Chapter 1 Why is shared information so important in a learning or

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.
Efficient performance organizations maintain a more
hierarchical leadership structure, in which information flows
downward based on the corporate goals. In these types of
organizations, “silos” may be more likely to form due to the
unproductive manpower that may occur from heightened
collaboration and creativity (Darwin, 2017). By compassion, a
learning organization is one that incorporates learning into its
core mission and is driven by the information that it can obtain
(Darwin, 2017). In this structure, finding creativity and insights
are more valued throughout the organization, and leadership is
more decentralized to encourage lateral communication
(Darwin, 2017).
Therefore, shared communication is much more vital in a
learning organization because of the insights that may be
generated through the collaboration (Darwin, 2017). A learning
organization will be much more willing to facilitate cooperative
problem solving from any level within the corporate hierarchy,
which would be utilized to drive heightened growth (Darwin,
2017). Dissimilarly, information in an efficient performance
organization may flow down from leadership on a “need to
know” basis (Smircich, 2017). Information may not be shared
openly in this structure to maximize the efficiency and ensure
each member within the organization is solely focused on their
individual task (Smircich, 2017).
Such strategies of information sharing can have varied impact
on the organizations as a whole. A learning organization may
find increased morale among employees, higher growth
potential, and an increased level of problem solving throughout

the company (Darwin, 2017). Meanwhile, an efficient
performance organization may find higher volume of output,
better work-life balance for employees, and profit maximization
(Smircich, 2017). The structure and flow of information of the
organization must be based on the goals and value proposition
of the organization.
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?
Nonprofit and for-profit businesses differ in many ways,
starting with their core motivations and mission. Although both
organizations will consist of mission statements, visions, and
operations that reflect those missions and visions; a for -profit
business will always operate with the expectations of
profitability and monetary gain for the shareholders (Hull,
2006). This will lead to a stronger concentration on its
competitive advantage and overall company growth (Hull,
2006). Meanwhile, a nonprofit organization is driven by its
charter and greater undertaking to benefit or change society in a
particular way. The nonprofit will be less focused on the
profitability of the business, and often operate on the work of
volunteers or part-time labor (Hull, 2006). Therefore, the
expectations of a stakeholder for a non-profit will be less
focused on financial return, and more fixated on the
organization’s adherence to the charter and fruitfulness to
society.
In both nonprofit and for-profit organizations, attention to the
stakeholders is important to sustaining the cash flows of the
organization. Although the stakeholders of a for-profit business
may be demanding in their expectation of financial gain, this
may be a more simplistic goal for an organization to pursue as it
is faced with decisions and hurdles (Hull, 2006). For the
nonprofit organization, the measure of success may be more

complex and harder to quantify (Hull, 2006). Therefore, a
heightened understanding and deeper level of communication
may be necessary between organizational members and the
shareholders.
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?
Employee development is the furtherance of the skills,
capabilities, and responsibilities through focused training and
dedicated experience. Employee development is necessary to
improve the capabilities, efficiency, and potential growth of the
company. As the landscape of business and level of market
competition expands, business must remain flexible and ready
to meet the changing demands of the customer base (Daft,
2021). Therefore, employee development is necessary for the
workforce to adapt with the evolving market and thrive with
new innovations and value propositions (Daft, 2021). Likewise,
a workforce that is prepared and involved in the future direction
of the company will result in higher motivation for success.
Likewise, employee development is also necessary for the
efficiency and productivity of the company. With any role in a
business, there is a learning curve in which the employee must
gain a mastery of the task at hand (Morris, 2018). When the
employee is able to replicate that task at an expert level,
increased output and productivity is achieved by the corporation
(Daft, 2021). Higher productivity is often related to lower costs
and higher profitability. Therefore, a company focused on
efficiency may invest heavily on the development of its
workforce in an effort to achieve the most efficient and cost-
effective labor possible (Morris, 2018).
Although employee development is a key factor for any
organization, the motivation and means for developing the
workforce may differ greatly depending on the strategy of the

business and role of the employee (Morris, 2018). For example,
developing an employee’s capabilities to innovate and adapt to
market forces may hinder his or her ability to gain mastery of
the task or role (Morris, 2018). Oppositely, enhanced training
on productivity and procedures may limit another employee’s
capability to adapt to the market forces or solve common
problems in his or her scope of work. This is why many
organizations have R&D departments that are separate from the
rest of the workforce and skilled labor (Morris, 2018).
Ultimately, the business must recognize which ways of
employee development is most suitable foreach role within the
company.
Chapter 2: 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?
A police department is an organization that is not focused on
profitability, but by its benefit to the society. However, there
are many stakeholders within the society that are impacted by
the operations of the police department. The police officers,
government officials, and citizens are all stakeholders of the
police department and may have varied criteria to measure the
success of the organization. Therefore, the strategic constituents
approach will be the best way measure the effectiveness of the
police department (Daft, 2021). The satisfaction of all parties
involved are important to the future operations and
sustainability of the department, as voters elect government
officials that direct many of the police initiatives (Daft, 2021).
Using the strategic constituents approach, a survey of the varied
stakeholders must be completed to determine what each group
values and how the police department is meeting fulfilling those
values (Daft, 2021). The insights gained from the survey would
show which groups are most satisfied and most dissatisfied with
the police department (Daft, 2021). The level of satisfaction can
be quantified and used as the indicator for the overall success of

the organization. Finally, this data can be utilized to pinpoint
the department’s success and identify the areas in which the
department must adapt (Daft, 2021).
Chapter 3: What types of organizational activities do you
believe are most likely to be outsourced? What types are least
likely?
Outsourcing is a key component of many businesses and
organizations today. It is often used to cut costs and increase
profitability for corporations that wish to maximize the earnings
(Tauqeer, 2019). However, business leaders must understand
how they can utilize outsourcing most effectively to ensure that
the financial and operational mission is pursued and met. In
most cases, the areas of business that are most likely to be
outsourced are the areas of the business that are most easily
standardizable and most removed from areas that produce the
competitive advantages of the company (Daft, 2021). Many for -
profit businesses maintain a focus on their value proposition
and have operations and people in place to facilitate that
competitive advantage (Tauqeer, 2019). So, the areas of the
business that are standard throughout the industry and can be
easily replicated are the most likely to be outsourced (Tauqeer,
2019). This could be distribution, marketing, client relations,
assembly, or another operational need for the business that is
not closely tied to the unique benefit the business provides to
its customers (Tauqeer, 2019).
How can/should a biblical worldview be applied?
Proverbs 27: 23-24 says, “Know well the condition of your
flocks, and give attention to your herds, for riches do not last
forever; and does a crown endure to all generations?” This is
one passage in which the Bible stresses the importance
organization and structure. Although leaders today are tending
to their organizations and businesses rather than flocks of
sheep, there is still an approach to management that the Bible
shows as wise. It teaches careful planning and knowledge of the

subject, diligence and mastery of the craft at hand, and
preparation for times of struggle or misfortune.
References
Darwin, C. (2017). Building a learning organization. Knowledge
Solution
s, 57.
Smircich, L. (2017). Concepts of culture and organizational
analysis. The Anthropology of Organisations, 255-274.
Hull, C. E., & Lio, B. H. (2006). Innovation in non-profit and
for-profit organizations: Visionary, strategic, and financial
considerations. Journal of change management, 6(1), 53-65.
Morris, D. M. (2018). Innovation and productivity among
heterogeneous firms. Research policy, 47(10), 1918-1932.
Daft, R. L. (2021). Organization theory & design (13th ed.).
Boston, MA: Cengage Learning. ISBN: 9780357445143.
Tauqeer, M. A., & Bang, K. E. (2019). Outsourcing business
activities: A decision tree for systematic evaluation.
In Proceedings of the International Conference on Industrial
Engineering and Operations Management. July.
Website: sso.bncollege.com

Login: [email protected]
Password: Chauncey04! “Capital C”
Module Three Lecture Notes and Discussion Questions
Module Three
Discussion topics include:
1. Leadership Power
2. Leadership values
3. Leadership across cultures
4. Leadership ethics
Assignments for Session 3 include:
1. Text: Chapters 4-5
This week you will be reading Chapters 4 and 5 in the textbook.
Underlying all leadership influence are one or more power
bases. The French and Raven model of power is perhaps the
best known management model. According to these researchers,
there are several possible power bases.
1. Legitimate power emanates from your position in the
organization.
2. Reward power correlates with your ability to provide the
rewards that followers want.
3. Coercive power refers to your ability to force people to do
your will. “Do it my way or you’re fired.” This type of power
is certainly out of step with today’s emphasis on empowerment
and democratic workplace behavior.

4. Expert power arises from the perception that you have
expertise in a given area and that you will help people out.’
5. Referent power is an emotional, personal power base where
people seek your approval.
Leaders may have more than one type of power base or different
power bases with different constituencies. Think of the many
situations where you are a leader in terms of your ability to
influence others. What type of power bases do you have in these
situations?
Chapter 5 looks at leadership and values, especially ethical
values. Values are simply gut-level belief systems that help us
distinguish what is good vs. bad, normal vs. abnormal. Ones
values start forming at an early age when family is the single
most important programmer of values. Schools, churches,
media, television, music, and peers quickly become other
important value programmers. By the time we are 20, our values
have pretty much formed our filter for how we see the world.
What about ethics? Ethical values have to do with a concept of
morality, of good versus evil. Ethics is a big question in
Corporate America today where scandal after scandal have left
many believing that ‘business ethics” is an oxymoron. Leaders
often represent to the outside world the key values of the
organization.
Culture begins, obviously, with the founders of the
organization. The founder's vision

of what the organization should be like is very important.
Later, as employees are added,
the founders hire people who reflect the same vision and carry it
forward. Likewise, these
early employees hire others of similar vision. As new
employees arrive, they are socialized
into the organization. Once inside an organization, employees
learn culture especially
through the rites, rituals, stories, and reward systems that they
observe.
Module Three Discussion Questions
Note: Please type the question and then the answer which
should be about 250 words for each question.
1. There have been some interesting studies on the effect of
gender on leadership style. Respond to the following statement
with your opinions and experiences: “Successful male and
female leaders tend to have many similarities; yet, women as a
group tend to be more democratic in style than men. The
modern concept of managerial coaching may thus be more
natural for women than men.” Incorporate at least one outside
reference into your answer.
2. What value differences might you as a leader expect to find
among your Baby Boomer, Gen Xers and Millennial employees?

Discuss. Use at least one outside reference in your answer.
Module 4
Module Four
Discussion topics include:
1. Attributes/Trait theories of leadership
2. Emotional intelligence
3. Behavioral theories of leadership
Assignments for Session 4 include:
1. Text: Chapters 6-7
The chapters you are reading this week give you good historical
background on some of the early leadership research. First,
there were trait theories which looked at what traits leaders
have; then came behavioral theories trying to answer the
question, “How do leaders behave?” As you will see later in the
course, the action today is in situational theories which suggest
that successful leaders behave in appropriate ways to interact
with a particular situation.
Of all the research done in the area of trait theory, the one trait
that keeps coming up over and over again as positively
correlated with successful leadership is intelligence. Leaders
are smart. But what is intelligence? How can it be measured?
And, are leaders truly smarter than the rest of us? Chapter 6
looks at these questions and zeros in on the concepts of

intelligence and then the newer, hot topic of emotional
intelligence. It seems that some leaders, even those with IQs
off the charts, simply don’t have the emotional stability and
sensitivity to be successful leaders in today’s organizations.
As you read Chapter 7, be sure to learn about the Ohio State
Studies and the University of Michigan Studies. Together, they
formed the basis of the field of behavioral leadership studies.
Be familiar with the vocabulary of these studies like “initiating
structure” and “consideration.” It was a short jump from these
concepts to the The Leadership Grid of Robert Blake and Jane
Mouton. While the Leadership Grid (originally the Managerial
Grid) speaks of “concern for results” and “concern for people,”
these are the same concepts.
Chapter 7 covers the ways of using 360 degree appraisal
systems to assess leadership behavior. Also in chapter 7 is an
interesting discussion of community leadership referring to the
special leadership skills needed for leading volunteer activities.
Module Four Discussion Questions (due by Thursday)
Note: Please type the question and then the answer which
should be about 250 words for each question.
1. Chapter 6 introduces you to the very popular MBTI
personality instrument. Go to
http://www.personalitypathways.com/type_inventory.html

Read more about the MBTI and do the sample test to
approximate your own style. Tell us what style you
came out, what this means, and whether or not you
agree with it.
2. Go to the following link and take the Emotional
Intelligence (EI) test associated with EI author Daniel Goleman.
Discuss your results.
https://www.mindtools.com/pages/article/ei-quiz.htm
3. How would you describe your own leadership style
according to The Leadership Grid? What evidence can you give
for choosing this style as the best representation of your
leadership behavior?
Discussion Thread: Introduction to Organizations and
Organizational Theory
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.

A learning organization, one that has an organic rather than
mechanistic design, depends on low power distance between
employees and flexible decision making. To do this, information
cannot be kept by those at the top of the organization; it must
be attainable and shared by everyone in the organization.
Shared information is so important to learning organizations
because they function so as to promote innovation among
employees of all levels. Efficient organizations work towards
using resources wisely and maintaining a large market share
without necessarily creating new offerings like learning
organizations do.
Learning organizations have a decentralized structure, where
information is shared to lower level employees and they have
more power to make decisions or do certain activities to reach
company goals. Efficient organizations rely on a centralized
structure, leaving decisions to higher ranking employees and
lower ones to follow what management says in order to be as
efficient as possible. There is also a difference between tasks
and roles, with tasks being found in efficient companies while
roles are in learning ones. Tasks are specific, specialized job
requirements employees are expected to perform. Roles are
more fluid, leaving employees to use their ingenuity and talents
to meet goals without having to follow strict guidelines to do
so.
Strategy choice can essentially determine if an organization

leans to being efficient or learning. Strategy has been defined as
“the plan of action that describes resource allocation and
activities for dealing with the environment for reaching the
organization’s goals” (Daft, 2021, p. 21). To be efficient means
to use resources in the wisest way to make the most outputs, so
efficient organizations need to have a firm stance on its best use
of scarce resources. This is why efficient organizations keep
information more to the top management, who devise strategic
plans to maintain efficiency and ask that employees follow
those plans to reach the company’s goals. But learning
organizations do not focus so much on efficiency as they do on
innovation. Being an innovator in the market means that rigidity
in management or information sharing has to be kept lower than
what is normally seen. Learning organizations thrive on
employees working together with shared information to come up
with new ideas and strategies to stay competitive in the market.
Culture is another major design element that explains the choice
of how much information is shared in a company. Efficient
companies have corporate cultures set on efficiency and steady
growth, executed through well-developed strategies that require
all employees to be on the same page of the company’s values.
Learning organizations, on the other hand, feature corporate
cultures dedicated to breaking boundaries and creativity, which
translates into the wide sharing of information and resources to
employees throughout the company. Depending on what an

organization’s mission and beliefs are, one can make an
educated guess as to whether the organization is built for
efficiency or learning.
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?
The difference in business activity between nonprofits and for -
profits may not be too dissimilar, but the way each approaches
their respective stakeholders can differ greatly. For-profits are
mainly concerned with making money, pleasing shareholders,
and obtaining customers. Nonprofits have to be even more
careful about these tasks because they rely on the goodwill of
donors, have multiple stakeholders that are needy and depend on
charitable services, and customers are always around to serve
but there are not always enough resources or volunteers to serve
those who need the most help. For-profits may have an easier
time partnering with suppliers or other companies because they
too are in business to make profit. As long as for-profits are
efficient, competitive, and increasing company value, then
stakeholders will largely be satisfied with the company.
Nonprofits have it harder because they depend on the desire to
serve, not the desire to make money, which is much more

common to the human condition than giving one’s time and
efforts to someone without guarantee of receiving something in
return. Nonprofit stakeholders are not oblivious to profits,
however. They too must consider this as it is only from profits
that nonprofit charity work can be offered to begin with.
Because of this multifaceted nature of nonprofits, managers
within that realm do have to pay more attention to and be more
cautious with its stakeholders. In nonprofits, more than money
is at stake, and the typical focuses on efficiency and
effectiveness in for-profits have higher stakes in nonprofits
since they do not exist solely to make profit. Every resource
nonprofits have, especially those from stakeholders, have to
regularly be pursued and marketed, and then further divided to
use them efficiently for services while also paying employees,
if at all. This struggle of capturing stakeholders was analyzed
by Mato-Santiso et al. (2021), who attempted to find gaps in the
literature regarding nonprofits and how they interact with
stakeholders. They found that nonprofits’ use of social media
was effective, but struggled to stimulate interactions and be
consistent with speaking to stakeholders online. Most of the
advocacy from nonprofits was posted online through various
channels, but the researchers claimed those organizations
needed to find other ways besides websites and social media so
their message and brand can be more visible. In addition, most
of the emphasis in nonprofits to stakeholders was to donors

rather than giving equal attention to beneficiaries of their
services, another gap in stakeholder outreach. Overall,
nonprofits have not found the perfect combination of online and
offline methods to attract attention and relate to stakeholders.
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?
Employee development can be directly tied to organizational
goals rather than just meant to enhance the skills and knowledge
of employees individually. It consists of different kinds of
training and growth initiatives designed to bring the company
and employee to new heights. For organizations that want to
achieve goals in innovation and change, employee development
is critical. Innovative companies have to ensure their employees
are always in the know about the newest advancements in
technology and ways of doing business. By stretching their
employees’ mental capabilities and offering educational tools to
grow their skills, companies are investing in their employees so
they can gain innovative advantages over competitors. As time
passes, these employees can be the new leaders of the company,
and since they have been developed to seek out innovation and
change, they will be better equipped to tackle the presence of
those two things within and outside the organization.

Companies that are in line with maintaining efficiency and
productivity can promote employee development as well, but in
a different manner. These companies will not necessarily train
their employees to gain diversified and innovative skills, but
instead train them to be better at their jobs or even teach them
how to perform in other positions. Employee development in
productivity-centric companies is more akin to an employee
learning the ins and outs of their company to the point they
become internal experts and can engender positive change as
they climb the corporate ladder. That is not to say that
companies working toward productivity do not innovate at all, it
simply means they do not have innovation as a goal or priority.
Katić et al. (2020) studied the effects of employee development
on productivity and service quality, which would be goals of
efficient organizations. They found that higher training costs
and longer training periods were positively correlated to
increased productivity and service quality. That may not be
surprising, but what is interesting is that besides better
productivity and quality of service, employee development also
led to a higher level of profit and innovation. Even if a company
wants to keep an efficiency model, they will still naturally
promote innovation with employee development.
Depending on whether a company wants to develop employees
toward innovation or productivity, there can be conflicts if the
company is not set on its goals. Without a corporate culture that

has a solid direction, there will be no way to figure out how
employees should be trained and developed. If a company
focuses too much on developing employees toward innovation,
it may struggle to find a footing in the market and make steady
profit to survive. If a company only wants to develop employees
to be productive, they may fall behind advancements and tastes
in the market, failing to keep with modern technology or using
resources efficiently to create new outputs. There are other
possible issues, such as how certain employees might receive
more development than others and cause jealousy among them,
or based on how much development employees receive there can
be conflicts of power and authority in the company.
Chapter 2: 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?
In this case of a police department, evaluating it will be very
different from evaluating a regular business. The first step in
evaluating the effectiveness of any entity is to first figure out
the nature of the organization and what would be the best
indicators of its effectiveness. There are four popular
approaches of evaluating effectiveness: goal-based, resource-
based, internal process, and strategic constituents. Elements
from all of these can be used to analyze a company, but the
approaches best suited for the police department would be the

internal process and strategic constituents approaches.
The internal process approach is centered on measuring the
health and efficiency of an organization to see if it operates
smoothly. Some indicators of a good internal process would be
trust between employees, clear communication throughout the
organization, employee development, and coordination across
the organization’s parts (Daft, 2021). All of these qualities are
crucial to have a well-run police department. It cannot be filled
with lazy, argumentative officers who work independently and
do not adhere to organizational structure. To test the
effectiveness of the department, there should be investigations
into its current communication processes and hierarchy. The
officers need to be interviewed and/or surveyed on their
opinions towards fellow officers and any ways the department
can improve. Cohesiveness training sessions and colleague trust
exams can be given as well to instill a culture of teamwork and
reliance between the officers. Lives are at stake, and officers
need a strong basis from which to work and be effective
defenders of the community.
Defense is the main mission of the police, which is why the
strategic constituents approach is also a great choice by which
to evaluate the police. This approach seeks to find how well an
organization is doing to satisfy the needs and desires of
stakeholders (Daft, 2021). The main stakeholders of the police
are undoubtedly the citizens of their legal jurisdiction, the

people they are meant to protect no matter the cost. Police are
accountable to the people they defend, who pay them indirectly
through public taxes. But despite the fact that citizens may not
pay police upfront like they do for businesses, this does not
make the citizen-police relationship unimportant. The other
main stakeholder or strategic constituent would be the
government, which provides the police force and sustains it.
The police have to perform well to stay in the graces of the
government and keep its reputation high. To measure the
strategic constituents approach, one way can be to get the
opinions of citizens to see if they believe the police are doing a
good enough job protecting, responding to, and behaving
ethically to them. For its tie to the government, the police
department could be analyzed under an audit-style examination
to see if it is upholding the government’s laws on defense and
human rights, and also properly prosecuting criminals and
executing just punishments on them.
Chapter 3: What types of organizational activities do you
believe are most likely to be outsourced? What types are least
likely?
Outsourcing is a common feature of many large, modern
businesses. It seems, though, that the activities which are
outsourced can often be those that are considered mundane or
labor-intensive. For example, if a big technology company
wants to develop new products and not assemble the products

themselves, it can outsource its manufacturing to a different
company, usually in a poorer country with lower wage
requirements. However, companies can also outsource activities
which it believes are too complex or time-consuming for it to
perform, such as accounting or human resources. The least
likely activities a company will outsource would be those that
the company succeeds in. If a company has one or more core
competencies, those activities it does very well, then it would
not want to outsource them. The company would surely rather
take advantage of its competencies and continuously improve
them in-house than give them up to another firm that may not
fully understand the home company’s skills.
Something companies should consider when deciding what to
outsource is the reality of corporate social responsibility (CSR),
a company’s efforts to be socially and environmentally
conscious in its business dealings. Whether to outsource or not
does not depend just on core competencies or corporate
disinterests. Outsourcing may be influenced by what a company
wants to do for its community or to meet sustainability
requirements. In this way, outsourcing can be dependent on the
views of stakeholders, rather than what the company believes is
best for only itself. Murcia et al. (2021) studied over 2,500
companies and found that those with higher CSR also
outsourced less. From this they challenged the prevailing view
that outsourcing was simply an economic problem. In fact,

businesses may be inclined to do more work in-house because
excessive outsourcing can increase supply chain costs and risks
that companies do not want to face. By outsourcing less,
companies are more capable of monitoring their internal
processes, thereby giving them a better opportunity to eliminate
waste, promote sustainability, and use its brand as a way to
impact social issues that align with corporate values.
How can/should a biblical worldview be applied?
Organizational design is not a settled science that offers
singular solutions that will help every company. It is something
that is constantly developing with changes in the business
world, seeking to find the best ways for companies to organize
themselves. Christian businesspeople have to rely not on their
own ingenuity or skills, but on God’s wisdom. No amount of
brainstorming or training sessions can ultimately lead people to
decide what is truly best for a business. Jesus’ teaching of Him
as the vine and believers as the branches comes to mind. He
said He is the vine and if anyone abides in Him, he bears much
fruit, and that we cannot do anything at all apart from Jesus
(New American Standard Bible, 1971/1995, John 15:5). No one
can even abide in Jesus in the first place unless they are saved,
and then the fruits of sanctification start to come. Sometimes
quickly, sometimes it takes longer, but they arise when a sinner
is saved by God through the gift of repentance and faith. For a
company, no one can singlehandedly try to fix it or trust in their

own efforts because they will never be good enough. Only
through time and wisdom, which come from walking with God,
can any Christian in business begin to enact ways to help their
company.
References
Daft, R. L. (2021). Organization Theory & Design (13th ed.).
Cengage Learning, Inc.
Katić, I., Berber, N., Slavić, A., & Ivanišević, A. (2020). The
Relations between Investment in Employees’ Development and
Organizational Productivity and Service
Quality. Tehnički Vjesnik, 27(4), 1077-1083.
https://doi.org/10.17559/TV-20181121101314
Mato-Santiso, V., Rey-García, M. & Sanzo-Pérez, M. J. (2021).
Managing multi-stakeholder relationships in nonprofit
organizations through multiple channels: A systematic review
and research agenda for enhancing stakeholder relationship
marketing. Public Relations Review, 47(4), 102074.
https://doi.org/10.1016/j.pubrev.2021.102074
Murcia, M. J., Panwar, R., & Tarzijan, J. (2021). Socially
Responsible Firms Outsource Less. Business & Society, 60(6),
1507-1545. https://doi.org/10.1177/0007650319898490
New American Standard Bible. (1995).

https://nasb.literalword.com/ (Original work published 1971)

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