Organisational Capacity Development

Introduction Capacity development may be defined as a process that intends on improving group, organisational, individual, community, or institutional skills in order to implement critical functions, solve problems, define objectives, and deal with issues in a sustainable manner.Advertising We will write a custom coursework sample on Organisational Capacity Development specifically for you for only $16.05 $11/page Learn More Main perspectives on capacity building Organisational capacity building centres on four principal components and these include organisational development, resource development, community linkages, human resources, and services and programming. Organisational development covers, boards, administration and staff. With regard to boards, organisational capacity building ensures that the board functions serve a company’s mission. They also ascertain that boards consider a company’s linkages with communities, as well as the p rograms that it may be engaging in. Furthermore, boards need to think about the administrative and resource issues in their organisation during organisational building (Morley et al., 2001). Organisational development also centres on administration. Here, organisational capacity concerns itself with the administrations’ ability to strengthen procedures, practices and policies so as to make significant progress. Additionally, organisational development in capacity buildings also covers staff. Employees need to complement a company’s efforts by improving their skills and supporting company initiatives (Smilie, 2001). These efforts must all be aligned with a company’s mission. Capacity building also concerns itself with resource development. Here, a firm needs to consider fund development, operations budget and communications. Under fund development, the organisation needs to have a fund development approach that facilitates sustainable and realistic growth (Edward s, 2000). Communications issues are essential in any organisation that needs to develop. In this regard, capacity building allows companies to maximise their attractiveness as well as their visibility within the right segment of the targeted community. In resource development, an organisation must focus on the operations budget. Organisational capacity building entails increasing financial support in order to carry out company operations effectively.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Community linkages are a vital component of capacity building, as well. Here, one must concern oneself with strengthening relationships between various parts of the community and the organisation. Community linkages also involve leadership skills. Organisational capacity building gives companies the ability to increase their leadership expertise. This means that the organisation can be better able to meet its goals and its missions. Lastly, community linkages in capacity building facilitate momentum increments and increases in support thus leading to progress in company missions (Kaplan, 2000). Services and programming are also another essential part of organisational capacity building. They involve program design, strategic activities and company practice. In program design, the company can improve the utilisation of its programs. This allows it to bring value benefits to the program’s targeted users. Strategic activities involve creating a portfolio of support activities, grants and projects that will allow one to achieve full impact in a certain part of the company. Additionally, capacity building causes many firms to strengthen their approaches towards projects or issues that the company had done before. Human resources involve improving the standards and quality of the human resources in a company. This encompasses developing the skills, attributes, percepti ons, values and common sense of the personnel (Ubels et al., 2010). Traditional and modern approaches of enhancing capacity building Senior managers in both traditional and modern companies consider resources as critical components of capacity building. However, the major difference between in these schools of thought is the nature of interventions that companies take to build capacity. The classical approaches advocate for the provision of more resources such as staff, equipment or tools, and finances as interventions in resource use. These adherents believe in quantity or expansion approaches. Modern organisations do not just focus on increasing resources; they also focus on proper management and use of the existing resources. For instance, a company can train its staff members, the board members or volunteers that work with the firm.Advertising We will write a custom coursework sample on Organisational Capacity Development specifically for you for only $16.05 $11/p age Learn More Rapid changes in technology and human resource skills necessitated this changes in technology and human resource skills hence the need to train organisational members (Chabbott, 1999). Furthermore, dwindling resources caused many companies to think of innovative ways of maximising their resources. Changes in technology allow companies that to alter resource use. One method is the use of computer software to handle company routines and internal management. Alternatively, some modern companies use accounting software to handle their transactions. This has eliminated the need for additional staff and time needed to complete paper ledgers. All these issues are causing modern organisations to focus on the quality of resource use rather than quantity. Traditional organisations previously focused on strengthening their capacities through economic methods. In this regard, they believed in using their product mix, their sources of revenue and their marketing act ivities to boost their stability. However, this may not be the only approach for modern organisations. Several of them are embracing political strategies to strengthen themselves. In other words, economic methods are not the only alternative. When doing this, some organisations participate in elections by contributing towards campaigns. Alternatively, others may use lobbying strategies. This focuses on legislators who can then change some of the public policies that affect them. Other firms are working on mobilisation of public opinion. Therefore, modern approaches to capacity building are becoming politically oriented, rather than economically oriented (Hula Jackson-Elmoore, 2000). The rapidly changing competitive landscape has caused modern companies to alter their structures. This means that instead of using hierarchical structures as was the case in traditional firms modern organisations now have heterogeneous approaches (Eade, 2007). This allows companies to maximise the auton omy of their employees as well as their skills and abilities. Such an approach is in line with the need to provide quality rather than quantity in organisational development.Advertising Looking for coursework on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Modern organisations differ from traditional companies because the latter only focused on organisational development while modern ones now combine organisational development with sustainable development. They dwell on strengthening themselves while at the same time preserving the environment. This involves performing one’s economic activities alongside ecological support systems. These concerns do not just reflect manufacturing companies’ orientations; companies in different segments have embraced them and are changing the way the do business. When including this term in their endeavours, companies normally focus on natural, economic and social capital. The three kinds of capital are often not substituted, and when consumed they might not be reversible. Therefore, these three kinds of capital often substitute one another. The biggest challenge to organisations is to strike a balance between resources that are both economical and natural. Many of them use environmentall y friendly processes and facilities to meet this challenge. Conclusion Capacity building involves the development of organisations and resources, establishment of community linkages and development of services and programming. Companies can develop these areas differently depending on whether they use classical approaches or open system approaches. The former entities believed in expanding or increasing resources while modern firms advocate for better management of resources. Furthermore, current businesses believe in implementation of fewer structures and use of uneconomic approaches to strengthen themselves. References Chabbott, C. (1999). Constructing world culture. Stanford, SUP. Eade, D. (2007). Capacity building: an approach to people-centred development. London, Oxfam. Edwards, M. (2000). Enthusiasts, tacticians and sceptics: Civil society and social capital. Kettering review, 39-51 Hula, R. Jackson-Elmoore, C. (2000). Organisational adaptation to changing environments in th ree policy areas. Westport, Quorum Books. Kaplan, A. (2000). Capacity building: shifting the paradigms of practice. Development in practice, 4(10), 517-526 Morley, E., Scott, B. Hatry, H. (2001). Comparative performance measurement. Washington DC, The Urban Institute Press Smilie, I. (2001). Patronage or partnership: local capacity building activities. UNFCCCCC report, 12. Ubels, J., Acquaye-Baddoo, N. Fowler, A. (2010). Capacity development in practice. Capacity, 3, 45-52 This coursework on Organisational Capacity Development was written and submitted by user Ava Becker to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Moral and Gener in Antigone essays

Moral and Gener in Antigone essays As the course Athens to New York begins, four questions are drilled into our heads as the foundations of the course. These questions might as well be Greek to us, for many college freshmen have never been asked these questions before, not to mention required to take a course that is focused mainly on these questions. The questions force us to look deep within ourselves, to investigate what our beliefs and morals consist of and how they originated. The questions in relation to the readings also force us to compare our beliefs and morals to those of other civilizations. Two of these questions have a strong meaning in the book Antigone by Sophocles. These questions are how do individuals and communities respond to differences in race, class, gender and ethnicity and what does it mean to be moral, ethical or just. Not only do these questions pertain strongly to the book, but todays society can strongly relate to these questions and the impact they have in the book as well. In ancient Greece, women were inferior to men, for they were expected to stay home all the time and keep the house. In fact, the only women who were ever outside of their house were usually courtesans or hereartas. The families of ancient Greece were very strong, for the poleis consisted of many extended families. Gender issues are very apparent in Antigone, and these issues lead to why Antigone breaks Creons man-made laws and followed the divine laws that Antigone felt was moral and just. The gender problems in ancient Greek society and Antigones refusal to follow the man-made laws of the land are important aspects of the play, for the gender and class problems in her society were the reasons that she did what she felt was moral, ethical, and just and therefore lead to her death for the honor of being able to bury her brother. One of the questions for the course Athens to New York is how do individuals and communities re...

Chapter questions Essay Example | Topics and Well Written Essays - 250 words - 3

Chapter questions - Essay Example Future challenges that demand continued and strengthened collaboration include the dynamic nature of health condition that identifies emergence of new complications, need for unity among players in the global health issues, and the factors â€Å"that have encouraged the development of public-private partnerships for health† (Skolnik 359, 360). The public-private partnership refers to a framework in which parties from both public and private sectors collaborate in efforts to ensure more effective health care. The partnership might be valuable because of its pooled interest and resources that can meet different needs that could not be met by the parties if they were to work independently within their sectors’ interest and resources. The private sector, for example, has resources but are not willing to venture into care initiatives with low returns an interest that exist in the public sector. The partnership pools the sector’s interests and resources (Skolnik 350). Addressing the problems requires cooperative action because the problems affect wider regions and across international borders and only collaborative efforts across all the affected regions can tackle the problem comprehensively (Skolnik