Information shared is vital in a learning organization setting. People are expected to learn and connect and make informed decision to soothe change (Tong et al., 2015). Learning is done through set procedures (Daft, 2014). Communication and cooperation are encouraged so that all parties participate in recognizing and solving problems; allowing the organization to constantly improve and boost its capabilities (Daft, 2014). The organization has a horizontal structure that allows for the effective flow of information between the organization employees’ consumer, suppliers and within competitors (Daft, 2014). Knowledge and control of task are vested in the workers causing the organization to operate at an optimum level (Tong et al., 2015). The organizational strategy has a high impact on information sharing (Daft, 2014). All divisions must be a team to realize organizational goals (Tong et al., 2015). The culture in learning organization inspires forthrightness, fairness, development, and change.
The major difference between a for-profit business and a nonprofit organization is the fact that for-profit business exists solely to make a profit as opposed to a socially conscious purpose aimed at benefiting the society (Anheier, 2014). While nonprofit organizations heavily rely on volunteers and donations, for-profit businesses use marketing strategies, and outstanding production means to develop the best products and services that harness much profit (Anheier, 2014). In essence, the board of directors in a non-profit business upholds the mission statement of the organization (Wellens & Jegers, 2014); the duty of the manager is to responsibly apply the resources of the firm in furtherance of the nonprofit purpose (Wellens & Jegers, 2014). On the other hand, the board of directors in a for-profit business is legally obliged to make decisions that sustain the goodwill of the business and generate much profit for shareholders (Anheier, 2014). Ideally, nonprofit managers have to pay close attention to stakeholders because the overall purpose for the existence of the organization depends on their willingness (Wellens & Jegers, 2014).
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In a company, there is a relation between employee goals and innovation, change, and productivity goals (Daft, 2015). Innovation and change goals serve to meet the needs of the evolving market to ensure the company is profitable (Daft, 2014). High productions level earns a company a competitive edge (Daft, 2014). This is achieved in an environment where employees are valued and appreciated (Tong et al., 2014). Conflict may arise where much time is consumed in employee development which in turn slows production (Daft, 2014). Moreover, too much focus on production may hinder innovation and change (Daft, 2014). Therefore senior management must effectuate change moderately.
The first place to start when evaluating a police department is its mission and goals. They help determine the scope and expectations of the department. A scorecard rubric would be the best approach. The rubric will combine the following indicators; its financial muscle, feedback from the community, status of the police officers and the conformity with the state procedures. Regarding finance, I would question the building expenditure and whether there are enough funds to hire new officers. About the community: how does it view the department? Is the community safe? What is the prevalence of accidents in the community? Regarding personnel, I would assess the physical fitness of all officers and inquire if they have attended all the necessary classes. Finally, I would compare their internal procedures to that of the state.
In determining which activity to outsource, an organization weighs its competence and capabilities in carrying out the activity in question (Daft, 2014). Activities most likely to be outsourced include human resource, accounting and record keeping, tax preparation and filing, payroll processing, digital marketing, IT operations and event management (Tong et al., 2015). Activities less likely to be outsourced include sales, customer support, exit interviews and business problems.
In relation to Biblical teachings, businesses have to maintain hope and trust that they will thrive. The leadership has to exude patience and resilience when faced with challenges the same way followers of Christ were kept their faith despite being rejected persecuted and even stoned. There is a need to prepare for challenges that may come along. Just like sinners who admit their wrongs and seek forgiveness and get saved, leaders should also admit their mistakes and allow to be corrected to run their firms effectively.
References
Anheier, H. K. (2014). Nonprofit organizations: Theory, management, policy . Routledge.
Daft, R. L. (2015). Organization theory and design . Cengage learning.
Tong, C., Tak, W. I. W., & Wong, A. (2015). The impact of knowledge sharing on the
relationship between organizational culture and job satisfaction: The perception of information communication and technology (ICT) practitioners in Hong Kong. International Journal of Human Resource Studies , 5 (1), 19-47.
Wellens, L., & Jegers, M. (2014). Effective governance in nonprofit organizations: A literature
based multiple stakeholder approach. European Management Journal , 32 (2), 223-243.
