organizational effectiveness
TRANSCRIPT
ORGANIZATIONAL EFFECTIVENESSAn organization is a value-creating tool that can be used simultaneously by different groups of stakeholders to accomplish a variety of goals– Gareth Jones.
WHAT IS O.E.?
Organizational Goals= reasons for org’s existence and
the outcomes it seeks to achieve.
Organizational Effectiveness=degree to which an org. realizes its
goals. Organizational Efficiency=amount of
resources used to produce a unit of output.
CONTINGENCY EFFECTIVENESS APPROACHES Goal Approach Resource-based Approach Internal process Approach Balanced Effectiveness Approaches
Stakeholder Approach Competing Values Approach
GOAL ATTAINMENT APPROACH Org’s effectiveness must be appraised in terms of
accomplishment of ends rather than means. Profit maximization is a popular criteria. Orgs must have ultimate goals that are tangible,
measurable, verifiable.(TMV) MBO most explicitly uses goal approach.
Problems:- Whose goals will be the ultimate goals? Official goals may be different from actual goals. Short-term goals are different from long-term, so
which will be used to measure effectiveness. Due to multiple goals there may be zero
consensus. Goals may not direct behaviour in some orgs.
RESOURCE-BASED APPROACH Effectiveness of org. is defined as its ability to
obtain scarce and valued resources, successfully integrate and manage them.
Indicators of effectiveness are: Bargaining position—org’s ability to obtain from
environment scarce and valued resources. Ability of decision makers in org to correctly interpret
external environment. Ability of managers to use resources to achieve
superior performance. Ability of org to respond to changes in environment.
Usefulness –valuable approach when other performance indicators are difficult to obtain( as in social welfare and not for profit orgs.)
Disadvantages –vaguely considers customers in external environment.
INTERNAL PROCESS APPROACH Effectiveness is measured as internal organizational
health and efficiency. This does not consider the external environment
Indicators of effective org are: Strong corporate culture, positive work climate Team spirit Confidence, trust, communication between workers and
management. Decision making near sources of information Undistorted horizontal & vertical communication Rewards to mgrs for performance, growth, subordinate
development Conflicts resolved in interest of organization
Usefulness—orgs believe happy, committed, actively involved employees and positive corporate culture are good measures of effectiveness.
Disadvantage—output and org-environment relation are not evaluated.
STAKEHOLDER/CONSTITUENCY APPROACH Stakeholder is any group that has a stake in the
org’s performance. Indicators :
Stakeholder effectiveness criteria Owners financial return Employees worker satisfaction, pay,
supervision Customers quality of goods & services Creditors creditworthiness Community contribution to community affairs Suppliers satisfactory transactions Government obedience to laws, regulations
Usefulness –takes broad view of effectiveness, includes social responsibility in its approach, includes multiple criteria.
COMPETING VALUES APPROACH
Developed by Robert Quinn & John Rohrbaugh
A comprehensive list of performance indicators was found to represent competing management values in organizations.
Indicators : Organizational focus
dimension—internal/external Organizational structure ’’ --stability/flexibility Structure
Human Relations Model
Open Systems Model
Internal Process model Rational Goal Model
Focus
OPEN SYSTEMS MODEL
External focus & flexible structure Primary goals- growth and resource
acquisition. Sub-goals- flexibility, readiness, positive
external evaluation Dominant value- good relationship with
environment to acquire resources and grow.
RATIONAL GOAL MODEL
External focus & structural control Primary goals- productivity, growth,profit Sub-goals – internal planning, goal setting Similar to goal-based approach
INTERNAL PROCESS MODEL
Reflects values of internal focus & structural control.
Primary goal – stable organizational setting Sub-goals- efficient communication,
information management, decision making.
HUMAN RELATIONS MODEL
Incorporates values of internal focus &flexible structure.
Primary goals – human resource development
Sub-goals--cohesion, morale, training
USEFULNESS OF COMPETING VALUES APPROACH
Integrates diverse concepts of effectiveness into a single perspective.
Opposing values are shown to be existing at same time, but all do not get equal priority.
Dominant values change with new environmental demands/ new top leadership.
Young org—emphasis on flexibility, innovation, resource acquisition, satisfaction of external constituencies. Stability not imp.
Established org—values are productivity ,profits