worldview, his or her decisions should be based on biblical principles. A recent survey shows that many who are Christians do not know how to “integrate core biblical principles to form a unified and meaningful response to the challenges and opportunities of life” (Tackett, 2019). This would directly affect the decisions made in the workplace. If the manager is a Christian, will decision-making be based on biblical principles?

A biblical worldview should be applied by first ensuring that we understand that all Scripture is God-breathed, full of truth providing teaching and correction (2 Timothy 3:16). And, most importantly that if you abide in Jesus, you “will know the truth and the truth will set you free” (John 8:31-32).

References 2 Timothy 3:16. (n.d.). Abu-Shanab, E. H. (2014). Knowledge sharing practices and the learning organization: A study. Retrieved from IUP Journal of Knowledge Management, 12(2), 38-50: http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1540734043?accountid=12085 Daft, R. L. (2016). Organization Theory & Design. Boston: Cengage Learning. Goldberg, M., Kieninger, A., Satzger, G., & Fromm, H. (2017). Retained organizations in IT outsourcing. Retrieved from Business & Information Systems Engineering, 59(2), 111-124: http://dx.doi.org.ezproxy.liberty.edu/10.1007/s12599-016-0449-x Hee Kim, J., & Callahan, J. (2013). Finding the intersection of the learning organization and learning transfer. Retrieved from European Journal of Training and Development, 37(2), 183-200: http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1861407536?accountid=12085 John 8:31-32. (n.d.). Khatoon, S., & Farooq, A. (2015). Employees' Attitude Toward Change And Organizational Performance. Retrieved from Prestige International Journal of Management and Research, 7/8(2), 39-45: http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1774571823?accountid=12085 Lewis, L. K., Hamel, S. A., & Richardson, B. K. (2001). Communicating change to nonprofit stakeholders. Retrieved from Management Communication Quarterly: McQ, 15(1), 5-41: http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/216343410?accountid=12085 Make-A-Wish, America. (2019). Make-A-Wish. Retrieved from https://wish.org/ways-to-help/volunteering Maurer, T. J., & Lippstreu, M. (2008). Who will be committed to an organization that provides support for employee development? Retrieved from The Journal of Management Development, 27(3), 328-347: http://dx.doi.org.ezproxy.liberty.edu/10.1108/02621710810858632 Smith, M., & Umit, S. B. (2017). Interplay between performance measurement and management, employee engagement and performance. Retrieved from International Journal of Operations & Production Management, 37(9), 1207-1228: http://dx.doi.org.ezproxy.liberty.edu/10.1108/IJOPM-06-2015-0313 Tackett, D. (2019). What's a Christian Worldview? Retrieved from Focus on the Family: https://www.focusonthefamily.com/faith/christian-worldview/whats-a-christian-worldview/whats-a-worldview-anyway Wen, H. (2014). The nature, characteristics and ten strategies of learning organization. Retrieved from The International Journal of Educational Management, 28(3), 289-298: http://dx.doi.org.ezproxy.liberty.edu/10.1108/IJEM-04-2013-0062