max 200 words 2 APA references
2A – Goal setting is an important aspect of management. Describe the processes used in establishing goals and how strategies are formulated to achieve these goals.Â
2B – From the Garcia-Alvarez, Mariz-Perez, and Alvarez, M. T. (2011) article and additional sources, discuss the importance of developing and sustaining structural capital in an organization. How can it be used to gain a competitive advantage and add value?  As stated in the article, Capital Structure is the part of knowledge that an organization is able to develop, systemize, and internalize. This type of capital allows for organizational effectiveness improvement through the transmission of knowledge.
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3A – Many academic texts discuss management in terms of structuring, planning, and directing organizational resources. What is often neglected are those being served by the organization. Describe the role of the customer in the organizational management process.Â
3B – From the Noghiu (2017) article and additional sources, describe the significance of spiritual capital in an organization. Is there biblical support for the inclusion of spiritual capital in an organization?Â
 4A – From the Goman (2019) article and additional sources, describe the importance of social capital in an organization. What recommendations would you offer a manager or business owner regarding social capital? Â
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Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
What is Spiritual Capital?
June 3, 2017 by Alain Noghiu
Let’s face it, the words “spirituality†and “religion†carry a heavy load in most
contemporary societies. An increasingly diversified, globalized and commoditized world
has led to an endless variety of practices, understandings and expressions of spirituality
and religion. As a result, spirituality and religion are often viewed as pertaining to
people’s private domain while large organizations, private and public have distanced
themselves from any particular spiritual or religious tradition.
This secularization of organized life notwithstanding, 84% of the world’s populations still
considers itself religious. Of the remaining 16%, half considers itself “theistic but non-
religiousâ€. Even in western countries such as the Netherlands about 71% of the
population believes there is a God (34%) or some sort of spirit or life force (37%). In the
U.S. the percentage of people that is either religious or spiritual is around 88%. In other
words, contrary to some popular beliefs, religion and spirituality continue to play a
significant role in the daily lives of an overwhelming majority of the world’s people – no
longer however in the environment where people spend 50% of their time, namely the
workplace.
For a long period, little attention was paid to connections between spirituality and issues
pertaining to individual and organizational identity and performance. This has started to
change in the past decade. Reasons are many, but they certainly include the crisis and
collapse of large corporations such as WorldCom and Enron and more recently the
global mortgage crisis, which were caused by mismanagement, blatant corruption and
unethical behavior on the part of companies and their senior leadership. This has led to
questioning how these ethical crises link to leaders’ and organizations’ loss of
connection with “core valuesâ€, many of which are considered enshrined in the world’s
religious and spiritual traditions. Meanwhile on the employee level, organizations have
also increasingly started to experience a call to balance material benefits with the
provision of “intrinsic motivationâ€. The modern workforce is no longer seems satisfied
with simply earning a living. Studies show they increasingly expect the workplace to
provide personal fulfillment, growth and meaning.
This is where the notion of “Spiritual Capital†becomes relevant. The concept’s origins
can be traced to fundamental ideas in philosophy, economics, sociology, theology and
increasingly in current leadership and management literature. Broadly, Spiritual Capital
refers to the accumulated and enduring collect
Social Capital: Why It Really Is “Who You
Know”
Jan 24, 2019
By Carol Kinsey Goman, Ph.D.
Capital: Accumulated wealth, especially as used to produce more wealth.
Social capital: Wealth (or benefit) that exists because of an individual’s
relationships. The value created by fostering connections between individuals.
Here is a terrific example of the value of social capital in the workplace, from
Tom Stewart, the editor of Harvard Business Review. New software designed
to help employees fix problems was installed in a customer service call center.
When the call-center operator typed words spoken by a customer, the
software searched its memory bank of diagnoses and then offered a variety of
possible solutions. Trouble was, employees weren’t using the new software.
So management held a month-long contest in which employees earned points
whenever they solved a customer problem, by whatever means. Managers
were hoping that the benefit of using the new system would become self-
evident. But that wasn’t what happened.
The winner of the contest was Carlos, an eight-year veteran with loads of
practical experience who almost never used the software. And, while his
success might have been expected, the second-prize winner was a real
shock. Trish was so new to the company that she didn’t even have the
software—nor could she rely on her personal experience. But she did have
one unique advantage—she sat next to Carlos. Trish overheard his
conversations, took him to lunch, asked questions and persuaded him to help
her build a personal collection of notes and manuals about how to fix
problems. Trish won the contest because she utilized her social network.
Here’s another example of social capital in action. In the 1980s, Xerox
Corporation was looking for a way to boost the productivity of its field service
staff. An anthropologist from the Xerox Palo Alto Research Center (PARC)
traveled with a group of tech reps to observe how they actually did their jobs—
not how they described what they did, or what their managers assumed they
did. The anthropologist discovered that the reps spent more time with each
other than with customers. They’d gather in common areas like the local parts
warehouse or around the coffee pot and swap stories from the field. An old
model company manager would have viewed the time spent socializing as a
“gap†to be eliminated for higher productivity, but the anthropologist saw the
exact opposite.
At Xerox, the informal gatherings didn’t represent time wasted, but rather
money in the bank. For it was here, within these self-organized communities
of practice, that the reps asked each other questions, i
