Freeman-Brown Case Study. Interaction With External Environment.

Discussion Question 3.1: Why is it important for an organization to study and understand its external environment?

They failed to want to work together to help the whole community. Each manager, is either bias to all indigents, or indigents not of their race. They needed to work collaboratively to meet the patients’ needs.

The open systems model can be used to diagnose these problems, identify their causes, find the best solutions, and provide recommendations (Harrison, 2004).

During the interview Tillman Freeman III demanded information from his wife pertaining to her have multiple affairs. It appeared to me he wanted to make her suffer emotionally. Tillman Freeman III continued to ask Candice Freeman about who she was sleeping with. During the interview he asked Detective J. Figueroa to call an individual suspected of sleeping with his wife. During the phone call Tillman Freeman III told the male Serenity Freeman was his child. After the phone call was completed Tillman Freeman continued to accuse Candice Freeman of having an affair. After Candice Freeman left from the interview room, Detective J. Figueroa continued to talk with Tillman Freeman III. During the conversation Tillman Freeman III agreed to take Detective J. Figueroa to where the children were, which was somewhere in Hoke County.

The chapter opens with a case—Robert F. Kennedy High School—depicting the many problems facing David King, the new principal of a deeply troubled urban high school. A school that opened with high hopes only a few years ago now finds itself mired in conflict and dissatisfaction. King’s first meeting with his new administrative staff produces a blow-up in which a male housemaster physically threatens the chair of the English department. By the end of the case, the situation feels overwhelming. Is there hope? The authors follow

The Board of Directors of Taylor International Academy (hereinafter the “Academy”) established a reauthorization committee prior to the expiration of our charter agreement with Central Michigan University. Tom West and I served on the committee, and after Tom West’s resignation, Dr. Renita Clark served on the committee with me. On or about October 28, 2014, Barbara Zeile of Central Michigan University sent the Academy a letter indicating that “Academy’s academic performance over the course of the initial five-year Contract has remained persistently and unacceptably

In the case of Dana Hall, the institution was doomed to be a failure due to its inability to operate on a daily basis. In addition, the lacking of potential applicants was also a serious matter as well as the short-lived of leadership in the four years that the school was opened. This solution to modernize the institution was a critical factor in determining the school existence. However, with this new manager on-board, this organization would be heading to a new direction. The recommendation to buildup the momentum was to simply focused on accumulating results by practicing the necessary skill such as discipline to invest in the community with enthusiasm (Collins, 2001, p. 174). Moreover, Collins (2001) described that “the good-to-great companies

This paper analyzes the case study of Valley Community College (VCC), which is one of the oldest community colleges in the nation. Since its inception in 1910, it has grown and expanded to over 25,000 students, and a faculty of 1,500. The largest student population consists of 38% Latino, followed by Whites, Asian Americans, African Americans, and Native Americans. The College is now operating at maximum capacity and has a waiting list for each location. In order to meet the growing demands of the community, temporary classrooms have been setup in a large portable trailer. Due to the financial pressures of the institution, a new building is currently not an option. In addition, many of the faculty members and administrators are expected to retire, which is affecting faculty and staff workloads as well as tension of program accreditations. These concerns are impacting the entire campus morale.

After reviewing the readings, I identified three areas I would invest the majority of my resources for constructing a strategy to advance the stability of higher ED infrastructure: mental health services, response partnerships, and campus alert systems. The best approach always begins at the prevention and mitigation phase. I believe these areas are not only critical to the success of the final recovery phase but can be less intrusive on organizational budgets. For instance, the cost to remodel buildings for locking systems or advanced security systems may be overwhelming for a smaller institution to incorporate. Although, there are methods to supplement these costs via partnerships, grants, entry fees, and private investments (i.e., alumni donations). In lieu of such luxury, higher ED should focus on what they have control over at the present moment.

Rosemont Behavioral Health Center is Columbus, the state of Ohio and provides physical, mental, spiritual, and emotional wellbeing among families and troubled youth. The organization has been committed to providing help to children in need and is always dedicated to the healing and renewing of youths who have been troubled or abused. It does all these through offering unconditional acceptance, treatment, education, counseling, and hope with regard to the urgent need of the troubled or abused youths. This institution understands that the youth can only be more productive in the society when they are fully established mentally, emotionally, physically, and spiritually. The institution is currently facing a problem according to the case study. It used to have two locations, which included Rosemont-Jackson and Rosemont-Bay Saint Luis. Rosemont used to be on the market for about $2.5 million. In the two locations, the institution’s equipment and furniture were very old and worn out although the institution managed to get a buyer. In this regard, the financial broker was Cates Lewis. He undertook the organization as his brother held the CEO position and hence managed the organization. However, the organization ended up with huge financial issues only within as short period of their leadership (Case Notes).

Marguerite just yesterday was put on the stand to confess if Freeman truly raped her a few days before she was put in the hospital for what her mother diagnosed as the measles. According to Marguerite, Freeman made her promise to not say award about the raping or else (he threatened) he would kill Bailey, her beloved brother. Marguerite, the strong girl she is kept her mouth shut to keep her family safe but, she was unable to keep her promise to Freeman when her drawers filled with blood slipped out from beneath the mattress. at that moment police began to get involved and track down Freeman. Yesterday, Freeman was declared guilty and sentenced to jail for raping an eight year old girl. Freeman escaped from jail shortly after and was found

The required reading for week three continued building on earlier schools of thought on organizational environments and systems with particular emphasis on open systems. Although the central themes to this collection of readings concentrate on open

Organizations are social entities that are goal directed, are designed as deliberately structured and coordinated activity systems, and are linked to the external environment (Kirst-Ashman, 2011). The four main parts of that definition are social entity, goal directed, deliberately structured, and link to external

Organizational environments: Reciprocal relationships exist between an organization and environments; information systems provide organizations a way to identify external changes that might require an organizational response.

Organizations are open systems and must relate to their environments. They must acquire the resources and information needed to function; they must deliver products or services that are valued by customers. An organization 's strategy--how it acquires resources and delivers outputs--is shaped by particular aspects, and features of the environment. Thus, organizations can devise a number of responses for managing environmental interfaces, from internal administrative responses, such as creating special units to scan the environment, to external ,collective responses, such as forming strategic alliances with other organizations.