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My Community is Rosenberg Texas which is a part of Houston:

NOTES FROM THE PROFESSOR:

Introduction: Organizations and Their Community Environments

Last week, we discussed social capital and the value community-based organizations should place on these networks of relationships. Now, we are moving on to examine the broader aspect of community and the influence of the community on organizations.

Organizations do not operate in isolation; rather, they are connected and influenced by external forces such as the political landscape, the government, shareholders, the public, cultural organizations, ecological concerns, trade unions, and more. The success of community-based organizations to conduct outreach can often depend on these external forces and the organization’s understanding of their influences.

One important tool community-based organizations can use to gauge their effectiveness and to design and alter programs is to conduct what is known as an environmental scan. According to Shockley-Zalaback (2011), an environmental scan is “[t]he acquisition and use of information about events and trends in an organization’s external environment” (p. 324). An environmental scan provides information about trends and opportunities for change that can drive an organization. Essentially, the scan enables an organization to look into the future and make informed decisions on opportunities. It is a proactive measure that helps an organization remain relevant in today’s rapidly changing world. One key aspect that is often overlooked, however; be sure to communicate the findings of an environmental scan to the stakeholders!

While the process may vary per organization, the general steps of an environmental scan tend to be similar.

1. First, you must collect the external data that relates to the organization. External factors may be demographics, political, social, cultural, technological, geographic, or other forces. Fabbe-Costes, Roussat, Taylor, and Taylor (2014) suggest a thorough examination is necessary, including the use of social media and the internet to gather data.

2. Next, you must examine the internal information, including interviewing employees, examining budgets, identifying skills, and labor relationships.

3. Collate the information and present it in a SWOT analysis. The SWOT analysis examines an institution’s strengths, weaknesses, opportunities, and threats. The SWOT is presented in a matrix for easy interpretation. SWOTs can combine both internal and external factors, or it can be presented separately with two SWOTs. From the SWOT, especially the opportunities, an organization can help determine its new directions.

4. Now, you must share the SWOT analysis with the stakeholders. Information is only relevant when shared with others!

“The art of life is a constant readjustment to our surroundings.”

– Kakuzo Okakaura

References: Fabbe-Costes, N., Roussat, C., Taylor, M., & Taylor, A. (2014). Sustainable supply chains: A framework for environmental scanning practices. International Journal of Operations & Production Management, 34(5), 664-694. Retrieved from http://search.proquest.com/docview/1520633158?accountid=87314

Shockley-Zalabak, P. (2011). Fundamentals of organizational communication: Knowledge, sensitivity, skills, values. New Jersey: Pearson Education.

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