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Management of Organizational Capacity

Topic: Management of Organizational Capacity [Final paper]


The paper explores quite a number of previous studies, more specifically studies that
bring out the authenticity of incorporating partnership, alliances and outsourcing in creating the
assessment process and building the capacity of organizations. The idea brought out by the
paper is quite exclusive in sensitizing the fact that partnership takes the center stage in defining
the objectives of the alliances to the concerned parties (Argote, 2012). In such situations, the
parties are expected to fully understand all the requirements of the union to avoid controversy
in matters pertaining to outcomes and profits made by the organization. The paper brings an
exclusive aspect of the ideology that the intervention of the competent parties is highly needed
in a bid to effectively address matters pertaining to capacity development and employment
creation (Armstrong & Taylor, 2014). Besides, developing a clear perspective when the
engagement and involvement of all the parties is necessary is quite significant in oversight. The
content of this study explores the essentiality of the involvement of negotiations and
considering the requisite potentiality and competency of the concerned parties in developing an


ideal alternative for determination and delivery oversight. The paper also explores numerous
academic journals to present a comprehensive and appropriate decision making process,
particularly through the consideration of the flowchart. This idea expresses the sole purpose of
outlining and defining the essentiality of building agility and capacity development in large
non-profit making organizations.
Keywords: Evaluation Capacity Building, Organizational Capacity

The idea of partnering and forming alliances to help solve the challenges incurred by
large nonprofit organizations is an excellent idea that needs to be accorded requisite attention.
On the same note, to give an extensive attention to the issues and concerns of the organization,
leaders and human resource managers of the organization need to become well informed and
acquainted with the culture and structure of the organization (Burgelman, 2012). In addition,
when both the parties develop an idealistic perspective on the progress of capacity building and
development of the organization, controversies that may come as a result of the concerned
parties developing unclear perceptions and feeling the expectation of the comapany may not be
promising. Hence, when the personnel of the organization fully understand the culture of the
organization they would be very resourceful when consulted, particularly on matters
concerning the improvement of the economic performance of the organization in the
competitive environment (Malen et al., 2015).
Involving the competency of the organizational leaders in the decision making process
has been very significant in championing for the success of the assessment process for quite a


number of large nonprofit organizations. The underlying concern of coming up with the idea of
partnership and alliances is to help solve organizational issues and drawbacks for purposes of
realizing success (Grant et al., 2004). Realistically, the ideological construct of conceptualizing
team work and shared leadership potential help instill the perception of hope and certainty in
the personnel of most non-profit making organizations. In addition, once the concern of
promoting the organization’s performance is successfully achieved, most notably with the help
of assessment process, the organization in question will be in a good position to pinpoint the
considerable framework for creating modalities (Gold & Arvind, 2001). As a result, the sole
purpose of determining the essentiality of collaborative leadership will be realized.
The idea of considering the concern and perspective of leaders in the assessment survey
is very developmental in addressing issues concerning implementation and the establishment of
strategic planning for several nonprofit organization. A comprehensive report from the
assessment survey will create an opportunity for most companies to determine the overhead
costs that may jeopardize their outcome evaluation processes (Jamalli et al., 2015). The fact
that the assessment survey offers an idealistic platform for access to larger samples offers the
concern parties and organizational leaders the audacity to determine the ability and
performance of the organization. On the same note, this idea could also help establish a
situation where the limiting factors such as resource constraints and time are extensively
brought under consideration with an intention of economy actualization and resource
mobilization (Grant & Baden-Fuller, 2004).
In view of the credibility and validity of the assessment survey, most organizational
leaders are expected to take an active participation in the survey to develop courage with an
exclusive intention of convincing the partners and alliances on the description of the type of


study and the outcome evaluation. When the issue of considering the application of data
management systems and the conceptualization of the logic tenet is categorically brought under
consideration, most alliances will adequately understand what is required of them (Grant et al.,
2004). Hence, the controversy that would be experienced as a result of the misunderstanding
would definitely be averted, and this would call for the alternative solutions to address matters
pertaining to the satisfaction of the clients (Malen et al., 2015). Quite a number of nonprofit
organization across the globe tend to encounter a shortcoming of ensuring quality services and
community development. This idea would sensitize the need for the organizational leaders to
consider the aspect of public policy and innovation initiatives to categorically define the
essentiality of incorporating the alliances and partnerships (Burgelman, 2012).
According to Grant et al. (2004), the pressure from the alliances needs to be
exceptionally examined and be accountable, more specifically in helping the organization
realize its position and status in the economically competitive environment. The concern of
taking note of the credibility of the shared leadership potential and collaborative involvement
of the alliances has been on the fore front in engaging most nonprofit organization to take part
in the sustainability practices (Grant & Baden-Fuller, 2004). In view of the previous studies,
quite a number of nonprofit companies tend to concur with the phenomenon of sensitizing the
human capital development and capacity building. This concern would depend on the idealistic
ideology and modality for establishing effective and efficient practices to address the
sustainability concern (Gold & Arvind, 2001). This development could take the center stage in
helping companies undertake effective evaluation of their outcomes and economic
performance. In view of the concern of building the capacity and assessment creation of most
organizations, it would be quite easier and developmental for the organization to enhance high


quality of program development and champion for the authenticity of accountability (Argote,
The concern and trend of establishing an evaluation and capacity building, particularly
through the consultation of a network of partners, is being influenced by the community
development funders. When this idea is conceptually brought under consideration, most
nonprofit organization would have the audacity to improve on their performance and
exceptionally maximize on the use of their resources and investments. A fundamental challenge
that could be incurred by several companies in their endeavors to maximizing on the resource
mobilization and employment creation could encompass factors such inadequate clarity,
particularly with regards to evaluation of capacity development (Jamali et al., 2015). The
sensitization of the concern of governance and leadership has been very categorical in
expressing the credibility of the organizational capacity and assessment creation. Governance
and leadership will definitely help define the structure of the organization and show how the
organization perceives the opportunity of involving alliances in the decision making process.
As noted by Cummings and Worley (2014), an extensive involvement of the ideas of
partners and stake holders in an organization would help establish an objective opinion for
ensuring success and help influence the power of decision making. As a result, the evaluation
capacity of the organization would be positively affected since each and every department in
the organization would tend to conceptualize the ideas of the alliances. Additionally, for a large
nonprofit organization to realize success in the competitive environment, there is need for the
partners and stake holders to determine the credibility of human capital in ensuring capacity
development (Cummings & Worley, 2014). On the same note, the ideological construct of
human capital development is normally considered in situations where the personnel of the


organization in question are in good capacity to conduct thorough scrutiny of the staff
competency and technical skills.
The idea of articulating human capital also plays an essential role in enacting the
competency of the personnel and also offers an ideal platform for providing formal education
and training in the capacity development mainstream. According to Argote (2012), the
essentiality of human capital has been on the forefront in addressing the organization marketing
strategies and participating in the strategic planning initiatives. The concern of involving the
stakeholders of the organization in the marketing strategies and the promotion of financial
development has not only helped address the concern of program implementation but has also
enabled most organizations realize success in their efforts to attain a recommendable capacity
development (Burgelman, 2012). Based on the wide range of responsibilities assigned to the
partners in most organization, the conceptualization of the ideology of assessment creation and
capacity development has not been so skeptical in providing and determining the type and
validity of evaluation experience. The evaluation approaches based on the culture of the
organization has been able to provide directives on the essentiality of collaborative modalities
and the shared leadership potential (Gold &Arvind, 2001).
The idea of considering culture and structure of the organization in determining the
performance has been able to present alternative solutions to issues involving and identifying
the most effective programs to impact on evaluation and capacity building. Development of the
adequate perception and comprehension in the culture of the organization has been perceived
by quite a number of academics and profound scholars as very categorical in outlining and
ascertaining the competence level within an organization (Burgelman, 2012). Establishing an
adequate communicable information on the attitudes of the partners in most large nonprofit


organization help assess their readiness and willingness to take part in ensuring success in an
organization. In view of the culture of an organization, it may be quite unrealistic to present an
objective opinion that assessment creation and capacity building is a complex exercise (Malen
et al., 2015). When this concern is not debated upon, most partners will definitely feel worried
about the success of the organization and will tend not be actively involved in the assessment
process and capacity building exercise.
In addition, the organizational culture and structure has always been considered as a
technique of testing the confidence and awareness of the organization stakeholders with regards
to evaluation and capacity assessment. In view of the YMCA organization, as a large nonprofit
company, the culture of evaluation in the context of assessment creation and capacity building
varies considerably depending on the perceptions of alliances and stakeholders (Grant et al.,
2004). In such situations, other partners may be aware of the need and the essentiality of the
assessment process in driving organization improvement and performance. The consideration
of the personality of the leaders in improving growth and development of most organizations
has been able to clearly define the execution of the assessment process and capacity building
modality. The institutionalization of the modern assessment evaluation has made tremendous
development in encouraging the sustainability practices of both the established and upcoming
organizations (Armstrong & Taylor, 2014).
Quite a number of companies today, more specifically YMCA has shown adequate
improvement by involving organizational leaders in the evaluative thinking in both the local
and international environment. This development has not only enabled YMCA to make
exclusive adjustment in matters pertaining to profit maximization but has also created an
idealistic platform for the organization to realize its fundamental goals and objectives


(Burgelman, 2012). Incorporating the ideas of the leaders of an organization through a
technique of negotiation has been very instrumental in the implementation and assessment of
the capacity building exercises. In addition, it may be quite recommendable to engage partners
and leaders of most nonprofit organizations to come to terms in ensuring the quality of building
and evaluating the assessment process (Malen et al., 2015).
Designing a comprehensive decision making process is quite essential in evaluating
factors concerning partnering with a sole purpose of determining the authenticity of capacity
building in most organizations. Designing a business making process would consider issues
such as how organizations carry out their daily operations, particularly with regards to
assessment creation and capacity building techniques (Gold & Arvind, 2001). A better and
most appropriate decision making process would ensure that the organization in question is
able to compete adequately in the ever changing economic environment. This concern would
not only help improve the quality of the organization’s services but will also enable the
company to be very instrumental in selling the ideas of its decision making processes and its
capability in the competitive environment (Jamalli et al., 2015).
There are quite a number of theories and models that could help address the concern of
an organization assessment creation and capacity building. Most models need to conceptualize
the essentiality of both the validity and reliability of the evaluation exercise. The model of
requisite evaluative thinking is primarily preferred to incorporate the opinions of leaders in an
organization. As observed by Cummings and Worley (2014), developing a clear understanding
of this model may enable the organization address concerns such as customer relationships,
strategic planning, alliances and shared leadership potential. The models and theories
developed in understanding the organizational capacity of the YMCA Company serve as a


guiding framework in defining the assessment process and sustainability practices (Burgelman,
2012). The figure below acts as a flowchart with a sole purpose of the decision processes that
most organizational leaders would adopt to improve business performance and sustainability
practices. The flowchart plays a significant role in outlining the essentiality of human resource
managers to take part in the potential partnerships and collaboration practices. In addition, the
figure also tends to clarify the authenticity of planning and monitoring that most human
resource managers consider in the evaluation of the assessment process and capacity building.

In conclusion, idea of incorporating the fundamental facets of partnership and alliances
in most developing and fully established organizations is an excellent idea that needs to be


accorded requisite attention. In view of the previous studies, most researchers and academic
professionals have always presented an objective opinion that nonprofit organization across the
globe tend to encounter a shortcoming of ensuring quality services and community
development. Hence there is need for future organizational leaders and human resource
managers to consider the aspect of public policy and innovation initiatives. When such policies
are adopted, most organizations would be in a good position to better understand the
essentiality of incorporating the alliances and partnerships in boosting their capacity


Argote, L. (2012). Organizational learning: Creating, retaining and transferring knowledge.
Springer Science & Business Media.
Armstrong, M., & Taylor, S. (2014). Armstrong’s handbook of human resource management
practice. Kogan Page Publishers.
Burgelman, R. A. (2012). Managing the internal corporate venturing process. Sloan Management
Review (Winter 1984).
Cummings, T., & Worley, C. (2014). Organization development and change. Cengage learning.
Grant, R.M. and Baden-Fuller, C. (2004), “A knowledge-accessing theory of strategic alliances”,
Journal of Management Studies, Vol. 41 No. 1, pp. 61-84.


Gold, A. H., & Arvind Malhotra, A. H. S. (2001). Knowledge management: An organizational
capabilities perspective. Journal of management information systems, 18(1), 185-214.
Jamali, D. R., El Dirani, A. M., & Harwood, I. A. (2015). Exploring human resource
management roles in corporate social responsibility: the CSR‐HRM co‐creation model.
Business Ethics: A European Review.
Mills, A. M., & Smith, T. A. (2011). Knowledge management and organizational performance: a
decomposed view. Journal of Knowledge Management, 15(1), 156-171
Malen, B., Rice, J. K., Matlach, L. K., Bowsher, A., Hoyer, K. M., & Hyde, L. H. (2015).
Developing Organizational Capacity for Implementing Complex Education Reform
Initiatives Insights From a Multiyear Study of a Teacher Incentive Fund Program.
Educational Administration Quarterly, 51(1), 133-176.

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