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Management of Organizational Capacity

Topic: Management of Organizational Capacity [Final paper]

Section 1


Be that as it may, there are quite a number of steps that can be categorically considered
in conceptualizing the ideological construct of an assessment process. The paper examines five
key steps to define clearly and establish an evaluation process by demonstrating the credibility
on how the organization capacity can be exclusively managed.On same note, the idea of
establishing the creation of assessment process has not only helped large non-profit
organizations realize success but has also enabled such organizations perform in the
competitive environment (Argote, 2012). An ideal case study for this concern is the YMCA
organization. The underlying key steps considered in this paper include: Becoming well
acquainted with the organization’s structure,Evaluation of organization’s capacity or
assessment survey. It also provide insights Virtual focus group,involving the ideology of key
informant interviews and taking an active part in the sites visits (Armstrong & Taylor, 2014).
Step 1: Becoming well acquainted with the organization’ structure, culture, and
assessment requirements
This first step conceptualizes the social construct of developing a comprehensive
assessment process. This step explicitly establishes an idealistic understanding of the culture of
the organization and the assessment protocols, particularly through developing an ideal
platform for scrutiny concern in the context of the capacity of the organization. This concern
has been quite essential in helping large non-profit organizations such as YMCA establish a
high level management of capacity development (Burgelman, 2012). A comprehensive study of
the culture and organization’s ability will conceptualize an ideal general sense to further refine
a modality that will meet the organizations’ goals and objectives. Ideally this could help offer
an alternative solution to issues surrounding the authenticity of the organization’s structure and
culture. This first step creates the way for the organization to understand the reasons as to why


they want to take part and engage in the assessment process. This step will ensure capacity
building at the initial stages of the assessment process that definitely gives hope to realize
success at the end of the assessment process (Malen et al., 2015). On the same note, the first
step gives an objective opinion to fully develop a deeper comprehension of the organization
culture and sustainability practices. This creates an ideal platform to ensuring future certainty in
the evaluation of the future capacity assessment and organizational success. As observed by
Grant et al.(2004), the social perception of becoming well acquainted with the organization
culture and structure enables the organization to successfully determine its area of strengths and
weaknesses. Additionally, the first step enables the organization’s personnel to come to friendly
terms in pinpointing on the considerable framework and modalities for carrying out a
convincing capacity assessment process (Gold & Arvind, 2001).
Step 2: An evaluation of the capacity/assessment survey
This step considers the ideological construct of carrying out the implementation and
thorough scrutiny of the capacity assessment survey. This step conceptualizes the objective
opinion of selecting a survey tool as the primary data collection technique. This objective
definitely defends the idea that surveys are a cost-friendly modality for getting recommendable
communicable information from a large population (Jamalli et al., 2015). Realistically,
assessment survey comes out as the only ideal option in the evaluation of the capacity
assessment process. This is because it establishes the opportunity of accessing a larger sample
that will convincingly act as an idealistic representative of the entire organization’s ability,
considering the limiting factors such as resource constraints and time(Cummings &Worley,
2014). Most notably, it is quite essential to consider the fact that the content of the survey tool
can be amended dependingon the urgency and the purpose of the information describing the


type of study and the outcome evaluation. The assessment survey considers the application of
data management systems and the use of logic theory to explicitly carryout a substantive
outcome scrutiny that would ensure participant’s satisfaction (Mills & Smith, 2011).
Step 3: Virtual Focus Group
The ideological notion of considering the essentiality of virtual focus group is to;
adequately establish an objective opinion to fully take note of the factors that pose greater
influence on the evaluation of the survey results at a significantly lower capacity. In as much as
traditional focus groups has been applied in the previous researches, the concept of the focus
group come out as an idealistic modality of taking note of the organization perception and
beliefs, particularly in situations involving evaluation of capacity assessment (Grant & Baden-
Fuller, 2004). The virtual focus group gives the organizations’ personnel the audacity to build
trust on one another, through lively discussions. And this objectively plays a significant role in
helping the organization realize success in the competitive environment(Grant et al., 2004).
Realistically, the consideration of virtual focus groups in the creation of the assessment process
help in the quick collection of qualitative information from the multiple personnel within the
organization. This considerably would tremendously contribute to the time and the cost needed
in conducting and creation of the assessment process (Malen et al., 2015). The consideration of
the of virtual focus group in the creation of the assessment process is perceived as a low
evaluation capacity. Since the groups will not only base their arguments on their own
perspective but also consider other opinions from different responses, particularly in situations
where their competency id doubted in the evaluation of topics.


Step 4: Key/ chief informant interviews
The key informant interviews, as the fourth step is always perceived as one-on-one
interrogation. Where, the personnel of the selected organization are put to task in the evaluation
of the capacity of assessment of the organization in question. Collectively, this step offers a
confidential platform for addressing the areas that need evaluation for the organization to
realize success at the initial stages of assessment creation(Burgelman, 2012). Interviews are
selected as a requisite modality for providing an in-depth communicable information as they
gauge the capacity of the understanding of assessment creation and the terminologies
conceptualized in the survey. Key informant interviews are most commonly selected to define
the essentiality of medium size (Grant et al., 2004).This notion provides a friendly overview of
the idealistic opportunities to gather numerous and rich qualitative to address the ideology of
assessment creation extensively. Realistically, this will give space to share diverse information
with regards to assessment creation and evaluation strategies. Hence the step serves as a
communicable theory and a model for assessment creation and capacity building.
Step 5: Site visits
Site visits are primarily preferred in the assessment creation as it tends to gather and
presents a detailed data concerning the operations of the organizations’ activities from multiple
personnel in a broad range of functions and idealistic roles. In view of the previous researches,
site visits has been extensively perceived as a recommendable data collection modality(Gold &
Arvind, 2001). These visits ensures high capacity building and creates an ideal platform to
exclusively conceptualize models and approaches in validating the credibility of establishing
assessment evaluation process(Grant et al., 2004).


Section 2
Variables that influence organization’s capacity
In view of the previous researchers, exclusive establishment and management of the
organization’s ability basically depends on the competence, leadership skills and potential,
functional collaboration with other agencies and effective management.Realistically, the
essence of considering competency in outlining and defining the performance of an
organization helps spans the sense of responsibility to explicitly establish an idealistic
mechanism for addressing the organization drawbacks(Grant & Baden-Fuller, 2004). The idea
of considering highly skilled and competitive leaders in the management of the organization
helps create an idealistic patterns of relationships to effective come up with an objective
opinion on how to deliver quality service(Gold & Arvind, 2001). The ideological construct of
the shared leadership and collaboration helps establish a formal technique of task sharing and
coordination that would enable the organization to realize success. Additionally, efficient
management creates an ideal platform for the organization to consider independence as a
number one priority in its endeavors for economic performance and quality service delivery.
Analysis and conceptualization of the advantages and disadvantages of
outsourcing, alliances and partnership in building organization agility and capacity
In view of the benefits of outsourcing and partnership in developing the organizations’
capacity, the idea of shared leadership potential come out to be quite essential to establishing
the fact that two heads are better than one. On the same note, if the knowledge and competency
are borrowed from a different organization, the high sense of opportunity for income splitting is
developed. Ideally this would create a chance for resultant tax savings(Argote, 2012). In


addition, the idea of collaborating or rather outsourcing would ensure an easier modality to
change the organizations’ legal structure in a situation where circumstances do not go as
expected. Another advantage of alliances in building the capacity of the organization is that
there is limited external regulation, particularly in handling matters pertaining to policy
enactment (Jamali et al., 2015).
In view of the disadvantages of outsourcing, partnership and alliances, the liability of
the two collaborating parties regarding the debts of the organization is unlimited. On the same
note, unions are liable for their debts in the partnership pact as well as the being liable for all
the incurred debts in the organization. When such situations are experienced, there are typically
high risks of disagreements between the two collaborating parties. Ideally this would affect the
quality of economic performance in the competitive environment (Cummings & Worley,
2014). Another disadvantage that come out quite significantly is experienced in situations
where individuals may want to join or leave the alliance. In such situations, all the parties will
to value all the alliance assets this would be quite costly.
Variables that impact and influence the potential models of partnership
There are quite a number of variables that would exclusively pose an impact on the
essentiality of cooperation and alliances. The first variable to adequately address this concern is
the size of an organization. Most notably, a larger will develop a higher sense of coordination.
Articulate sense of coordination ensures active participation of the decision makers in all the
departments of the organizations (Argote, 2012). Hence, when the organization is large there is
high possibility that it has several professional with various skills and competence. And this
will help boost human capital development and maintain the outstanding performance of the
organization in the competitive environment. The culture of the organization also plays an


essential role in influencing the potential theories of partnership. When business culture is
deeply rooted in the skills and professionalism creation, it will be highly profitable and
competitive and most organizations would want to be associated with it. Additionally, the
mission of the organization also speaks a lot under the umbrella of ensuring quality service
delivery and employment creation (Burgelman, 2012). This is because it creates an ideal
platform for the collaborating parties to come together and present an objective opinion to
adequately address the concern of capacity development.
Models that HR considers in assessing different types of partnerships
There are two major models that the HR considers in evaluating different types of
partnerships. The first model that is considered is the theory of group behavior. Most human
resource managers consider the ideological construct of group behavior to adequately enable
them create an ideal platform for assessing different types of partnerships (Gold &Arvind,
2001). This model focuses on shared leadership potential significantly to avert the challenges
that arise in situation where the competency of the personnel is doubted. The second model that
is considered is theory of group development. A comprehensive conceptualization of this
model helps the business partners to consider transformative social change that would
adequately enable them to set up realistic goals and objectives and become very competitive in
the market.
The idea of becoming well acquainted with the structure and the culture of the organization
needs to be accorded requisite attention. This is because it has always established an ideal
platform for capacity development for most organization since the dawn of time. In view of the


previous researches, the fundamental idea of taking an active part and engaging in the evaluation
creation has always enabled most organization across the globe to realize success in the
competitive environment. Hence, the need for current organizations to engage in the evaluation
process by taking note of the data collection modalities such involving focus groups and taking
part in the assessment survey is inevitable.




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Developing Organizational Capacity for Implementing Complex Education Reform
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