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Management of Organizational Capacity

Section 1: Begin Writing Final Paper (5–7 pages) (A2-W1)

For the first section of your Final Paper, you will identify and analyze five key steps you believe are necessary to create an assessment process and establish a sequenced flow. This should demonstrate your understanding of how organizational capacity is built and managed.

As you write Section 2 of your Final Paper, consider the variables that influence organizational capacity, and analyze the advantages and disadvantages of outsourcing, alliances, and partnerships in building organizational agility and capacity. As you evaluate potential models of partnerships and alliances for your chosen organization, note the variables that impact and influence them (e.g., size, culture, or mission). Acknowledge other models HR professionals use in assessing different types of business partnerships and evaluating opportunities to create organizational leverage.


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. The underlying key steps considered in this paper include: Becoming well acquainted with the organization’s structure, Evaluation of an organization’s capacity or assessment survey. It also provides insights Virtual focus group, involving the ideology of key informant interviews and taking an active part in the sites visits.

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. 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 organization,s goals and objectives (Grant et al., 2004). 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. 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 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.

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. 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 (Grant et al., 2004). Most notably, it is quite essential to consider the fact that the content of the survey tool can be amended depending on 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 carry out substantive outcome scrutiny that would ensure participant’s satisfaction.


Step 3: Virtual Focus Group

The ideological notion of considering the essentiality of the 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 have been applied in the previous researches, the concept of the focus group comes out as an idealistic modality of taking note of the organization perception and beliefs, particularly in situations involving evaluation of capacity assessment. 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. The consideration of the of the 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. Interviews are selected as a requisite modality for providing 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 have been extensively perceived as a recommendable data collection modality. These visits ensure high capacity building and create an ideal platform to exclusively conceptualize models and approaches invalidating the credibility of establishing an assessment evaluation process(Grant et al., 2004).

Section 2

Variables that influence the organization’s capacity

In view of the previous researchers, exclusive establishment and management of the organization’s ability basically depend 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. The idea of considering highly skilled and competitive leaders in the management of the organization helps create an idealistic pattern of relationships to effective come up with an objective opinion on how to deliver quality service(Grant et al., 2004). 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(Grant et al., 2004). 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.

In view of the disadvantages of outsourcing, partnership and alliances, the liability of the two collaborating parties regarding the debts of the organization are 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. Another disadvantage that comes out quite significantly is experienced in situations where individuals may want to join or leave the alliance. In such situations, all the parties will value all the alliance assets this would be quite costly(Grant et al., 2004).

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. 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 (Grant et al., 2004). 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. 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 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 to create an ideal platform for assessing different types of partnerships. This model focuses on shared leadership potential significantly to avert the challenges that arise in a situation where the competency of the personnel is doubted. The second model that is considered is the theory of group development(Grant et al., 2004). A comprehensive conceptualization of this model helps the business partners to consider the 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 the 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 as involving focus groups and taking part in the assessment survey is inevitable.


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.

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