Abstract
This chapter considers the lack of knowledge by both non-profit and for-profit organizations in building business models and developing global managerial strategies; as well as, considers the need for organizations to understand open transformation of organizational structure with an autonomous mindset of each stakeholder and unification of the organizational system. The focus of perspectives points to what is needed to understand behavior stemming from the culture of the organization and what it takes to structure or restructure its culture to fit with the 21st century's demands and growing global perspectives. Explanations are given as to how some theories and disciplines need to band together to bring out deeper meanings of phenomena to address managerial and leadership strategies. There are six figures and one table highlighting developmental processes of successful organizational systems. These will be used as roadmaps in developing on-going constructs to navigate assessments, training, and transformation processes of an organization.
TopBackground
Managerial strategies are essential to growth, change, and development of a new mindset for the adaptability of ongoing economic advancement for both non-profit and for-profit organizations. For decades, managerial strategies focused on the analysis of a for-profit organization’s strengths, weaknesses, opportunities, and threats (SWOTs). Non-profit organizations are known to mimic these types of strategic concepts, although they are proven to be ineffective (Alexander, 2000; Eisenberg, 1997; Kong, 2008); but, why ineffective? Once SWOTs are discovered, what should be done next? Managerial strategies are on-going and must consider the next step to maintain strength, improve weakness, take advantages of opportunities, and diminish the threats. Organizations not knowing what to do after finding SWOTs appears to have a direct cause of ineffectiveness. According to Eisenberg (1997: 334), much of the non-profit world has adopted some of the worst, not best, practices of corporations.
Key Terms in this Chapter
Cultural Distance: The differences of cultural values amongst countries, organizations, and stakeholders.
Open Transformation: An on-going process of incoming and outgoing communications addressing new demands, increasing CQ and knowledge on organizational behavior in view of social, psychosocial, philosophical, and psychological development.
Spirituality: Goodness and truth within or self-actualization.
Intellectual Capital: Wealth created by investments in intellect, experience, skills, information, knowledge, training, technology, spirituality, autonomism, Unitarianism, and customer relations.
Phenomenology: A methodology for exploring human experiences in management studies, as well as other disciplines.
Tie-Formation: A process that examines how a combination of various factors influence organizational relationships and structural transformations.
Autonomous: Having the right or power of self-government to capably exist independently and respond, react, or develop independent of the whole.
Perspective-Taking: A cognitive process that allows one to imagine or picture the world from someone else’s viewpoint or lens.