Ch. 1: Why is shared information so important in a learning organization as compared to an efficient performance organization? Discuss how an organization’s approach to information-sharing might be related to other elements of organization design, such as structure, tasks, strategy, and culture.
Shared information is so important in a learning organization as compared to an efficient performance organization because in a learning organization it promotes communication and collaboration so that everyone is fully engaged in identifying and solving problems, enabling the organization to continuously experiment, improve and increase its capability (Daft, 2010, p. 31).
A learning organization follows a horizontal structure which disbands the vertical structure by flattening the distance between managers a the top of the organization and putting emphasis on self-directed teams which include members from several functional areas creating less boundaries (Daft, 2010, p. 31). In a learning organization, employees play a role in the team or department and roles may be continually redefined or adjusted. There are few rules and knowledge and control of tasks are located within the group. Information within a learning organization serves a distinct and separate purpose.
Information is widespread and ensures that all employees are aware of the information. They maintain open lines of communication with everyone, including customers. The culture within a learning organization encourages openness, equality, continuous improvement, and change. Awareness is the key essential to the success. Ch. 1: What are some differences one might expect among stakeholder expectations for a nonprofit organization versus a for-profit business? Do you think nonprofit managers have to pay more attention to stakeholders than do business managers? Discuss.
Some differences that one might expect among stakeholder expectations for a nonprofit organization versus a for-profit business is profit versus service. Nonprofit managers pay attention to the satisfaction of its stakeholders, volunteers and donors because they directly impact the success of the company. Nonprofit stakeholders are usually invested into the company for a personal reason and thrive on helping the business to succeed. Business managers are much more at the “will” of their shareholders who make money from the profit that the company is brining in.
Ch. 2: How might a company’s goals for employee development be related to its goals for innovation and change? To goals for productivity? Can you discuss ways these types of goals might conflict in an organization? A company’s goals for employee development might be related to its goals for innovation and change and goals for productivity because strong employee development goals are one of the characteristics common to organizations that regularly show up on the Fortune magazine’s list of top companies to work for (Daft, 2010, p. 63).
These goals are operative which provides the employee direction and motivation, decision guidelines and standard of performance (Daft, 2010, p. 64). Knowing where the company has been and is going is essential to business success. If not properly outlined and instilled within employees, conflict within the organization will emerge. Ch. 2: Suppose you have been asked to evaluate the effectiveness of the police department in a medium-sized community. Where would you begin, and how would you proceed? What effectiveness approach would you prefer?
Understanding organizational goals and strategies, as well as the concept of fitting design to various contingencies, is a first step toward understanding organizational effectiveness (Daft, 2010, p. 74). Following this essential and crucial first step, would be the internal process approach which measures the internal organizational health and efficiency. To serve the public properly and efficiently, a department cannot be “rotting” from the inside. Assessing the internal process will show what the organization does with the resource it has.
Ch. 3: What types of organizational activities do you think are most likely to be outsourced? What types are least likely? The types of organizational activities that I believe are most likely to be outsourced are activities such as IT, Human Resources, call centers and law. Types that are least likely would be those that give the organization its competitive edge over other competitors. References Daft, R. L. (2010). Organzation Theory and Design 10th Ed. Mason, OH: South-Western Cengage Learning.