Db Forum 1

Topics: Non-profit organization, Management, Non-profit organizations Pages: 5 (1684 words) Published: August 26, 2013
Module/Week 1 Discussion Board
Patricia A. Springer
Liberty University
Organizational Design and Structure
BUSI610
Dr. Johnny Maddox
August 19, 2013

Module/Week 1 Discussion Board
Q: Why is shared information so important in a learning organization in comparison to an efficient performance organization? A: Whenever you share information it promotes collaboration and communication between specific groups. It helps identify problems and solve particular issues within an organization. Sharing information, keeps the lines of communication open and the natural flow of ideas enhances learning, and keeps people connected. Sharing information ensures that all employees are aware of issues and serves the goal of open communication, equality, change, personal development, awareness and continuous improvement that will benefit the organization. A learning organization follows a horizontal structure and puts emphasis “self -directed teams,” which may include members from several functional areas. Frederick Taylor pioneered an efficient performance organization during the industrial revolution by retooling workers to improve efficiency and labor productivity (Daft, 2013, p. 25). These insights helped establish the role of management for maintaining stability and efficiency. Taylor created new standards for production through correct movements, tools, and proper sequencing, each laborer was able to pull the efficient load for the amount of time he was allowed (Daft, 2013, p.26). In contrast, a learning organization would be viewed from a symbolic frame of reference. In this style of organization, the manager emphasizes “symbols, vision, culture and inspiration” (Daft, 2013, p. 26). In a learning organization the product is a trained or educated student, not a physical, manufactured product. Within a learning organization, shared information is as important as iron ore to an efficient performance organization. In the steel industry, iron ore makes steel. In a learning organization, shared information helps to manufacture a trained student. Not only is the organization providing information to the student, it is continuously trying to improve the learning process. Shared information is the key to the improvement process. An the efficient performance organization is based on a hierarchy of command in a more functional design. There is very little collaboration or overlapping responsibilities between people. Q: 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: Structure: Commonly work groups are structured to perform activities that work in the same group, from the bottom to the top of the organization. There is very little collaboration and control by upper level managers. This structure can have high efficiency in productions and in skill development but in the rapid changing environment the top hierarchy can’t keep up with the problems and opportunities that face many companies in today’s market. There has been a decrease in top senior positions to support finance or human resources, teams are being organized as a work unit (Daft, 2013, p. 30). Tasks: Typically in organizations tasks are broken down into pieces of assigned work that are categorized into specialized and separate parts. With the control of tasks and the knowledge employees are expected to perform the tasks they are given. The efficient performance organization supports job descriptions and job functions that break down the task with clear expectations and performances, the learning objective initiates the creative and role concept. This role may constantly change and evolve as specific goals and objectives are being determined (Daft, 2013, p.30).

Strategy: The efficient performance organization defines the plan at the top of an organization that encompasses a vision and a mission statement. No input is usually added...

References: Archie, C. B., & Shabana, K. M. (2009). The Business Case for Corporate Social Responsibility: A Review of Concepts, Research and Practice. International Journal of Management Reviews, 85. Retrieved from http://www.academia.edu/419290/The_Business_Case_for_Corporate_Social_Responsibility_A_Review_of_Concepts_Research_and_Practice
Daft, R. L. (2013). Understanding the Theory & Design of Organizations (11th ed.). Canada: South-Western, Cengage Learning.
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