Susan Komen Foundation: Learning and Growth Processes

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Table of Contents

Introduction
Organization’s Learning and Growth Processes
Conclusion
References

Introduction

The organizational learning and growth perspective is the analysis of an organization’s ability to maintain the capability of its assets. It involves the creation of good environmental conditions in the company that promotes innovation, efficiency, changes, and the overall growth. It also helps the company in proper utilization of the available labor force. These processes reduce the cost and maximize the benefits to an organization.

Learning and growth of an organization is a very important practice that companies are encouraged to apply in their day-to-day activities. In this analysis, we are going to use the Susan G. Komen foundation.Susan G. Komen foundation is an organization that is involved in preaching the awareness and research of breast cancer. The foundation is also involved in funding other measures aimed at combating breast cancer. For instance, the foundation organizes activities like ‘Susan G. Komen Race for the Cure is a Success!’ in an effort to collect money to use in achieving its goals. The vision of the organization is to end the breast cancer forever. In an effort to fulfill this objective, the company has opened various programs that would help it in realization of its dreams. This involves strategies aimed at raising the necessary funds that could be used in eradication of cancer.

Organization’s Learning and Growth Processes

Objective	Measure	Target	Action
One of the main objectives of improving the organization’s learning and growth is to increase the efficiency of the employees (Niven, 2005). The operational costs of any organization are largely determined by the level of the efficiency of the employees. Too low level of efficiency increases the operational costs hence depriving the company of its financial status.	Work efficiency may be measured through various ways. One of the measures used to measure the learning and growth is the operational cost per employee. Higher operational expenses per employee are associated with low work efficiency. The number of the customers’ bottlenecks identified can also measure employees’ efficiency. When there is a low level of customer complains, then the level of the employees’ efficiency is satisfactory. In case the customers are frequently complaining, then the employees efficiency becomes questionable.	The main target of this organization is to reach a minimum cost per employee. This target should be achieved by means of the specific actions. This measure would be very useful to the Susan G. Komen Foundation. This is possible through collection of the data from the consumers pertaining to their satisfaction from the services rendered by the organization through its employees.	This can be achieved by means of eliminating cancer through conduction of research and treatment of the disease which require some money by reducing the total cost per employee. For instance, Susan G. Komen organization (2008) spent a total of $32,477,442 on salaries and benefits on the year ending March 31, 2009. This was an increase of $6,245,272 from the previous year where the company spent $ 26,232,170.
Another objective of the organizational learning and growth is to increase the level of employee satisfaction. According to BSC Designer (2010), employee satisfaction is very important. This is because there is a close contact between the customers and the employees especially in those organizations where customers interact directly with employees.	One of the measures that can be used to measure employee satisfaction is their involvement in the decision-making. Employees who feel satisfied by their employers are likely to involve themselves actively in the decision-making. Employees’ feels encouraged when their contributions are recognized and are likely to improve their productivity. Employees’ recognition can also be used to measure their satisfaction. Recognition encourages workers to work hard.	Then main target is to encourage workers to work hard.	Employees should be awarded with funds. Each employee would be encouraged to work hard to enjoy the recognition granted by the organization. For example, Susan G. Komen Cancer Foundation (2009) spent a total of $167,867,389 on awards. By awarding its workers, Susan G. Komen foundation is likely to increase their funds.
One more important objective of organizational learning and growth is to increase the productivity of the employees (BSC Designer, 2010).	One of the simplest measures that can be used to measure the level of employees’ productivity is the average revenue generated by the employees. The total revenue per employee is directly proportional to the level of productivity.	The main target of the organization is to improve employees’ productivity by means of using innovative technologies. It is obvious that the use of computers and other innovative equipment is effective.	The employees should be familiarized with the innovative technologies. It is also important to provide some training. The company should spend some money not only on theoretical lectures, but also on practical training. Appropriate equipment should be also bought for the employees to be able to apply the knowledge they have got in practice.

Relationships to other objectives	The objectives of the improving the organization’s learning and growth are as follows, to increase the efficiency of the employees, to increase the level of employee satisfaction, and to increase the productivity of the employee. All these objectives are aimed at reaching the main objective of the company functioning – to gain profit. It is obvious that the main purpose of business is to get profit by means of reducing costs and increasing productivity. All the objectives of the company should be directed at it. The relationships between the objectives mentioned above are obvious. To gain more profit the company should grow which requires employees training and teaching something new. The purposes of the improving the organization’s learning and growth are directed at reducing the costs and on improving employees’ performance.

Conclusion

From the above discussion, it is evident that the organization’s learning and growth is a very important process. It significantly determines the realization of the organizational goals and mission. It is therefore worth to be embraced by all organizations.

References

Designer, (2010). Balanced Scorecard: the four perspectives: Learning and growth. Balanced score software. Web.

Komen, S. (2009). Report: Consolidated financial statements and supplemental schedule. Breast Cancer Foundation, Inc.

Komen, S. (2008) Breast Cancer Foundation.Exempt Organization Declaration and Signature for Electronic filing: Public Inspection Copy.

Niven, P. (2008). Balanced scorecard: Step-by-step for government and nonprofit agencies. New Jersey: Wiley & Sons.

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Susan Komen Foundation: Learning and Growth Processes

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