Business Model Assessment

BUSINESS MODEL PLAN

NAME

University

September 4, 2016

Business Model Canvas: DoDDs-DoDEA School

Organizations exist to serve a detailed goal and serve the public in many ways. From institutions such as hospitals, schools, as well as public facilities, different structures of business models are evidenced. Most importantly, it is vital to understand that the structural organization is what brings all the elements together towards a common goal. No organization can achieve its goals without a proper structure, design, and framing and the same case applies to DoDDs-DoDEA School. A close diagnosis of the school depicts several organizational patterns and designs which have played a crucial role to its current frame.

DoDDs-DoDEA School brings about several entities towards a common goal. The canvas is separated into key activities, key partners, customer relationships, customer segments among other elements. In this case, each part works as a separate unit to achieve a particular objective as designed. As a result, they serve the purpose of the whole organization in combined entities where each has a separate function. Moreover, each unit of the whole has its ideas, assumptions, distinct qualities, responsibilities as well as powers. These qualities and organization’s strategy are highly demonstrative of the structural frame that gives an organization a definite structure and enables the working of close associations.

The structural frame is highly evident at DoDDs-DoDEA School and focuses on the architecture of an organization. In this case, the goals, structure, roles, responsibilities, and relationships are clearly defined and well elaborated (Bolman & Deal, 2003). In this case, the different elements within an organization assumes different responsibilities and features such as division of labor, working as a system, coordination and inclusion of hierarchies are evident. The same framing is the present design at DoDDs-DoDEA School. As a result, it makes it easier for the various parts that constitute the whole organization to work closely, implement work roles and tasks and properly coordinate all efforts towards maximizing the quality of education offered.

Associated to the structural frame is the metaphoric demonstration of an organization as a machine. As it is the case, a machine consists of various parts that are joined together to make a whole. When this principle applies, there is no centralization or decentralization of working approaches and each element performs a designated role towards a common view (Örtenblad, Trehan & Putnam, 2016). Most importantly, such a design implies that there is no overlapping according to one’s responsibilities, also helps an individual to concentrate fully in an area of specialization. Thus, the school is able to continue and serve from the way the close associations are enabled to work on it.

Another appropriate metaphor that describes DoDDs-DoDEA School working relationships is the view of an organization as a brain. In this case, there is a little shift from just being a process but also include learning among its components (Örtenblad et al., 2016). In this way, the design as seen in the school is structures according to who knows what which as well contributes significantly to the understanding and making if new collectives. As a result, different elements are able to concentrate in a defined area for the success of the organization.

In conclusion, there are many designs and patterns in organizations but the best frame that describes the canvas in DoDDs-DoDEA School is the structural frame that centers interest on the architecture. Consequently, the metaphors related to the frame are organization as a machine and as a brain although existence as an orgasm can also apply. The implication of such a structure in an organization is that the different elements can work closely and interlink, and enables more learning, creation and understanding of collectives as in the case with DoDDs-DoDEA School.

REFERENCES

Bolman, L, & Deal, T. (2003). Reframing Organizations:  Artistry, Choice, and Leadership (3rd ed.). San Francisco: Jossey-Bass.

Clay-Williams, R., & Braithwaite, J. (2015). Reframing implementation as an organisational behaviour problem. Journal of Health Organization and Management, 29(6), 670-683. Retrieved from http://search.proquest.com/docview/1714240712?accountid=8289

Örtenblad, A., Trehan, K., & Putnam, L. L. (Eds.). (2016). Applying Morgan’s Metaphors:

Theory, Research, and Practice in Organizational Studies. SAGE Publications.