Introduction To Organizations And Stakeholders This Week

Introduction organizations And Stakeholders this Week We Will Explore

Introduction: Organizations and Stakeholders This week, we will explore organizational and team structures, as well as emerging stakeholders, and the concept of systems thinking. Some organizational structures deter systems thinking, while other structures enhance the concepts. Leading and managing virtual teams can have challenges that differ from leading and managing co-located teams. Finally, we will consider the difference between shareholders and ‘emerging’ stakeholders. Be sure to review the required resources and perform a search using the NCU Library or websites of your choice (not Wikipedia).

Review the resources listed in the Books and Resources area below to prepare for this week’s assignment(s). Books and Resources for this Week: Websites Reference Instruction Free Management Library Read Website Resource Griffin, D. (2014). The structure of a boundaryless organization. Read Website Resource Sterman, J. (November 25, 2013). Making systems thinking more than a slogan. Read Website Resource Document/Other Reference Instruction Freeman, R. E. (2009). Shareholders vs. stakeholders - Friedman vs. Freeman debate [Video File]. View Video Freeman, R. E. (2009). What is stakeholder theory [Video File]? View Video Activity Description Review the required resources and perform a search on organizational structures, virtual teams, and traditional teams. Use the NCU Library or external websites (not Wikipedia) to locate a minimum of two additional resources. It is recommended that you review the requirements for the assignment due in Week 8 (Signature Assignment), as portions of this assignment may be used in the final assignment presentation.

Respond to the following in an analytical report: · Describe three organizational structures, including the matrixed structure. Provide two positive attributes and two negative attributes of the matrixed design. · Elaborate on the concepts of general systems theory / general systems thinking and boundaryless organizations. Interpret how systems thinking and boundaryless conditions can be positive characteristics in an organization. · Evaluate the challenges and opportunities of managing diverse virtual teams and managing diverse traditional teams. Provide two positive attributes and two negative attributes for each team design (virtual and traditional). · Summarize the difference between shareholders and stakeholders. Expound upon the concept of emerging stakeholders. Length: 3-5 pages not including assignment cover sheet, title page, and references page. Begin your assignment with the NCU cover sheet, followed by a title page, and then an introduction, where you will state the purpose of the paper. Use topic section headings for each of the bullets (centered and bolded). Remember to cite your sources within the text of your document. End with a concluding paragraph, followed by the references page. If you have in-text citations, they must appear on the references page. Your response should demonstrate thoughtful consideration of the ideas and concepts presented in the course by providing new thoughts and insights relating directly to this topic. Your response should reflect professional business writing and current APA standards. Upload your assignment using the Upload Assignment button below.

Paper For Above instruction

This analytical report explores various fundamental aspects of organizational structures, systems thinking, and stakeholder theory within modern business environments. It aims to provide insights into how different structures and approaches influence management effectiveness, especially in diverse and virtual team settings, and how evolving stakeholder concepts reshape strategic priorities in a globalized economy.

Introduction

The purpose of this paper is to analyze key organizational frameworks and conceptual models that underpin contemporary management and leadership practices. By examining different types of organizational structures, the application of systems thinking, challenges associated with managing virtual and traditional teams, and the evolving landscape of stakeholders, this discussion will synthesize current research and practical implications for effective organizational management in the twenty-first century.

Organizational Structures and the Matrixed Design

Organizations adopt various structural configurations to align resources, streamline decision-making, and foster innovation. The three primary organizational structures include functional, divisional, and matrix structures. The functional structure groups employees by specialized functions such as marketing, finance, or operations, promoting operational efficiency but often hindering interdepartmental communication (Daft, 2016). The divisional structure segments the organization by product, geography, or customer type, allowing flexibility and localized decision-making, but potentially leading to duplication of resources (Jones & George, 2019). The matrix structure blends functional and divisional forms, aiming to leverage advantages of both but introducing dual reporting relationships that can complicate accountability (Griffin, 2014).

Positive attributes of the matrixed design include enhanced flexibility and multidimensional communications, fostering collaboration across different parts of the organization. However, challenges such as role ambiguity and potential conflicts between managers may impair organizational clarity and decision-making effectiveness (Sterman, 2013).

Systems Thinking and Boundaryless Organizations

General systems theory, originating from biology and engineering, conceptualizes organizations as complex, interconnected systems. Systems thinking emphasizes understanding relationships, feedback loops, and patterns rather than isolated parts (Sterman, 2013). Boundaryless organizations, a concept popularized by Griffin (2014), removed traditional barriers such as borders and hierarchy, promoting information sharing and fluidity across boundaries. These characteristics enable organizations to adapt rapidly and innovate by viewing the enterprise as an interconnected network rather than siloed units.

Such boundaryless and systems-based approaches foster agility, improve communication, and support holistic decision-making. They enable organizations to respond more effectively to environmental changes, technological advances, and global competition by viewing the organization as part of a broader ecosystem.

Managing Virtual and Traditional Teams

Managing diverse virtual teams presents unique opportunities and challenges. Positively, virtual teams offer increased flexibility, access to global talent, and cost savings on physical infrastructure (Tetenbaum & Laurence, 2011). However, hyper-dependence on technology can impair communication richness and lead to misunderstandings. Challenges include maintaining team cohesion, building trust, and managing time zone differences. Negative attributes include potential feelings of isolation and difficulty in monitoring performance (Cascio & Shurygailov, 2003).

Conversely, traditional teams benefit from face-to-face interactions that foster immediate feedback and stronger personal bonds. They facilitate clearer communication and easier conflict resolution but may be limited by geographical constraints, higher relocation costs, and less flexibility (Duarte & Snyder, 2006). Their limitations in adapting swiftly to global or remote operational demands pose strategic risks in dynamic markets.

Shareholders versus Stakeholders and Emerging Stakeholders

The distinction between shareholders and stakeholders is pivotal. Shareholders are individuals or entities that own shares in a company and seek financial returns from their investments (Freeman, 2009). Stakeholders encompass all parties affected by the organization’s actions, including employees, customers, suppliers, communities, and regulators. While shareholders focus on profitability, stakeholders emphasize organizational sustainability and social responsibility (Freeman, 2009).

Emerging stakeholders are new or growing groups whose influence on organizational strategies intensifies over time. Examples include activist groups, environmental organizations, or digital communities shaping corporate reputation and policies. Recognizing these stakeholders is essential for organizations seeking long-term viability in a socially conscious and interconnected world.

Conclusion

This exploration highlights the importance of adaptable organizational structures, holistic systems thinking, and evolving stakeholder paradigms in contemporary management. Understanding the advantages and challenges of various team configurations and stakeholder groups enables leaders to craft strategies suited for a rapidly changing global environment. Embracing systems approaches and stakeholder engagement are vital for future-proofing organizations against uncertainty and fostering sustainable growth.

References

• Daft, R. L. (2016). Organization theory and design. Cengage Learning.
• Duarte, D. L., & Snyder, N. T. (2006). Mastering virtual teams: Strategies, tools, and techniques that succeed. Jossey-Bass.
• Freeman, R. E. (2009). Stakeholder theory: The state of the art. Cambridge University Press.
• Gallagher, J., & Krueger, P. (2013). The global market. [Video]. MBA5102-8 Assignment 1 Video.
• Griffin, D. (2014). The structure of a boundaryless organization. Read Website Resource.
• Jones, G. R., & George, J. M. (2019). Contemporary management. McGraw-Hill Education.
• Sterman, J. (2013). Making systems thinking more than a slogan. Read Website Resource.
• Tetenbaum, T., & Laurence, H. (2011). Leading in the chaos of the 21st century. Read Article.
• Northcentral University. (2023). Academic integrity and APA style resources.
• Additional references can include scholarly articles on organizational design, systems theory, and stakeholder management from journals such as the Journal of Business Ethics, Organization Science, or Strategic Management Journal.