Bus 610 Discussion Board 1

BUSI 610 DB 1 Submission

Barbara Weldon

Chapter 1: 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 information may be related to other elements of organization design such as: structure, tasks, strategy, and culture.

In an efficient organization as well as a learning organization, the goal is to be effective in a way that translates into revenue. While both are proven styles, the culture of the business is important to understand as the two are organizationally different.

A learning organization is one that is continually transforming in accordance with its employees, staff, and it depends upon its members continually learning and adapting to the ever-evolving organizational culture (“What is,” 2017). There are generally no titles or levels of authoritative employment. Authority is delegated through tasks and lateral communication. Shared information is highly encouraged as they leverage the initiative and innovations that come out of the lack of structure that is more prevalent in and efficient performance organization. Learning organizations embrace creative thinking on all levels of employment, embracing empowerment through employment rather than management. Generally, learning organizations are willing to take calculated risks to improve or move ahead.

Learning organizations have more of an organic design, meaning the organization is much looser, free-flowing, and adaptive (Daft, 2015). Employees are focused on personal output with positive results on the job. The objective of this environment is to allow employees to take initiatives that grow the company. They act immediately, report immediately, and as a group they recommend and act on an agreed solution. The belief of those who practice business with this organic design is that learning is a valuable tool that leads to better communication, collaboration, and team building that leads to a value in people, excellence, personal development and problem solving.

Efficiency performance organizations have a much more structured approach to business. There are levels of management with specialized jobs given with specific titles and job descriptions. Employees work separately to perform specific tasks. The hierarchy of authority is well-defined and decisions are made through a chain of command rather than in a democratic discussion. Communication is vertical rather than lateral and much more formal (Li, 2017).

• Chapter 1: 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?

A nonprofit organization directs their attention and efforts to accomplishing a specific social impact. A stakeholder in a nonprofit organization plays a role in the organization achieving its objective. The objective is not financial gain on any level but instead for the bettering of society. The expectation of the stakeholder for a nonprofit would be that each person would follow through with commitments so that the organization would be effective, instituting the change that is hoped for in the betterment of society.

A for-profit organization focuses time and attention to improving the products and services of the business to increase sales and revenues. The expectation of the stakeholder would be that the for-profit organization would work hard to provide for them in the way of increased value for the company, therefore paying out to the stakeholder in the end.

I believe that managers should pay equal attention to both nonprofit as well as for-profit stakeholders. Increasing revenue for stakeholders in a for-profit organization is the responsibility of management just as increasing social awareness and effectiveness for stakeholders is the responsibility of the managers of the non-profit organizations. Responsibility is the core value at stake in both situations, and the expectations on both sides would be excellence.

Chapter 2: 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?

        Organizational goals are what drive a business in a specific direction. Goals and strategy will influence design in order to help the organization reach a desired state of affairs. Once the goals are defined, strategic intent defines the overall mission and official goals based on all potential factors. Employee development is where employees are indoctrinated with the goals of the organization and trained to effectively carry out their jobs and help the organization reach the intended goals.