Evaluation Capacity Building, Organizational Capacity
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Abstract
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, 2012).
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 essentiallity of incorporating the alliances and partnerships in boosting their capacity development.
References
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. https://eric.ed.gov/?id=EJ1048792
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