com_456_Benchmark_ThinkSmart_Scenario.doc COM 456 Benchmark- ThinkSmart Scenario Grand Canyon University: COM 456 ThinkSmart is an online organization for teachers that helps Kindergarten through 12th grade. This org
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com_456_Benchmark_ThinkSmart_Scenario.doc COM 456 Benchmark- ThinkSmart Scenario Grand Canyon University: COM 456 ThinkSmart is an online organization for teachers that helps Kindergarten through 12th grade. This organization helps heighten the workflow, learn about the different curriculums, and ways that teachers can help teach their students. When teachers use this online learning program, they will benefit in many ways including receiving education units. An organizational theory is the frame in which an organization constructs their company (Shockley, 2015). ThinkSmart has only 25 employees that provides input to the instruction and curriculum design departments. The organization has grown a lot and more problems have developed than what the employees are able to handle. This paper will discuss systems or processes for effective internal communication, provide new organizational approaches, identify specific organizational communication theories, and explain appropriate skills needed for ThinkSmart employees. The ThinkSmart organization now has a contingency theory approach for the curriculum design and an organizational approach for the instruction department. According to Shockley (2015), contingency theory approach “rejects the ‘one best way to organize in favor of the view that no specific set of prescriptions is appropriate for all organizations. As such, an organization must adapt to changing circumstances and the needs of individuals and the environment in which the organization operates.†Wh. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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