GROUP DISCUSSION BOARD FORUM 1- PART 1

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Running head: GROUP DISCUSSION BOARD FORUM 1: PART 1 1 Group Discussion Board Forum 1 Shared information to a learning organization in comparison to an efficient performance organization is all about strategy. According to Daft (2013) “strategy is a plan for interacting with the competitive environment to achieve organizational goals” (p.644). A business conferences is the time shard information is given to all businesses. At these meetings the competition becomes empowered with the same innovative ideas, however a business conference does not make a business successful. According to daft (2013) the sole purpose of an organization is to be goal oriented, structured and coordinated. Sheila Margolis (2015) says, “Business exist to make a profit, but they also exist to make a difference.” Compared to an efficient performance organization, which focus on the outcome of the company. Daft (2013) talks about four approaches which brings efficient performance, “Goal approach identifies the output goals and asses how well the organization fared to obtain them; Resource-based approach looks at the input of the organization and determines if they can integrate and manage them; Internal process approach determines if the organization is healthy and efficient; The strategic constituents approach focus on the satisfaction of certain stakeholders who make the organization survive and thrive” (p.73-77). All three approaches are constituents in an accurate reflection or organizational effectiveness, especially with respect to organizational adaptability (Daft, 2013). Plus, structure, tasks, strategy, and culture are elements of the approaches. These four elements make up the culture and attitude of an organization, structure, tasks, strategy, and culture. For instance, the structure dimensions of an organization reveals how innovative the organization has become.

GROUP DISCUSSION BOARD FORUM 1: PART 1 2 The system of any organization must have structure. For instance, a call center has structural dimensions because it is diversified. Every employee must function by the structure or the system of the organization. Thus, using a systematic strategy, which is unique to the structured task given to each employee. A task is implemented to the organization because of the system it is using. For instance, the goals for employee development can be related to its goals for innovation and change. For example, the call center is called a call center because its systems or structure is to make or receive call. However, a company's goals for employee development can be related to its goals for productivity due to, the call center being a diversified organization with a systematic structure to reach any customer of culture. The elements of culture for a call center is operated by a diversified group of individuals who can relate to multiple cultures. Next, the goal of a non-profit organization offers free professional services to a community or a culture of people. According to Daft (2013) organizations are made up of people and their relationships with one another and exits when people interact with one another to perform essential functions that help attain goals. Therefore, many angels in our mist support such an organization with free will donations to ensure there is a place of service for certain people. According to Hawthorne & Media (2015) these individuals, groups or organizations are called stakeholder and are vital to the development and sustainment of a nonprofit organization. In contrast, for-profit organizations tends to focus of stakeholders primacy instead of the old approach privileging the shareholder primacy (Dorzilme, 2013). Although, both non-profit and for-profit business are supported by stakeholders there are differences. Some differences that one might anticipate among the expectations of stakeholder for a nonprofit organization versus a for-profit business: Stakeholders interest exert a great influence over the non-profit company. For example, non-profit organization that feed the homeless

GROUP DISCUSSION BOARD FORUM 1: PART 1 3 receives a tax-exemption certificate as federal recognition to receive stakeholder’s donations. In return, the non-profit organizations gives stakeholders a copy of the tax exemption number, allowing the stakeholder to receive a tax deduction for that fiscal year. Jang and Feiock (2007) reported that “government funding accounts for 66 percent of the revenues of health-related nonprofits and 52 percent of revenues of social welfare organizations.” Whereas, for-profit may have to cope with activist shareholders. For instance, an activist shareholder are not only interests in financial gain, but also in the protection of the global common (Dorzilme, 2013). Although there are differences that one might anticipate among the expectations of stakeholder for a nonprofit organization compared to a for-profit business both are playing a key role in a formal or non-formal interaction with management (Dorzilme, 2013). According to Dorzilme (2013) and Boatright (2006) states that advocates of stakeholder management get one point right: the modern for-profit corporation should serve the interests of all stakeholder groups. Nonprofit managers have to pay more attention to stakeholders in order to remain competitive because the non-profit field is very competitive and the streams of support are not predictable or controllable. In contrast, business managers do not need to pay attention to their stakeholders because the business manager is an acting agent for-profit stakeholders and the business manager is exposed to the needs of its constituencies leading to the potential of more proactive entrepreneurial behavior (Kuratko, Hornsby & Goldsby, 2007). In evaluating the effectiveness of the police department in a medium-sized community. The effective approach for this is the strategic constituent approach. An organization must consider using the prior quantitative analysis to determine where to begin. Most organizations use a combination of new qualitative and quantitative analysis to determine how they will proceed. For instance, a call center outsource the work to determine how to increase their

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GROUP DISCUSSION BOARD FORUM 1: PART 1 4 customer service score. The first step is to determine the types of compliant, where the come from, and who reported them or who made the complaint? 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. In addition, the bible hold all truths, but all truths are not found in the bible. However, there is a biblical worldview that applies to these prior questions: Some differences that one might anticipate among the expectations of stakeholder for a nonprofit organization versus a for-profit business and nonprofit managers having to pay more attention to stakeholders than business managers, 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 grace was upon them all. 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 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. 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. In reference to, nonprofit managers having to pay more attention to stakeholders than business managers, hold true from in this story.

GROUP DISCUSSION BOARD FORUM 1: PART 1 5 In conclusion, business managers do not need to pay attention to their stakeholders because the business manager is an acting agent for-profit stakeholders. Matthew 26:47, And while he yet spake, lo, Judas, one of the twelve, came, and with him a great multitude with swords and staves, from the chief priests and elders of the people. In summary, the author depicts Judas as a business manager who is an acting agent for-profit stakeholders because for-profit organizations tends to focus of stakeholders primacy instead of the old approach privileging the shareholder primacy (Dorzilme, 2013). Kenneth, I would also add that often stakeholders of nonprofits have deeply personal reasons for their involvement with the organization. It's 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 from a for-profit organization. I would use the Strategic Constituents Approach for evaluating the effectiveness of the police department as well. I like the idea of soliciting input from the citizens, community leaders, and police personnel as well. All initial responses must be submitted as an attached Word document. How you and your team members reply to each other is up to you and your team. Also, your paper must use headings to demonstrate a change in topics. I appreciate your work on this! Dr. Brewer

GROUP DISCUSSION BOARD FORUM 1: PART 1 6 Jermaine, You clearly explained the differences in how a learning organization shares information and is structured versus that of an efficient performance organization. You did a very good job of demonstrating how employee development goals are connected to organizational goal achievement. I liked your suggestion of benchmarking with a nearby police department that is the same size and possesses the same capabilities to begin to evaluate the effectiveness of the police department. Your discussion regarding outsourcing was informative and I agree that protecting trade secrets and other confidential company information is paramount. All initial responses must be submitted as an attached Word document with double-spaced, one-half inch indented paragraphs. Please do not write the questions, use short headings instead. Thank you for your work on this! Dr. Brewer

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GROUP DISCUSSION BOARD FORUM 1: PART 1 7 References Abzug, R., & Webb, N. J. (1999, December). Relationships between nonprofit and for-profit organizations: A stakeholder perspective. In Sage Journals . Retrieved August 26, 2015, from doi: 10.1177/0899764099284003 Boatright, J. R. (2006). What's wrong−and what's right− with stakeholder management. Journal of Private Enterprise , 21 (2), 1-25. Retrieved from http://www.apee.org/pdf/BoatrightSpec.pdf. 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 Leontes Dorzilme Consulting Group: Leading the change together . Retrieved August 26, 2015, from http://www.leontesconsultinggroup.com/news/stakeholders-role-in-ethical- decision-making-process/ Hawthorne, M., & Media, D. (2015). Role of nonprofit stakeholders. In Chron . Retrieved August 26, 2015, from http://smallbusiness.chron.com/role-nonprofit-stakeholders-32096.html Jang, H. S. & Feiock, R. C. (2007). Public versus private funding of nonprofit organizations. Public Performance & Management Review, Vol 31(2), 174-190. Kuratko, D., Hornsby, J. & Goldsby, M. (2007) The Relationship of Stakeholder Salience,

GROUP DISCUSSION BOARD FORUM 1: PART 1 8 Organizational Posture, and Entrepreneurial Intensity to Corporate Entrepreneurship. Journal of Leadership and Organizational Studies, 2007, Vol. 13(4), 56-72 http://ehis.ebscohost.com.library.gcu.edu:2048/eds/pdfviewer/pdfviewer? vid=4&sid=79639382-1d92-467d-9a98-791574c0833e@sessionmgr111&hid=102 Margolis, S. (2015). Purpose of an organization. Retrieved August 26, 2015, from http://sheilamargolis.com/core-culture-and-five-ps/the-five-ps-and-organizational- alignment/purpose/ Miles, R.E., Snow, C.C., Meyer, A.D., and Coleman Jr. H.J., (1978), Organizational strategy, structure and process, New York, McGraw-Hill. Muneer, S., Javed Iqbal, S. M., Khan, S. R., & Choi Sang, L. (2014). An incorporated structure of perceived organizational support, knowledge-sharing behavior, organizational trust and organizational commitment: A strategic knowledge management approach. Pakistan Journal of Commerce & Social Sciences , 8 (1), 42-57. Retrieved from http://search.ebscohost.com.ezproxy.liberty.edu:2048/login.aspx? direct=true&db=bth&AN=96167580&site=ehost-live&scope=site

GROUP DISCUSSION BOARD FORUM 1- PART 1

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