Running head: Group Discussion Board Forum 1: Part 2 1
Group Discussion Board Forum 1 Final Group Answers
BUSI-610 – Group #2 - Section # BO4
Jenny Carpenter, Ken Davis,
Jeffery Driscoll, Bernice M. Flores, and
Jermaine Green
Liberty University
Group Discussion Board Forum 1: Part 2 2
Shared Information
22222222222 Shared information is important because top and middle level managers spend most of
their time exchanging information and make a majority of the organizations strategic decisions,
therefore, based on this information. According to Daft (2013), in mechanistic organizational
designs, vertical versus communication is common and involves top managers passing down
information to employees about goals, strategies, job instructions, procedure and so forth. This
sharing of information gives the employees the critical information that is needed to act quickly
to complete a specified task that are disseminated from top level managers. Next, information
sharing is important to learning organization because they are trying to develop strategic plans in
an effort to find their niche in the global market. Therefore, sharing information with global
colleagues or competitor can result in process improvement and eliminates the possibility of
making the same mistakes that have been made in the past.
Organic organizations are equated with learning organizations due to their characteristics
of knowledge sharing and horizontally shared-information. According to a study by Hoch
(2014), information sharing is essential to a positive team performance. Information sharing is
thus increased with key dyadic partners representing, for example, unique offerings and high
market shares as a percentage of total expenditure/ sales (Kembro & Selviaridis, 2014).
Organizations that are efficient operate under strict rules and regulations to achieve a high level
of performance. Efficiency refers to the amount resources used to achieve organizational
goals2(Daft, 2013). Efficient performance organizations have clear and focused goals and have
developed various strategies to achieve those goals; therefore the necessity of information
sharing is not as critical as that of a learning organization. Though both types of organizational
rely on information their structural designs are different. Learning organization fall under the
organic, decentralized structure where horizontal communication is prevalent and the
Group Discussion Board Forum 1: Part 2 3
organization rely on information sharing across different departments to ensure organizational
success and that organizational goals are met. Efficient organizations fall under the mechanistic
centralized structure; they relies on specialized directives and task from management above,
using vertical communication from the top down. In this strict hierarchical structure information
sharing is important, but plays a totally different role in the operation of the organization.2
For example, in a healthcare organization, it is necessary to have mechanistic characteristics
since there are many employees that are required to perform certain specialized jobs in order for
the mission to succeed (Olden, 2012). However, today’s changes in healthcare require
innovation and increased communication amongst nurses, doctors and other stakeholders
necessitating a horizontal flow of information.
Elements of Organization Design. The elements of organization design may be
categorized as structure, tasks, strategy, and culture. Mechanistic organizational and Organic
organizations shares these designs as they impact centralized structure and decentralized
structure decision making in a learning organization. Mangers seeks to understand each of these
designs as they impact decision making, negotiations, and ongoing operational critical to long
term success.
Structure. A learning organization (organic) is one characterized by a loose set of
policies. The structure is decentralized and decision-making is encouraged by all employees
rather than with supervisors or top management (Daft, 2013). This allows for innovation and
free-flow of ideas. In contrast, efficient organizations are concerned with productivity and
structure. Many of these organizations are larger organizations, which require a hierarchical
system and flow of information from top to bottom. Factory and production organizations
Group Discussion Board Forum 1: Part 2 4
operate according to this centralization structure and employees are expected to do as told to
produce efficient outcomes (Daft, 2013, p.30).
Tasks. Tasks are defined as narrow work assignments (Daft, 2013, p.30). In a learning
organization, tasks are not assigned. Employees in a learning organization are not bound by
specific tasks, (Daft, 2013). Instead, employees “play a role in the team or department […]”
which allows for adjustment and redefining of roles as changes occur (Daft, 2013, p.30). In
contrast, some organizations such as a healthcare organizations and industry, require multiple
varied tasks that are specialized in order to fulfill the mission (Olden, 2012). While, many
individuals in mechanistic organizations are cross-trained, they usually specialize and perform
only certain similar tasks. A nurse can cross-train in multiple areas and specialties of nursing
within a healthcare organization; however, he or she cannot perform the tasks of a physician due
to licensure and scope of practice.
Strategy. Within a learning organization, all employees formulate strategic analysis and
collaboration is key to reaching outcomes. Joseph J. Martocchio (20015), says, “Business
professionals make two kinds of decisions-strategic decisions and tactical decisions” (p.9).
Strategic decisions guide the activities of companies in the market; tactical decisions support the
fulfillment of strategic decisions. Therefore, sharing information and ideas is essential to ensure
that the organization is adjusting and meeting its goals and outcomes. Although mechanistic
organizations require shared information as well, this type of organization tends to have a flow of
information from the top to the bottom with most of the top management responsible for setting
goals, developing strategy, and deciding on the structure of the organization (Daft, 2013).
Culture. The culture of both a learning organic organization and a mechanic efficient
performance organization are different. Roles, tasks, information flow, and strategy are
Group Discussion Board Forum 1: Part 2 5
structured differently. Brian C. Satterlee (2014) says, “Culture is the set of shared attitudes,
values goals, and practices that characterized a society, or in the business sense, an organization”
(p.42). Cultural changes are occurring in many organizations and the incorporation of both
learning and mechanistic organizations are necessary for a stable and productive organization.
Learning organizations have a free flow of information and ideas resulting in increased employee
satisfaction. Mechanistic organizations can improve performance and job satisfaction by
incorporating some learning characteristics such as increased information flow and
communication (Olden, 2012). Lastly, organization can be described as a group of people that
interact with each other to “perform essential functions that help attain goals” (Daft, 2013, p. 12).
Stakeholders are groups “within or outside of the organization that [have] a stake in the
organization’s performance” (Daft, 2013, p. 23). An organization’s goal and mission will involve
many stakeholders.
Nonprofit versus For-profit Stakeholders
Stakeholders play a critical role in the management and decision making process of an
organization. An example of a stakeholder includes employees, managers, patients, vendors,
suppliers, the community, creditors, customers and the government (Daft, 2013). Also, Daft
(2013) says, “Stakeholders are groups “within or outside of the organization that have a stake in
the organization’s performance” (p. 23). There are a few differences surrounding stakeholder
expectations between non-profit and for-profit organizations. The differences in nonprofit
organizations and for-profit business organizations are the direction of activities for the end goal
(Daft, 2013). Although it is very difficult to measure the impact that a nonprofit has on society, a
community, or a specific group as opposed to evaluating an income statement form a for-pro-
Group Discussion Board Forum 1: Part 2 6
profit organization. The same level of attention should be payed to stakeholder for nonprofit
organizations as stakeholders of for-profit organizations.
Nonprofit Organization Stakeholder. In a nonprofit organization, managers are
concerned with “generating some kind of social impact” (Daft, 2013). Stakeholders for nonprofit
organizations include the community, taxpayers, the government, private donors, employees, and
volunteers. Each one of these stakeholders poses a challenge for managers. For instance, in a
nonprofit organization, there is a “continual struggle to pursue vital social missions in the face of
limited resources” (Froelich, 2012, p. 237). Managers in nonprofit organizations also deal with
many diverse stakeholders and must market their services to attract not only clients (customers)
but also volunteers and donors (Daft, 2013). Therefore, stakeholder’s needs or wants may be
different from those of the organization; this may place stress or the relationship between
stakeholders and organizations. Stakeholders of nonprofit organizations may have a deeply
personal reason for their involvement with the organization. The choice of non-profit status may
be all the more surprising since this legal form denies founders the right to appropriate profits
from the invested capital (Chapelle, 2010). The expectations from each of these organization’s
stakeholders can differ.
For-Profit Stakeholders. In contrast, for-profit organizations have a primary mission of
profitability and the organization managers focus their attention on earning money for the
company. On the other hand, for-profit business managers are concerned with earning money
for the company (Daft, 2013). Money generally changes the dynamics of business relationships
due to greed and dishonesty, these same issues also occur in nonprofit organization, therefore
managerial requirements are as equally important in nonprofit organizations. Lastly, managers
should as equally important pay attention to stakeholders for both nonprofit and for-profit
Group Discussion Board Forum 1: Part 2 7
organizations. Many of the stakeholders mentioned above exist in both nonprofit and for-profit
organizations. Ignoring stakeholders in any organization could be detrimental to the success of
the organization. However, nonprofit organizations face a greater challenge since most of their
support for existence lies with stakeholders such as donors and the government. Collectively we
believe that both non-profit and for-profit managers have to be equally attentive towards their
stakeholders. According to Dorzilme (2013) and Boatright (2006), advocates of stakeholder
management get one point right: the modern for-profit corporation should serve the interests of
all stakeholder groups. Stakeholders for non-profit organizations want to ensure that a social
responsibility and impact are met and stakeholders in for-profit organizations expect that
monetary goals will be met.
Employee Development within Organizations Goals
Employees are key and vital to an organization’s success. A company road to success is
to employ qualified, efficient, employees. The use of employee development within the
organization’s can relate nicely to that organizations need for innovative change. Employee
development may include, but is not limited to training, promotion, safety and growth of
employees (Daft, 2013). Employee development is critical; this process ensures that employees
are properly trained and that the employee have adequate technical skills, competence and ability
to grow. Even though the conflict may arise when an employee’s behavior and decisions are not
in line with the company’s goals. Employee development within a company is also key to the
company’s goals for productivity. Therefore, when companies are going through change, it is
important for information to be shared as quickly and frequently as possible in order to become
productive. Consequently, employees that are empowered to make decisions and given
information freely as in organic organizations, are motivated to bring innovation to a company.
Group Discussion Board Forum 1: Part 2 8
Innovation in employee development can have a lucrative affect in relations to the
company goals of production. For instance, every performance aspect of employees can be
looked at and optimized if necessary. Even an individual’s attitude and behavior, and their
competencies (how competent they are at tasks) and level of conformance to the organization’s
values can be addressed to improve performance (Wise, 2014). Employee development and goals
for innovation and change go hand and hand. Innovation goals pertain to internal flexibility and
readiness to adapt to unexpected changes in the environment. 2Aktharsha and Anisa (2011) state
that employee development must bring learning that improve on producing quality products,
team building, and critical thinking skills. Once employees are trained, understand basic task and
have the ability to accomplish these task, if the organization ask employees to focus on a
different set of goals it will not be an issue because they already understand the basic
fundamentals. The evolution process in regards to change of an organization will only push that
employee to operate on a higher level of competence. This internal flexibility and ability to adapt
to changing market in order to develop new product lines and services gives the organization the
capability to stay competitive. When individuals within an organization share a similar
awareness of goals yet engage in different practices associated with those goals, collaborative
inquiry could result in innovative solutions or more comprehensive and enduring solutions to
complex problems2(Price, J. K, 2007). 2This can only be done with properly developed
employees and evaluating their effectiveness.
Evaluating Effectiveness of a Police Department
Organizational effectiveness is the degree to which an organization reaches its goals. Daft
(2013) says, “There are four possible approaches to measuring effectiveness, which are the goal
approach, the resource based-approach, the internal process approach, and the strategic
Group Discussion Board Forum 1: Part 2 9
constituents approach” (p.73 ). These are the variables to evaluating the effectiveness of a police
department. In order to gain a thorough understanding of the police department organizational
purpose or goals the evaluator would need to know the department’s strategic intent and mission.
After reviewing the mission, a determination would have to be made in regards to whether or not
the department is meeting it organizational goals with the resources that they have on hand.
Therefore, the effectiveness approach to evaluate a police department in a medium-sized
community is the strategic constituent approach.
Strategic Constituent Approach
The strategic constituent approach measures effectiveness by focusing on the satisfaction
of key stakeholders, those who are critical to the organization’s ability to survive and thrive
(Daft, 2013). In this case the constituents are employees, community, and governments.
Therefore, the organization must consider using the prior quantitative analysis to determine
where to begin. The first step is to determine the types of compliant, where the come from, and
who reported them or who made the complaint? A mission statement of many police departments is
to work with the community to decrease crime, the fear of crime and improve the quality of life of the
community (Antitrust Division, 2003). These questions can be answered from using both new and
prior information. Next, the best way to evaluate the effectiveness an organization, such as a
police department is to get both an inside analysis and an outside analysis. Ask a senior officer,
how do you see the department today compared to 10 years ago? Also, ask an unbiased citizen
the same question and check the current structure or system being used. Therefore, the resource
base approach would be the least approach to consider to evaluate the effectiveness of the police
department in a medium,-sized community.
Outsourcing
Outsourcing is a process in which a company will look outside its organization to develop a
Group Discussion Board Forum 1: Part 2 10
contract for another company to perform certain tasks (Daft, 2013). Zi (2011) says, “Corporations
outsource some of their activities, mainly not related to core business, and get access to unique and
scarce resources like technologies, knowledge or know-how creating very close partnerships” (p.9).
Therefore, organizational activities, such as advertisement or technical support for product are
activities that are likely to be outsourced.2The reasons companies choose to outsource are as varied as
the outsourcing itself; however, many companies chose to outsource because of a financial need and
limited resources. Global outsourcing or contracting out some functions to organizations in other
countries, and strategic partnering with foreign firms to gain a global advantage has become
increasing popular (Daft, 2013). For example, most of the technical support for Compaq
computers is completed from massive call center in India because the cost to pay the Indian
workers is much less than the salary of a American technical support administrator. Also,
Outsourcing would result in other corporations knowing product development secrets and would
influence a competitive advantage. Lastly, outsourcing allows companies the following benefits:
“ability to focus on its core activities by delegating other routine management operations and
limited strategic value; the reduction of operating costs; the acceleration of change processes; the
raising of skills and functions not available within the company; the possibility of acquiring more
power to control activities or functions are difficult to manage” (Brunetta, Giustiniano, &
Marchegian, 2014, p. 274).
A biblical Worldview
In addition, the bible hold all truths, but all truths are not found in the bible. Nonetheless, there is
a biblical worldview that applies to these prior questions: Shared information, elements of
designs, Nonprofit and for-profit stakeholders, Employment development within the organization
goals, and evaluating effectiveness. Acts 4:34-35; 5:1-11. The author tells a story how there was
no lack to the church who gave witness of the resurrection of the Lord Jesus, consequently, great
Group Discussion Board Forum 1: Part 2 11
grace was upon them all, similar to shared information. Also, neither was there any among them
that lacked: for as many (stakeholders) as were possessors of lands or houses sold them, and
brought the prices of the things (elements of designs) that are sold, and laid them down at the
apostles (managers) feet: (As result) distribution was made unto every man according as he had
need. However, (two stakeholders) Ananias and Sapphir, land owners (employment development
within the organization goal). The author depicts both stakeholders as generous and kind, but the
author says, a certain man named Ananias, with Sapphira his wife, sold a possession, and kept
back part of the price (evaluating effectiveness).
In conclusion, Outsourcing for a church can be viewed internally or externally. In biblical
times one could never have imagined how the Gospel would be delivered globally. Each
Christian disciple is charged to “go therefore and make disciples of all nations, baptizing them in
the name of the Father and of the Son and of the Holy Spirit” (Matthew 28:19, English Standard
Version). Although we are charged to be disciples to all nations, not everyone will go. The
scripture also says that “he gave some, apostles; and some, prophets; and some, evangelists; and
some, pastors and teachers; for the perfecting of the saints, for the work of the ministry, for the
edifying of the body of Christ:” (Ephesians 4: 11-12, King James Version). There are some local
church bodies that outsource their activities because they are not able to go themselves. I believe
that this type of outsourcing requires great scrutiny to ensure that those who are being called are
delivering the Gospel according to scripture and they are without reproach.
Group Discussion Board Forum 1: Part 2 12
References
Antitrust Division, (2003, September). The Sherman Act, Price Fixing, the Lysine Conspiracy. .
In2An Antitrust Primer for Federal Law Enforcement Personnel. Retrieved September 1,
2015, from http://www.justice.gov/atr/public/guidelines/209114.htm#intro
Aktharsha, U. S., & Anisa, H. (2011). Knowledge management system and learning
organization: An empirical study in an engineering organization. IUP Journal of
Knowledge Management, 9(2), 26-43. Retrieved from
http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx?
direct=true&db=bth&AN=60102398&site=ehost-live&scope=site
Brunetta, F., Giustiniano, L., & Marchegiani, L. (2014). Caring more by doing less? An
inquiry about the impacts of outsourcing on patient care. American Journal of
Applied Sciences, 11(2), 273-279. Retrieved from
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doi:10.3844/ajassp.2014.273.279.
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Group Discussion Board Forum 1: Part 2 13
Daft, R. L. (2013). Organization Theory & Design (11th ed., pp. 1-669). Mason, OH: South-
Western Cengage Learning.
Dorzilme, L. (2013, September 14). Stakeholders' role in ethical decision making process. In
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2015, from http://www.leontesconsultinggroup.com/news/stakeholders-role-in-ethical-
decision-making-process/
Hoch, J. E. (2014). Shared Leadership, diversity, and information sharing in teams. Journal of
Managerial Psychology 29 (5), 541-564. Retrieved from http//dx.doi.org/10.1108/JMP-
02-2012-0053.
Martoccho, J. J. (2015). Strategic Compensation: A human resource management approach (8th
ed., pp. 1-389). Upper Saddle River, NJ: Pearson.
Olden, P. C. (2012). Managing mechanistic and organic structure in health care
organizations. The Health Care Manager 31(4), 357-364. Retrieved
from http//dx.doi.org/10.1097/HCM.0b013e31826fe361.
Satterlee, B. (2014). Global financial markets and monetary systems. In2cross border
commerce with biblical worldview applications: Chapter overview; Managers paradigms
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Zi, M. (2011). Outsourcing of service areas as a method of increasing the effectiveness of a
company.2E-Finanse, 7(2), 1-13.
