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6 pages in length. The writer briefly outlines making the connection, strategic fit and collaboration value construct as they relate to James E. Austin's book entitled The Collaboration Challenge. No additional sources cited.
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6 pages (~225 words per page)
File: LM1_TLCBizInfrast.rtf
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forces of conventional organizational structure; however, the fundamental common denominator of both not-for-profit organizations and commercial companies is - and will always be - the people behind the dream.
According to Austin (2000), establishing an alliance is critical to maintaining organizational equilibrium in the face of diversity. "The marketplace for cross-sector collaborations is fraught with imperfections and inefficiencies.
Nonetheless, systematic searches are possible, and assistance from market makers, intermediary professional service organizations that help companies and nonprofits create alliances, is available" (Austin, 2000, p. 41).
Non-profit and for-profit organizations alike require just as much thorough group dynamics as any other more formal outfit; indeed, just because there are fewer
salaries drawn with respect to members does not mean that a concise concept of hierarchy is not in order for an organization to thrive. There is no concrete method
to establishing this structure of alliance, but rather it is developed as various personalities engage in the pertinent issues. In contrast, innovative strategic planning within a formal setting is
achieved by setting specific parameters with regard to the most experienced member; there are decidedly more corporate-like methods employed in this particular situation as a means by which to assert
the formal aspect. Austin (2000) indicates how the basis of an informal group stature, as in a non-profit organization, is more closely related to the efforts of the group
as a whole, as opposed to the contributions of a single individual. In assessing the level of reciprocal esteem present within a non-profit group in relation to alliance, it can
readily be argued how there may be some discrepancy when it comes to gender consideration. Social interpretation of gender dynamics as they relate to the group atmosphere have always
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