Running Head: Discussion Board #1 1 Discussion Board #1 Sarah Swift Discussion Board #1 2 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. The primary function of an organization is said to be “the coordination of people and resources to collectively accomplish desired goals” (Daft, 2016, p 13). As an organization requires the collaboration amongst the people that formulate the entity, there develops a need for shared information. This concept of shared information is however more accepted within a learning organization rather than a performance organization (Daft, 2016). Shared information reflects a dynamic that encourages the interaction with one another to solve problems and innovate new ideas which can be seen as the characteristic that drives the mentality of a learning organization (Daft, 2016). In contrast to this, a performance organization places their focus more so in the efficiency of their business (Daft, 2016). The elements of these types of organizations are reflected within their design as well. Learning organizations tend to use a decentralized structure approach where the authority of decision making, implementation, and innovation is shared amongst many employees in the organization even those considered in a lower level position (Tata & Prasad, 2004). This creates a flow of shared information. Those however in an efficient performance environment are impacted by a centralized structure. This type of structure allows for the authority to remain with fewer individuals which tend to be those that are in the top levels of the organization (Tata Discussion Board #1 3 & Prasad, 2004). A centralized structure brings with it a hierarchical system where those at the higher levels engage in problem resolution and create policies while instructing those that are below them to implement these policies (Tata & Prasad, 2004). This set up discourages the collaboration amongst all employees. The type of organization, also plays into the type of tasks given and the culture of the business. A learning organization develops more of a role oriented demeanor where employees are encouraged to bring their own thoughts for a better resolution and the roles in place are adjusted when needed (Daft, 2016). This creates a culture of collaboration and allows all employees to feel that they are needed. Meanwhile in a performance dominated organization, the tasks are more specialized and there are more sets of rules or regulations to follow (Daft, 2016). 2. 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 s ...

1. Running Head: Discussion Board #1
1
Discussion Board #1
Sarah Swift
Discussion Board #1
2
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.
The primary function of an organization is said to be “the
coordination of people and resources to collectively accomplish
desired goals” (Daft, 2016, p 13). As an organization requires
the collaboration amongst the people that formulate the entity,
there develops a need for shared information. This concept of
shared information is however more accepted within a learning
organization rather than a performance organization (Daft,
2016). Shared information reflects a dynamic that encourages
the interaction with one another to solve problems and innovate
new ideas which can be seen as the characteristic that drives the

2. mentality of a learning organization (Daft, 2016). In contrast to
this, a performance organization places their focus more so in
the efficiency of their business (Daft, 2016).
The elements of these types of organizations are reflected
within their design as well. Learning organizations tend to use a
decentralized structure approach where the authority of decision
making, implementation, and innovation is shared amongst
many employees in the organization even those considered in a
lower level position (Tata & Prasad, 2004). This creates a flow
of shared information. Those however in an efficient
performance environment are impacted by a centralized
structure. This type of structure allows for the authority to
remain with fewer individuals which tend to be those that are in
the top levels of the organization (Tata
Discussion Board #1
3
& Prasad, 2004). A centralized structure brings with it a
hierarchical system where those at the higher levels engage in
problem resolution and create policies while instructing those
that are below them to implement these policies (Tata & Prasad,
2004). This set up discourages the collaboration amongst all
employees.
The type of organization, also plays into the type of tasks
given and the culture of the business. A learning organization
develops more of a role oriented demeanor where employees are
encouraged to bring their own thoughts for a better resolution
and the roles in place are adjusted when needed (Daft, 2016).
This creates a culture of collaboration and allows all employees
to feel that they are needed. Meanwhile in a performance
dominated organization, the tasks are more specialized and
there are more sets of rules or regulations to follow (Daft,
2016).
2. 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

3. managers?
Within a non- profit organization there is a strong burden
placed upon stakeholders as these are key parts to the longevity
of the organization. Some of the differences in the expectations
placed upon stakeholders of a non-profit in comparison to a for-
profit organization is that within a non-profit organization,
there is a heavier burden on stakeholders such as government
agencies, private donors, and foundations to make continuous
financial contributions to the organization (Domanski, 2009).
This is the nature of the organization as in a
Discussion Board #1
4
non-profit they do not gain money from the sale of a product
but rather their focus is to make a social impact and to gain
support through donations to make this impact (Daft, 2016).
Employees are another stakeholder in both a non- profit
and a for-profit agency that have differences in expectations. A
non- profit organization has a smaller amount of resources but a
stronger need to maximize these resources, so often employees
are expected to work for a smaller income or no income at all as
these organizations cannot afford to pay what a for – profit
agency might be able to (Domanski, 2009).
Those that are managers for a non-profit organization
should have a more substantial focus placed upon their
stakeholders than business managers. The reasoning for this is
that there is a greater need to keep their stakeholders satisfied
as many of them give the financial support that is needed to
continue the operations of the organization. Stakeholders that
feel as if their wants are not being met may then withdraw their
support and the resources they provide which will create an
even more scarce situation for the non-profit. Keeping
employees satisfied is also critical as they do not get paid a lot
and if they feel as if their needs are being met then this may
help to prevent turnover (Domanski, 2009).
3. How might a company’s goals for employee development be
related to its goals for innovation and change? How might a

4. 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?
Discussion Board #1
5
A company’s goals for employee development places focus
on training, safety, promotion, and growth of their employees
(Daft, 2016). Each of these characteristics can play deeply into
the intent to bring innovation and change. The goals for
innovation and change are described as “internal flexibility and
readiness to adapt to unexpected changes in the environment”
(Daft, 2016, p 56). When a company develops in their
employees the proper training, an awareness of safety, and
promotes growth, they are giving them the techniques that are
needed to be adaptable to overcome change which is the
intention for the goals of innovation and change.
A company’s goals for employee development also plays
into the goals for productivity. When a company establishes
employee development and teaches the necessary training, then
they provide to their employees a beneficial understanding of
how to use company resources properly. The goal for
productivity centers around the output that is created from the
given resources (Daft, 2016). With training and growth,
employees can use resources in the most productive manner
while also being innovative in how to use such resources.
These goals, though they may be beneficial to each other
in achieving their own desired intention, they can also be
conflicting. Goals can become conflicting when deciding which
goals take priority in that point and time (Daft, 2016). This can
create some turmoil amongst people in the organization as
people tend to have a difference in opinion as what may be a
more important goal to achieve first (Daft, 2016).
Discussion Board #1
6

5. 4. 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?
Daft states that the first step to evaluating an organizations
effectiveness starts with understanding their goals and
strategies (2016). In evaluating the effectiveness of the police
department, the place to begin would rest in considering their
goals and the strategies they implement as an organization.
From there would come the measurement of their effectiveness.
In order to create the proper measurement of the police
department’s effectiveness, it would be best to implement a
strategic constituents approach (Daft,2016). Using this approach
would be a good way to measure if the police department is
sufficiently keeping their stakeholders such as the community,
the government, and employees satisfied. Since a major role of
the police force is to serve those in the community, keep people
safe, and provide a good morale to do these tasks, this approach
would be the best judgement of whether they are obtaining their
mission to serve and protect.
5. What types of organizational activities do you believe are
most likely to be outsourced? What types are least likely?
The types of organizational activities that are more likely
to be outsourced are those activities that are more routine in
nature and may not be as complex in task (Liu, Feils, &
Scholnick, 2011). The tasks that are also not customer facing or
are considered less interactive
Discussion Board #1
7
are believed to be the type of activities that are also more likely
to be outsourced (Liu et al., 2011). Some of these activities may
include tech support or call centers.
The activities that are least likely to be outsourced are
those that are most important to the operations of the business.
The activities that require more of a critical focus or require a

6. deeper specialization are the activities most likely to remain
within the operations of the parent company (Daft, 2016).
6. How can/should a biblical worldview be applied?
Within the work that we do and the decisions that are made
within our organizations, we should always seek the wisdom of
God first to direct our steps. In scripture James 1:5 states “If
any of you lacks wisdom, you should ask God, who gives
generously to all without finding fault, and it will be given to
you” (NIV). When we are in the will of God and ask for his
wisdom, he loves us enough to give us his wisdom that passes
all things. This knowledge that God provides can lead us to the
decisions of how to effectively design our organizations, how to
obtain our goals, how to be efficient, and how measure the
effectiveness of the organization. The wisdom of God also
reminds us that we are to work hard to bring glory to the Lord
and not to live for the praises of man (Colossians 3:23, NIV).

7. Resources
Daft, R. L. (2016). Organization Theory & Design. (12th ed.).
Boston, MA: Cengage Learning.
Domanski, J. (2009). Value management in non-profit
organizations - the first step. Foundations
of Management, 1(1), 84-85. Retrieved from https://search-
proquest-
com.ezproxy.liberty.edu/docview/1322340330/8E48741E7DAF4
B82PQ/8?accountid=12085
Liu, R., Feils, D. J., & Scholnick, B. (2011). Why are different
services outsourced to different
countries? Journal of International Business Studies, 42(4),
568. Retrieved from https://search-proquest-
com.ezproxy.liberty.edu/docview/862402255/1187F52E2F8C48
C4PQ/13?accountid=12085
Tata, J., & Prasad, S. (2004). Team self-management,
organizational structure, and judgments of
team effectiveness. Journal of Managerial Issues, 16(2), 251.
Retrieved from https://search-proquest-
com.ezproxy.liberty.edu/entrepreneurship/docview/194174493/4
41F59A108B3440CPQ/14?accountid=12085
A Pledge of Ethical Aligence
Whether it's the Hippocratic Oath or the prescribed ethics from
a professional association, the overall expectation is for
healthcare professionals to serve those who are in need of
healthcare services and treatments. In some cases, reports of
nightmare cases of the unethical act(s) of healthcare
professionals surface. In 250 words, share your position
on whether there should be criminal penalties for healthcare
providers who perform wrongful acts, and if so -- for which
acts?Do you agree that a more stringent hiring process is
necessary to ensure the background of candidates is deemed

8. acceptable?Please explain your position. Your initial post to
the given topic of discussion should contain 3 peer-reviewed
references.
Running head: DISCUSSION BOARD FORUM 1
1
9
DISCUSSION BOARD FORUM 1
Discussion Board Forum 1
Gary L. Daniel
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.
This discussion board will begin with God's word first. In
1 Corinthians 14:40 (ESV) states that "But all things should be
done decently and in order.” Communication is a key element
is how companies operate. It is essential for firms to operate on
the same page and similar elements of a firm are not duplicating
work. Information sharing is important no matter what the type

9. of organization, but the importance is perceived differently
depending on its structure and mission. Before a comparison
can be made, defining the differences between a learning
organization and an efficient performance organization must
first be discussed.
According to Dr. Rick Johnson, a learning organization is
“an organization in which everyone is engaged in identifying
and solving problems, enabling the organization to continuously
experiment, improve and increase its capability” (2009). He
continues to write that learning organization's base its approach
on a particular set of values. Among these values are a passion
for learning, communication, collaboration, and team build. An
efficient performance organization is an organization that bases
success against a set of standards; whether those standards are
financial performance, marketing performance, or shareholder
value (Daft, 2016).
Information sharing is equally important to these two
organizations. In organizational learning, managers must
commit to setting a vision and goals to further its mission.
Additionally, leaders must promote continuous improvement
that values organizational learning. Finally, the organization
needs to define its learning structure and specifies who are
accountable for duties like gathering, extracting, applying, and
sharing knowledge (Smith-Milway & Saxton, 2011). Efficient
performance organizations treat information as a basis for
deviation from standards. These types of organizations get
more complicated as they grow. Leaders in these organizations
must manage the flow of shared information throughout the
firm. By managing the complexity of the exchange of
information, leaders can pinpoint any deviation from standards
(Johnson, 2009).
What are some differences that one might anticipate among the
expectations of stakeholders for a non-profit organization
versus a for-profit business? Do you believe non-profit
managers have to pay more attention to stakeholders than
business managers?

10. To understand the stakeholders for a non-profit versus a for-
profit firm is to first understand the main difference between
the two. The primary difference is that managers in a for-profit
company concentrate their efforts on earning money for those
vented in the effort, while managers in a non-profit focus their
energies in generating some social impact (Daft, 2016).
Additionally, non-profits receive support from government
grants and private donations, while for-profit companies receive
funds from investments. It was a little easier for these
companies to measure success because investors can look no
further than the firm's bottom line to see if their investments
have increased in value. It is not as easy for non-profit firms.
Managers for non-profit organizations must stay more
engaged with their stakeholders because they must try to keep
their passion and motivation fresh. Non-profits are focusing its
efforts on making a social impact. Stakeholders are expected to
dedicate time and resources to these causes without expecting
monetary compensation. If the stakeholders’ motivation wanes,
it makes it difficult for the non-profit to maintain its level of
effectiveness. To secure the interests of the stakeholders is to
invite them to participate in focus groups, listening sessions,
and community organizing. These actions will give the
stakeholders a sense of buy-in and reinforce the sense of social
change the non-profit needs to keep going. It will lead to
stakeholder satisfaction, improving the firm’s practices and
procedures (Enright & Bourns, 2010). Non-profits operate as
much on sweat equity as it does on monetary equity.
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.
Goals are important for any organization. Setting goals gives
employers and employees a destination to achieve. Normally,
goals are not finality. Instead, they are stepping stone to
complete a bigger picture. There are two types of goals that

11. pertain to this question, and those are innovation and change
and productivity goals.
Innovation and change goals are associated with a new
process, system, or service. They are usually flexible to adjust
to unexpected changes in the environment it exists. The
downside to innovation and change goals is they may lead to a
decrease in profits because of the potential adjustments and the
time it takes to define the goals. It is crucial for employee
development goals to help maintain motivation during the
turbulent times (Daft, 2016). Innovation and change goals can
be used in strategic planning. They are used to move the
company from where they are to where they want to be. These
goals could lead to information sharing and give managers the
opportunity to clarify the firm’s vision and the importance of
leadership to broaden organizational goals (Sandmeyer, 2009).
Productivity goals are a little easier to define and explain.
These goals are common to nearly every business analyst.
Productivity goals center around output and some resources it
takes to achieve the desired output. Data used to measure
productivity are units produced per employee, cost per unit of
production, or resources caused per employee. What sets
productivity goals apart from innovation and change goals is
they are geared to increase profits (Daft, 2016).
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?
The preferred effectiveness approach when evaluating the
effectiveness of a police department is the resource-based
approached. This approach is defined as "the ability of the
organization, in either absolute or relative term, to obtain scarce
and valued resources and successfully integrate and manage
them" (Daft, 2016, p. 71). In the case of a police department,
the resources are the men and women of the department, the
time they have on duty, and the limits of the department’s
jurisdiction. The department must utilize the officers, which

12. are a fraction of the population, and their time to serve and
protect the citizens. This can be an overwhelming task if
resources are not managed well.
The first step is to analyze the department’s effectiveness
and efficiency. Both measurements directly reflect utilization
of resources. Resource effectiveness is high when operational
goals are achieved. The utilization of resources includes the
performance of mundane tasks as well as the demands of
solving crimes. Resource efficiency refers to the output the
department gets from the money the government allots them.
The problem with efficiency is those resources available to the
local government are normally fixed. It is a challenging
department must overcome (Skogan, 1976).
Next is to analyze the data and identify where both
effectiveness and efficiency are high and where improvements
can be made. The analyst can use this information to see the
differences in the way the officers convert inputs into outputs
with regards to some different categories. A list of these
categories ranges from processing paperwork to murder
investigations. Additionally, the data can help with discovering
innovations that will increase efficiencies to maintain high
arrest and conviction levels for serious offenses to keep the
streets safe (Skogan, 1976).
What types of organizational activities do you believe are most
likely to be outsourced? What types are least likely?
There are many reasons why firms outsource activities
within its organization. Some of these reasons are cost savings,
the ability to focus on core business activities, quality
improvement, bolster customer satisfaction, and increase
operational efficiency (Staff, 2014).
During the 1990s, the outsourcing trend became increasingly
visible, when companies such as IBM began to outsource not
just manufacturing but also design activities. The trend reached
its peak within the past decade, when even companies such as
Boeing started outsourcing innovation activities. But what
happens when companies become too dependent on outside

13. suppliers and cede them too much control if they lack the same
degree of understanding and awareness about how important
product or service elements fit together and what's necessary?
(Zirpoli & Becker, 2011). When firms over outsource they
create virtual network structure. A virtual network structure, or
modular structure, is where the firm “subcontracts most of its
major functions or processes to separate companies and
coordinates their activities from a small headquarters
organization” (Daft, 2016, p. 120). The question is which
activities do firms outsource, and which ones they do not?
Companies are safe to outsource support entities of its
operations. These are functions that are common with other
firms and performed by specialized service organizations.
Examples of these operations are human resourcing, information
technology, facility management, and accounting and payroll
(Staff, 2014). Daft,( 2016) stated other functions outsources
included manufacturing and credit processing to other
companies. This will enable firms to concentrate resources on
its core competencies and avoid waste in areas they are not
experts. Where companies get into trouble is when it
outsources area that directly affects its core competencies. An
example of this is manufactured items that will degrade quality
and safety and services that are signature product of the firm.
Organizations that outsource areas of manufacturing surrender
certain controls that could decrease effectiveness and leaders
are managing relationships with outsource partners and
resolving conflicts, rather than managing productivity and
strengthening its brand (Daft, 2016).
How can/should a biblical worldwide view be applied?
The common theme of this week's questions was efficiency.
Whether it is a learning organization or a performance
organization, managing stakeholder expectations, developing
employee goals, or evaluating the effectiveness of an
organization, efficiency is key to the success of making a firm
operate. Matthew 24:36 can be applied to the importance of
efficiency within an organization; "But concerning that day or

14. that hour, no one knows, not even the angels in heaven, nor the
Son, but only the Father." A company does not know what
obstacles lay ahead, but through efficiency and planning, a firm
can overcome the unexpected.
References
Daft, R. (2016). Organization Theory & Design (12th ed.).
Boston, MA: South-Western, Cengage Learning.
Enright, K., & Bourns, C. (2010, Spring). The Case for
Stakeholder Engagement. Stanford Social Innovation Review,
pp. 1-11.
Johnson, R. (2009, February 03). Is Your Company a Learning
Organization. CEO Strategist.
Sandmeyer, L. (2009, May). Creating a Culture of Innovation
and Improvement: Lessons Learned. Innovation Insights.
Skogan, W. (1976, May/June). Efficiency and Effectiveness In
Big-City Police Departments. Public Administration Review,
pp. 278-286.
Smith-Milway, K., & Saxton, A. (2011, Summer). The
Challenge of Organizational Learning. Stanford Social
Innovation Review, pp. 1-12.
Staff. (2014, May 14). Advantages and Disadvantages of
Outsourcing. Retrieved October 23, 2014, from Smart Church
Management: www.smartchurchmanagement.com/advantages-
and-disadvantages-of-outsourcing
Zirpoli, F., & Becker, M. (2011, Winter). What Happens When
You Outsource Too Much? MIT Sloan Manage Review, 59-64.