Running Head: MODULE 1 DB 1

Liberty University
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Daft’s Chapter 1 Discussion Questions

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. A learning organization is an organic designed organization that follows a

decentralized structure with an emphasis on horizontal communication. An efficient

performance organization is a mechanistic designed organization that follows a centralized

structure with an emphasis on vertical communication. Shared information in a learning

organization (organic) is important compared to an efficient performance organization

(mechanistic) because, when information flows in all directions within and across all hierarchical

levels, “the widespread sharing of information enables all employees to have complete

information about the company so they can act quickly” (Daft, 2013, p. 31). In other words, a

learning organization emphasizes collaborative teamwork rather than hierarchy compared to an

efficient performance organization which has little collaboration according to (Daft, 2013).

The organization’s approach to sharing information is related to structure, tasks, strategy,

and culture in that, in a learning organization structure is horizontal, tasks are routine, strategy is

competitive to collaborative, and culture changes rigidly to adaptive. On the other hand, in an

efficient performance organization structure is vertical, tasks are routine and narrow, strategy is

competitive, and culture is rigid (Daft, 2013, pgs. 30-31). Based on this information, the

organization’s approach to sharing information is important in the organizational design process

of business because, it is what affords the business structure in completing tasks while remaining

successfully competitive in a rigid culture.

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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? Stakeholders are defined

as any group that has an invested interest or stake on an organization’s performance and, their

interest can vary between nonprofit and for-profit organizations (Daft, 2013, p. 23). There is a

distinction between nonprofit and for-profit organizations and “the primary difference is that

managers in business direct their activities toward earning money for the company whereas

managers in nonprofits direct their efforts toward generating some kind of social impact” (p. 13).

In an attempt to provide a broader understanding of the differences between nonprofit

and for-profit businesses, the writer conducted extensive research and found an interesting article

that differentiates between nonprofit leaders and for-profit entrepreneurs. According to Lukes &

Stephen (2012), nonprofit leaders and for-profit entrepreneurs are similar people with different

motivations (p. 41). That being said, there is a great belief that nonprofit managers have to pay

more attention to stakeholders than business managers because, “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, p. 13), which can

sometimes create conflict among organizations.

Daft’s Chapter 2 Discussion Questions

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 for innovation and change? Explain the ways that these types of goals may conflict in

an organization? Employee development according to Daft (2013) consists of “training,

promotion, safety, and growth of employees” (p. 60). A company’s goals for employee
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development is related to its goals for innovation because the employees are trained in a way that

affords them the opportunity to be flexible and able to adapt to unexpected changes in the work

environment which helps them to produce services and products although there is a decrease in

profits (p. 61). The company’s goal for employee development is related to its goals for

productivity because an employee’s development will determine whether or not he or she can

keep up with production (or output).

Both productivity and innovation and change goals can cause conflict in an organization

and are approached differently by employees. When it comes to the organizational design of an

organization, “employment development goals are critical for helping to maintain a motivated,

committed workforce” (Daft, 2013, p. 61).

Suppose you have been asked to evaluate the effectiveness of the police department in

a medium-sized community. Where would you begin? How would you proceed? What

effectiveness approach would you prefer? According to Daft (2013), there are four

effectiveness approaches and they are, goal approach, resource-based approach, internal process

approach, and strategic constituents approach (pgs. 73-77). Evaluating a police department can

be challenging to say the least. However, the writer believes that any of these four approaches

can provide sufficient indicators as to the usefulness of how effective the police department has

been in protecting and serving their community.

The best place to start in the evaluation process is with the police chief because he is the

one that set the example for all members of the police force. By asking probing questions of the

chief, about the statistical data that exists of the various crimes committed in their community

and then proceeding to evaluate what community members report on how they view the

effectiveness of their police department, the evaluator will then be better equipped to evaluating
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how effective the department has been in responding to achieving their goals. In addition to

establishing such things as departmental goals, the role of the chief is to ensure the community

that they believe “the greatest benefit to those involved may be to knowledge that they are

effectively addressing some of the most difficult public-safety challenges in their communities”

(Jannetta & Lachman, 2011, p. 7) with the utmost respect. Of these approaches, the writer would

prefer to take either the goal approach or the resource-based approach because they would

provide a combined approach on measuring just how effective a police department is in using

available resources in obtaining their goals.

Daft’s Chapter 3 Discussion Questions

What types of organizational activities do you believe are most likely to be outsourced?

What types are least likely? We live in such a global economy today, and many companies are

deciding to outsource numerous of jobs to other countries mainly for a cheaper cost. There are

several organizations jumping on the outsourcing bandwagon. Outsourcing is a type of business

strategy that involves the contracting of certain tasks or functions such as, human resources,

manufacturing, and credit processing to other countries according to (Daft, 2013, p. 125). A lot

of companies have carried out outsourcing through the use of a virtual network structure, which

is also known as a modular structure. In this form of outsourcing, the firm will subcontract

major processes or functions to varying companies while coordinating their activities (p. 125).

“Subcontracting as many non-core activities as possible is a central element of the new

economy” (Grossman & Helpman, 2005, p. 135), but, it does not ensure that the outsourced task

would be treated with the same care as it would be should the firm perform the task themselves

(p. 136).
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There are many risks and benefits associated with outsourcing certain activities.

According to Belcourt (2006), human resource (HR) activities that are likely to be outsourced

include, but are not limited to, payroll, benefits, and program design and development. There are

six reasons why a firm would outsource and they are, “financial savings, strategic focus, access

to advanced technology, improved service levels, access to specialized expertise, and

organizational politics” (p. 271). Saving money is the main reasons a business decided to

outsource certain activities such as those stated above. However, companies are not likely to

outsource its key activities because those are the activities that give them a competitive

advantage (Daft, 2013).

Biblical Worldview

It is the writer’s belief that an organization’s design process whether its deciding which

approach to take in sharing information, determining the differences between nonprofit and for-

profit organizations, or, explaining how employee development relates to innovation and change

and productivity, should consider what the bible teaches us about serving our communities. The

bible teaches us in Hebrews 6:10 “for God is not unjust so as to overlook your work and the love

that you have shown for his name in serving the saints, as you still do” (Hebrews 6:10 ESV -

Bible Gateway," n.d.). This scripture implies that God will not overlook the work of the

organization as long communities are served just as God serves them.

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References

Belcourt, M. (2006). Outsourcing—The benefits and the risks. Human resource management

review, 16(2), 269-279. doi: 10.1016/j.hrmr.2006.03.011

Daft, R. (2013). Organization theory & design (11th ed.). Mason, OH: South-Western Cengage

Learning.

Grossman, G. M., & Helpman, E. (2005). Outsourcing in a Global Economy. Review of

Economic Studies. doi:10.1111/0034-6527.00327

Hebrews 6:10 ESV - For God is not unjust so as to overlook - Bible Gateway. (n.d.). Retrieved

from https://www.biblegateway.com/passage/?search=Hebrews%206:10&version=ESV

Jannetta, J., & Lachman, P. (2011, July 7). Promoting Partnerships between Police and

Community Supervision Agencies: How Coordination Can Reduce Crime and Improve

Public Safety. Retrieved August 20, 2014, from

http://www.urban.org/publications/412362.html

Lukes, M., & Stephan, U. (2012). Nonprofit leaders and for-profit entrepreneurs: Similar people

with different motivation. Ceskoslovenska Psychologie, 56(1), 41-55. Retrieved from

http://search.proquest.com/docview/1009081139?accountid=12085