DB response

Question 1

Management within an organization should continuously evaluate processes to improve performance. This is not only evaluating internal processes but how the external environment affects the organization. The evaluation process includes forecasting and planning that can be cohesive with developing strategy. When the environment is considered a certain environment, the company can plan and forecast the future with an assurance of the outcome (Daft, 2016). With an uncertain environment, it is necessary to have a complete understanding of how this type of environment will affect the organization internally (Daft, 2016). An uncertain environment can include “shifting demographics, disruptive technologies, new industries and competitors” (Raspin & Terjesen, 2007). The main focus has been on technology specifically with the continuous external changes and how companies need to adapt (Daft, 2016).

There have been so many changes in the last 25 years specifically with technology. In the late 90s, the internet was rapidly developing from the first on-line telephone call to wi-fi technology. Companies who were attentive to changing technology responded quickly by utilizing the internet. Research has shown that companies who utilized the internet had a higher success rate economically (Miri Lavassani, Movahedi, & Parry, 2014). This provided access to resources that were not typically available including tools used for planning and strategy. An organization 25 years ago would not have had immediate access to resources as today which provides information that can be utilized immediately. Since technology is constantly changing, it is imperative for organizations to continuously evaluate technology and have a plan in place to adapt and be willing to change.

Question 2

“An organization’s domain is the chosen environmental field of action” (Daft, 2016). Basically, this is the external environment that directly affects the organization and requires interaction for the continued existence of the organization (Daft, 2016). This includes the external areas or “sectors” in which the organization interacts (Daft, 2016). Some of the sectors include “industry, raw materials, financial resources, market, government, technology, economic conditions, natural, and international” (Daft, 2016).

An organization must continuously evaluate not just the internal culture of the organization but the external environment to assess the need for change. As the environment changes, the organization must adapt by evolving which includes fluctuating domains in response to these changes (Haveman, Russo, & Meyer, 2001). If an organization does not respond to changes in the environment, then this may have adverse effects on processes and possibly the entire organization. It is in the best interest of management to adjust a domain “to keep the organization competitive” (Daft, 2016).

Comcast is an organization that continuously evaluates the environment specifically with technology. This company remains very competitive as change is continuous. For example, in 2002, Comcast acquired AT&T Broadband which provided better internet service for customers. This enabled the organization to offer additional services and evaluate current processes as technology evolves (Comcast Corporate, 2019). The most recent venture for Comcast is acquiring Sky which is Europe’s largest “consumer entertainment company” (Gale Business Insights: Global, 2018). This is an example of one of the top organizations in the entertainment industry continuously evaluating the external environment to keep up with the competition. This opens a new area that Comcast will now have a position in the global entertainment arena.

Chapter 6

Question 1

Transnational is a term used to describe an organization that includes global teams working together “across multiple countries” (Daft, 2016). Each team member has skills that are unique specifically to their nationality (Daft, 2016). The transnational model has similarities to the learning organization in that one of the major components of the model is learning (Daft, 2016). The learning organization not only provides training to employees but management uses the horizontal approach in the strategic plan. Likewise, in the transnational model, management includes learning along with the “transfer of organizational knowledge and innovations” across the entire international organization (Daft, 2016). This involves intense synchronization between management across borders from different nationalities. One of the key aspects is “global learning and knowledge sharing” which is directly related to the learning organization (Daft, 2016). This type of model encourages “interdependence” which includes goals that are interwoven across the organization (Daft, 2016). Management work closely together in setting goals that set values directly related to “a shared desire to make a worldwide learning system work” (Daft, 2016).

This does have the potential to improve production, increase competition and acquire a position in the market (Ordóñez de Pablos, 2006). Some of the concerns with the transnational model are “their economic and political power” and the issue of loyalty to a particular country is diminished due to the “complexity of the organization” (Ordóñez de Pablos, 2006). Basically, the organization as a whole “acts solely in their best interests” (Ordóñez de Pablos, 2006).

For a transnational model to be successful, management must use strategy to “shaping and adapting beliefs, culture, and values so that everyone participates in information sharing and learning” (Daft, 2016). This can be daunting for an organization based only in the United States, let alone within an international organization.

Biblical Worldview

Organizations need to continuously evaluate internal processes compared to external factors to remain competitive. In contrast, the Bible remains the same. God is with us always giving us strength, help and will keep us in His grip (Isaiah 41:10, ESV). He has a plan for us to give us hope and a future (Jeremiah 29:11, ESV). God knows the intricacies of the workplace especially for those who are His children. We who work in an organization must completely trust in Him and know that He is with us, that He is our hope and will always remain the same. This is seen in Jesus who is “the founder and perfecter of our faith” (Hebrews 12:2, ESV). The old testament foretells of our Redeemer with the new testament proclaiming His grace. Management within an organization should proceed with planning but with the knowledge that God already has a plan that is in place for us and they should trust that He is with them always.

References Comcast Corporate. (2019). Comcast history. Retrieved from https://corporate.comcast.com/company/history?decade=2000s&slide=1 Daft, R. L. (2016). Organizational theory & design. Boston: Cengage Learning. Gale Business Insights: Global. (2018, March 2). Comcast makes cash proposal for sky. Retrieved from http://bi.galegroup.com.ezproxy.liberty.edu/global/article/GALE|A529493021?u=vic_liberty&sid=summon Haveman, H. A., Russo, M. V., & Meyer, A. D. (2001). Organizational environments in flux: the impact of regulatory punctuations on organizational domains, CEO succession, and performance. Organization Science, 12(3), 253-273. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/213835000?accountid=12085 Miri Lavassani, K., Movahedi, B., & Parry, G. (2014). Broadband internet adoption challenge. Transforming Government: People, Process and Policy, 8(4), 620-644. Retrieved from http://dx.doi.org.ezproxy.liberty.edu/10.1108/TG-11-2013-0050 Ordóñez de Pablos, P. (2006). Transnational corporations and strategic challenges: an analysis of knowledge flows and competitive advantage. The Learning Organization, 13(6), pp.544-559. Retrieved from https://doi-org.ezproxy.liberty.edu/10.1108/09696470610705433 Raspin, P., & Terjesen, S. (2007). Strategy making: what have we learned about forecasting the future? Business Strategy Series, 8(2), 116-121. Retrieved from http://dx.doi.org.ezproxy.liberty.edu/10.1108/17515630710685168