Running Head: DB FORUM 2, PART 1 1 DB FORUM 2, PART 1 4 Cindy Chapter 4 Question 1 Management within an organization should continuously evaluate processes to improve performance. This is not only evaluating internal processes but how the external environment affects the organization. The evaluation process includes forecasting and planning that can be cohesive with developing strategy. When the environment is considered a certain environment, the company can plan and forecast the future with an assurance of the outcome (Daft, 2016). With an uncertain environment, it is necessary to have a complete understanding of how this type of environment will affect the organization internally (Daft, 2016). An uncertain environment can include “shifting demographics, disruptive technologies, new industries and competitors” (Raspin & Terjesen, 2007). The main focus has been on technology specifically with the continuous external changes and how companies need to adapt (Daft, 2016). There have been so many changes in the last 25 years specifically with technology. In the late 90s, the internet was rapidly developing from the first on-line telephone call to wi-fi technology. Companies who were attentive to changing technology responded quickly by utilizing the internet. Research has shown that companies who utilized the internet had a higher success rate economically (Miri Lavassani, Movahedi, & Parry, 2014). This provided access to resources that were not typically available including tools used for planning and strategy. An organization 25 years ago would not have had immediate access to resources as today which provides information that can be utilized immediately. Since technology is constantly changing, it is imperative for organizations to continuously evaluate technology and have a plan in place to adapt and be willing to change. Question 2 “An organization’s domain is the chosen environmental field of action” (Daft, 2016). Basically, this is the external environment that directly affects the organization and requires interaction for the continued existence of the organization (Daft, 2016). This includes the external areas or “sectors” in which the organization interacts (Daft, 2016). Some of the sectors include “industry, raw materials, financial resources, market, government, technology, economic conditions, natural, and international” (Daft, 2016). An organization must continuously evaluate not just the internal culture of the organization but the external environment to assess the need for change. As the environment changes, the organization must adapt by evolving which includes fluctuating domains in response to these changes (Haveman, Russo, & Meyer, 2001). If an organization does not respond to changes in the environment, then this may have adverse effects on processes and possibly the entire organization. It is in the best interest of management to adjust a domain “to keep the organization competitive” (Daft, 2016).

1. Running Head: DB FORUM 2, PART 1 1
DB FORUM 2, PART 1 4
Cindy Chapter 4
Question 1
Management within an organization should continuously
evaluate processes to improve performance. This is not only
evaluating internal processes but how the external environment
affects the organization. The evaluation process includes
forecasting and planning that can be cohesive with developing
strategy. When the environment is considered a certain
environment, the company can plan and forecast the future with
an assurance of the outcome (Daft, 2016). With an uncertain
environment, it is necessary to have a complete understanding
of how this type of environment will affect the organization
internally (Daft, 2016). An uncertain environment can include
“shifting demographics, disruptive technologies, new industries
and competitors” (Raspin & Terjesen, 2007). The main focus
has been on technology specifically with the continuous
external changes and how companies need to adapt (Daft, 2016).
There have been so many changes in the last 25 years
specifically with technology. In the late 90s, the internet was
rapidly developing from the first on-line telephone call to wi-fi
technology. Companies who were attentive to changing
technology responded quickly by utilizing the internet.
Research has shown that companies who utilized the internet
had a higher success rate economically (Miri Lavassani,
Movahedi, & Parry, 2014). This provided access to resources
that were not typically available including tools used for
planning and strategy. An organization 25 years ago would not
have had immediate access to resources as today which provides
information that can be utilized immediately. Since technology
is constantly changing, it is imperative for organizations to
continuously evaluate technology and have a plan in place to

2. adapt and be willing to change.
Question 2
“An organization’s domain is the chosen environmental
field of action” (Daft, 2016). Basically, this is the external
environment that directly affects the organization and requires
interaction for the continued existence of the organization
(Daft, 2016). This includes the external areas or “sectors” in
which the organization interacts (Daft, 2016). Some of the
sectors include “industry, raw materials, financial resources,
market, government, technology, economic conditions, natural,
and international” (Daft, 2016).
An organization must continuously evaluate not just the
internal culture of the organization but the external environment
to assess the need for change. As the environment changes, the
organization must adapt by evolving which includes fluctuating
domains in response to these changes (Haveman, Russo, &
Meyer, 2001). If an organization does not respond to changes
in the environment, then this may have adverse effects on
processes and possibly the entire organization. It is in the best
interest of management to adjust a domain “to keep the
organization competitive” (Daft, 2016).
Comcast is an organization that continuously evaluates the
environment specifically with technology. This company
remains very competitive as change is continuous. For
example, in 2002, Comcast acquired AT&T Broadband which
provided better internet service for customers. This enabled the
organization to offer additional services and evaluate current
processes as technology evolves (Comcast Corporate, 2019).
The most recent venture for Comcast is acquiring Sky which is
Europe’s largest “consumer entertainment company” (Gale
Business Insights: Global, 2018). This is an example of one of
the top organizations in the entertainment industry continuously
evaluating the external environment to keep up with the
competition. This opens a new area that Comcast will now have
a position in the global entertainment arena.

3. Chapter 6
Question 1
Transnational is a term used to describe an organization
that includes global teams working together “across multiple
countries” (Daft, 2016). Each team member has skills that are
unique specifically to their nationality (Daft, 2016). The
transnational model has similarities to the learning organization
in that one of the major components of the model is learning
(Daft, 2016). The learning organization not only provides
training to employees but management uses the horizontal
approach in the strategic plan. Likewise, in the transnational
model, management includes learning along with the “transfer
of organizational knowledge and innovations” across the entire
international organization (Daft, 2016). This involves intense
synchronization between management across borders from
different nationalities. One of the key aspects is “global
learning and knowledge sharing” which is directly related to the
learning organization (Daft, 2016). This type of model
encourages “interdependence” which includes goals that are
interwoven across the organization (Daft, 2016). Management
work closely together in setting goals that set values directly
related to “a shared desire to make a worldwide learning system
work” (Daft, 2016).
This does have the potential to improve production,
increase competition and acquire a position in the market
(Ordóñez de Pablos, 2006). Some of the concerns with the
transnational model are “their economic and political power”
and the issue of loyalty to a particular country is diminished
due to the “complexity of the organization” (Ordóñez de Pablos,
2006). Basically, the organization as a whole “acts solely in
their best interests” (Ordóñez de Pablos, 2006).
For a transnational model to be successful, management
must use strategy to “shaping and adapting beliefs, culture, and
values so that everyone participates in information sharing and
learning” (Daft, 2016). This can be daunting for an
organization based only in the United States, let alone within an

4. international organization.
Biblical Worldview
Organizations need to continuously evaluate internal
processes compared to external factors to remain competitive.
In contrast, the Bible remains the same. God is with us always
giving us strength, help and will keep us in His grip (Isaiah
41:10, ESV). He has a plan for us to give us hope and a future
(Jeremiah 29:11, ESV). God knows the intricacies of the
workplace especially for those who are His children. We who
work in an organization must completely trust in Him and know
that He is with us, that He is our hope and will always remain
the same. This is seen in Jesus who is “the founder and
perfecter of our faith” (Hebrews 12:2, ESV). The old testament
foretells of our Redeemer with the new testament proclaiming
His grace. Management within an organization should proceed
with planning but with the knowledge that God already has a
plan that is in place for us and they should trust that He is with
them always.
References
Comcast Corporate. (2019). Comcast history. Retrieved from
https://corporate.comcast.com/company/history?decade=2000s&
slide=1
Daft, R. L. (2016). Organizational theory & design. Boston:
Cengage Learning.
Gale Business Insights: Global. (2018, March 2). Comcast
makes cash proposal for sky. Retrieved from
http://bi.galegroup.com.ezproxy.liberty.edu/global/article/GAL
E|A529493021?u=vic_liberty&sid=summon
Haveman, H. A., Russo, M. V., & Meyer, A. D. (2001).
Organizational environments in flux: the impact of regulatory

5. punctuations on organizational domains, CEO succession, and
performance. Organization Science, 12(3), 253-273. Retrieved
from http://ezproxy.liberty.edu/login?url=https://search-
proquest-
com.ezproxy.liberty.edu/docview/213835000?accountid=12085
Miri Lavassani, K., Movahedi, B., & Parry, G. (2014).
Broadband internet adoption challenge. Transforming
Government: People, Process and Policy, 8(4), 620-644.
Retrieved from
http://dx.doi.org.ezproxy.liberty.edu/10.1108/TG-11-2013-0050
Ordóñez de Pablos, P. (2006). Transnational corporations and
strategic challenges: an analysis of knowledge flows and
competitive advantage. The Learning Organization, 13(6),
pp.544-559. Retrieved from https://doi-
org.ezproxy.liberty.edu/10.1108/09696470610705433
Raspin, P., & Terjesen, S. (2007). Strategy making: what have
we learned about forecasting the future? Business Strategy
Series, 8(2), 116-121. Retrieved from
http://dx.doi.org.ezproxy.liberty.edu/10.1108/175156307106851
68
BUSI610: Group Discussion Board Forum 2
Zak
Planning in an organization 25 years ago was much simpler than
today. There was less competition from around the world, there
were less regulations and political influences. There was also
less social influence by way of social concerns and social
media. Companies today are faced with challenges not seen by
companies 25 years ago. In 1991, the World Wide Web was
born (Elon University School of Communication, 2019).
Smartphones were not invented, nor were internet search
engines such as Google. Many companies were taken by

6. surprise from the internet’s rapid development and reach. For
example: companies such as video stores, which rented VHS
movies from storefronts, were faced with the evolution and
threat of online streaming services. Newspapers, magazines, and
encyclopedia’s saw their otherwise successful business models
threatened by online news feeds, social media feeds and
discussion boards. Even in schools, chalkboards have been made
obsolete by whiteboards. Whiteboards in turn are giving way to
networked tablet computers, which allow communication
between classmates and the instructor, virtual field trips and
assignment submissions (Wahleithner, 2017).
“In the developed world, we enjoy better medicines,
connectivity, and mobility than most of us could have imagined
even 20 years ago. The promise of global progress has become a
reality for many- but not for all” (Reeves, M. & Harnoss, J.,
2017). As these examples show, companies which do not plan
for contingencies and foresee the direction of their competition
face the serious risk of falling behind and becoming extinct.
Companies do not just have to worry about domestic
competition. There are global competitors in just about every
business field. Companies cannot be satisfied with status quo if
they expect to be competitive and survive.
Chapter 4, Question 2.
Changing an organization’s domain is absolutely a feasible
strategy for coping with a threatening environment. Companies
which are not receptive to changing their domain in response to
constantly evolving competition are likely going to see their
competitors succeed in doing so. The non-receptive companies
may see themselves becoming extinct.
An interesting recent domain change involves the Ford
Motor Company. In 1903, Henry Ford announced “I will build a
car for the great multitude” and produced a car which was
affordable for the common person (The Library of Congress,
2019).
The Model-T was efficiently manufactured by improvements
and standardizations in its assembly lines. Ford continued for

7. the past century to do business as an automotive and truck
manufacturer. Ford recently announced it was shifting the
focus of the company to trucks and sports utility vehicles, and
by 2020 “90% of Ford’s North American lineup will be trucks,
SUV’s and commercial vehicles” (Johnson, 2018). The company
recognized that most of their business is based upon the success
of their F-150 pickup truck line and less and less people are
purchasing their passenger cars. Another significant redirection
for Ford is that “in 2016 Ford paid about $50 million to acquire
Chariot, a startup mobility service” (Johnson, 2018). This
venture is directed as a subscription service for work
commuters; making the service competitive with developing
ride-share models such as Uber and Lyft. Ford’s preemptive
strike is in preparation for what forecasts as changes to its
industry.
Chapter 6, Question 3.
The learning organization described in Chapter 1
discussed organizational design with dimensions of
“Formalization, Specialization, Hierarchy of Authority,
Complexity and Centralization” (Daft, 2016, p 17).
Organizations were basically very formalized, with orders from
the top trickling down to the bottom, organizations were
traditionally more static, with changes difficult to accomplish.
The transnational model as described in Chapter 6 is detailed as
follows:
1. Assets and resources are dispersed worldwide into highly
specialized operations that are linked together through
interdependent relationships.
2. Structures are flexible and ever-changing.
3. Subsidiary managers initiate strategy and innovations that
become strategy for the corporation as a whole.
4. Unification and coordination are achieved primarily through
corporate culture, shared vision and values, and management
style, rather than through formal structures and systems. (p.244-
245)
A transnational model would work in a huge global firm

8. as it is designed to meet the goals of global organizations “…by
creating an integrated network of individual operations that are
linked together to achieve the multi-dimensional goals of the
overall organization” (Daft, 2016, p. 244). This produces a
coordinated model which promotes coordination and
communication between units directed at accomplishing the
organizations’ goals. “The transnational model is useful for
large, multinational companies with subsidiaries in many
countries that try to exploit both local and global advantages…”
(Daft, 2016, p. 242). Past organizations found themselves
paralyzed by tradition and failing to forecast and plan for future
needs and competitors. Using a strict vertical hierarchy creates
an environment where information is filtered and restyled
before reaching its intended leader. Then the responding
information must flow back along the same filters and channels.
A more horizontal leadership approach, with shared vision,
allows decisions to be made more rapidly and in response to
local issues. The transnational model is more like an ant colony
in operation, with decisions towards the goals of the
organization able to be made in the field, than a conducted
orchestra, with one director pointing out directed tasks.
Question 4.
A biblical worldview can be applied first by remembering
Philippians 3:13-14 (NKJV) which states”13Brethren, I do not
count myself to have apprehended; but one thing I do, forgetting
those things which are behind and reaching forward to those
things which are ahead, 14 I press toward the goal for the prize
of the upward call of God in Christ Jesus.” For-profit
organizations are in the business of enterprising and making
money. This must be balanced in accordance with the word of
God and not to be done out of greed or pursuit of power. God
wants us to prosper, but without sacrificing our values and
ethics. 1 Timothy 6:10 (NKJV) states: “For the love of money is
a root of all kinds of evil, for which some have strayed from the
faith in their greediness and pierced themselves through with
many sorrows.”

9. References
Daft, R. (2016). Organization Theory & Design . In
Organization Theory & Design. Boston, MA: Cengage Learning.
Elon University School of Communication. (2019, April 6).
1960s-1990s Internet. Retrieved from Imagining the Internet A
History and Forecast: http://www.elon.edu/e-
web/predictions/150/1960.xhtml
Johnson, M. (2018, May 29). How Ford Is Thinking About the
Future. Retrieved from Harvard Business Review:
https://hbr.org/2018/05/how-ford-is-thinking-about-the-future
Reeves, M. &. (2017, February 27). An Agenda for the Future
of Global Business. Retrieved from Harvard Business Review
Leadership: https://hbr.org/2017/02/an-agenda-for-the-future-
of-global-business
The Library of Congress. (2019, April 7). American Memory:
Today in History: July 30. Retrieved from The Library of
Congress American Memory Home:
http://memory.loc.gov:8081/ammem/today/jul30.html
Wahleithner, G. (2017, September 22). Tablets in the
Classroom: Beneficial? Retrieved from The Classroom of the
Future:
https://sites.tufts.edu/gwahleithnercapstoneblog/2017/09/22/blo
g-post-2/