Running head: DISCUSSION BOARD 1 1
Discussion Board 1
School of Business, Liberty University
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I have no conflict of interest to disclose
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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
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information may be related to other elements of organization design such as: structure,
tasks, strategy, and culture.
Shared information is necessary for the success of any organization. Organizations should
choose information sharing approaches based on the structure of their operations. A learning
organization follows an organic design that focuses on shared tasks, face-to-face communication,
and decentralized decision-making (Daft, 2021, p. 97). An efficient performance organization
follows a mechanistic approach with a centralized decision-making structure while focusing on
vertical communication.
A learning organization benefits greatly when prioritizing the concept of shared
information. The success of this organization design involves the continuous evaluation of
internal and external processes. Rupcic (2019) explains that, “as customer needs change,
competitive forces change as well, which prompts every organization and individuals as
organizational agents to continue learning and sharing the knowledge that could produce tangible
results reflected in superior business performance” (p. 18). In relation to an efficient performance
organization, information sharing does not play an essential role due to the construct of
operations. Mechanistic organizations have a strict hierarchy with many rules that govern
processes, including communication (Daft, 2021). This formal system reduces collaboration
needs as the management of information and how is it shared is decided at the highest level.
Organizational approaches to information sharing directly correlate to their structure,
tasks, strategy, and culture. Mechanistic organizations designed for efficiency benefit from the
vertical approach. Alsalman et al (2022) enlightens us to this idea saying, “this method is
working very well in conditions where there is a straightforward task to be performed in a stable
environment, when produces the same product over time” (p. 147). In contrast, when the
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environment is not stable the vertical approach does not work well. Flexibility is key and the
authority to implement immediate decisions is important, the organic approach should be the
standard in these environments.
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?
The obvious difference between a nonprofit and a for-profit business is that business
managers direct their activities toward earning money for the company and its owners while
nonprofit managers direct efforts toward generating social impact (Daft, 2021). With this
observation, we can assume the expectations of stakeholders for each would differ. Metrics of
success in for-profit businesses can be measured monetarily. Stakeholder expectations are
primarily linked to this financial success and growth. In contrast, stakeholders of a nonprofit
organization take more interest in how well they carry out their mission towards social impact
and the value that it creates. Barreal et al. (2019) reiterates this point saying, “NPO’s need to be
responsive to their stakeholders and act according to the stakeholders’ expectations to be
effective” (p. 19). Stakeholders should be considered equally, whether the business is for-profit
or nonprofit. Stakeholders are key to the successes of each just in different ways. Nonprofit
organizations rely on donor fund, volunteers, etc. to meet their goals of societal impact. For-
profit organizations rely on customers, suppliers etc. to continue profitability.
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?
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Employees are one of the most valuable resources of a company and play an important
role in driving innovation and change. Daft (2016) explains that “employee development pertains
to the training, promotion, safety, and growth of employees” (p.59). Employees that are trained
and developed properly are likely to acquire the skills and knowledge necessary to draft
innovative ideas leading to positive change within the company. This belief is supported by (Ye
et al., 2018) who says, “through continuous learning and by honing and improving their
professional abilities and skills, employees can generate innovative ideas; personal development
support has a significant moderating effect on the relationship between participative decision
making and innovative behavior” (p. 10).
Just as employee development can be related to innovation and change goals, it is also
entwined with productivity. As stated previously, employee development pertains to education
and training. Employees who possess the skills and knowledge are highly capable at performing
effectively. Indirectly, the prioritization of employee development can lead to employee
satisfaction and high morale. Ye et al., (2018) supports this, saying “when leaders’ support for
employees’ personal development is high, it can stimulate employees’ enthusiasm for work” (p.
10).
Organizations must find balance in the above goals or there will be potential for goal
conflict. Innovation is about encouraging employees to create new ideas and processes to
streamline current operations. This should not be overly emphasized just for the sake of doing
something new or different. Sometimes current processes are truly proven and can maintain the
productivity of operations. This is where balance is important and avoids goal conflict within the
company.
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Suppose you have been asked to evaluate the effectiveness of the police department
in medium-sized community. Where would you begin? How would you proceed? What
effectiveness approach would you prefer?
Evaluating the effectiveness of the police department would first involve determining
what success/effectiveness looks like specifically for this organization. I would begin by
reviewing department policies and processes, as well as their stated mission and goals. Are
policies written in a way to ensure there is a clear path towards company goals? Do the processes
align as well? Some areas to evaluate would include crime rates, community response, crime
response times and more. The resource-based approach would be the preferred tool. This
approach “assumes organizations must be successful in obtaining and managing valued resources
in order to be effective” (Daft, 2021, p. 75). A police department requires many resources to
execute duties. They range from vehicles and scanners to criminal intelligence information about
their local jurisdiction, tangible and intangible resources. They all contribute to the overall
success of policing the community.
What types of organizational activities do you believe are most likely to be
outsourced? What types are least likely?
Outsourcing is defined as an organization’s decision to “contract out certain tasks or
functions, such as manufacturing, human resources, or credit processing, to other companies”
(Daft, 2021, p. 123). In many cases, this method allows organizations to save money and time.
This allows leaders to place focus on the more critical tasks within the company. Organizational
activities most likely to be outsourced are those that are time consuming and tedious. Some of
these activities include customer service, manufacturing, and human resources. Other the other
hand, activities that are least likely to be outsourced are those, “that provide the organization’s
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competitive advantage” (p. 126). Some of those activities include design, marketing, and
research and development.
How can/should a biblical worldview be applied?
A biblical worldview should be the cornerstone of any business, just as the
products or services that are provided. Information sharing is critical to the success of a learning
organization. In comparison, information sharing has also been critical in learning of Jesus
Christ. Many eyewitness accounts presented to us in the Bible have given us the instruction
needed to fulfill his purpose. Psalm 32:8 teaches, “I will instruct you and teach you in the way
you should go; I will counsel you with my loving eye on you” (ESV).
References
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Daft, R.L. (2021). Organizational theory & design (13th ed.). Boston, MA: Cengage Learning.
ISBN:9780357445143.
Alsalman, Alharbi, S. M., Almutairi, N. S., Almuzaini, M. B., & Albattah, A. H. (2022).
Application of Mechanistic versus Organic Organizational Structure Models in Dental
Services: Cross-Sectional Study and Review. Saudi Journal of Health Systems Research,
2(4), 146–155. https://doi.org/10.1159/000526867
Barreal, M. R., Pepermans, R., Dooms, M., & Vrije Universiteit Brussel. (2019). NPOs and their
stakeholders’ psychological contracts: The value of implicit expectations in bolivia.
Gobernar : The Journal of Latin American Public Policy and Governance, 3(5), 6-16.
https://doi.org/10.22191/gobernar/vol3/iss5/
ESV.org. (2001). ESV Bible. https://www.esv.org/
Rupcic, N. (2019). Learning organization – organization emerging from presence.The Learning
Organization,27(1), 17-30.Jhttps://doi.org/10.1108/TLO-09-2019-0130
Ye, P., Liu, L., & Tan, J. (2022). Influence of leadership empowering behavior on employee
innovation behavior: The moderating effect of personal development support. Frontiers in
Psychology, 13, 1022377- 1022377. https://doi.org/10.3389/fpsyg.2022.1022377
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