TIME DIMENSIONS AND ORGANISATIONAL EFFECTIVENESS

PRESENTATION BYD. NIRANJANA DEVI

II MBA (IT)

INTRODUCTION

Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. It is a measure of whether or not organizational objectives are accomplished and how successfully organizations achieve their missions through their core strategies.

TIME DIMENSIONS AND OE

The Time Dimension of Organizational Effectiveness Involves:

Meeting organizational objectives and prevailing societal expectations in the near futureAdapting to environmental demands and developing as a learning organization in the intermediate futureSurviving as an effective organization into the distant future

QUINN AND ROHRBAUGH MODEL

Quinn and Rohrbaugh (1981) described three value dimensions: structure, focus and time. In 1983, the same authors described slightly different values: structure, focus as well as means and ends.

Time frame is a phrase that refers to the fact that criteria for measuring organisational effectiveness may vary dependent upon whether or not a relatively short or long time frame is adopted and those organisations in different life cycle stages naturally change their measures of effectiveness.

COMPETING VALUES MODEL

Clan (Human relations model)

Adhocracy (Open

systems model)

Hierarchy (Internal process model)

Market (Rational

goals model)

Internal Focus and Integration

External Focus and Differentiation

StructureFlexibility and

Discretion

Structure Stability and Control

FOUR DIMENSIONS OF EFFECTIVENESSHuman Relations Model – Management concern is on the development of human resources. Employees are given opportunities for autonomy and development. Management works toward sub-goals of cohesion, morale, and training opportunities. Organizations using this are more concerned with employees than the environment.Means:

Discussion, participation, consensusTeamworkEmployee development

Ends:Morale & cohesion, Commitment,Human resource development

Open Systems Model – Management’s goals are primarily growth and resource acquisition. Sub-goals are flexibility, readiness, and positive evaluation by the external environment. Dominant value is establishing a good relationship with the external environment to grow and acquire resources.Means:

Commitment to experimentation, individual initiativeAdaptationReadiness, insight

Ends:Creativity, Cutting edge output,Growth & external support

Internal Process Model –Seeks a stable organizational setting that maintains itself in an orderly way. Well established in environment and just wish to keep their current position. Sub-goals include mechanisms for efficient communication, information management, and decision-making. Means:

Information management; communicationStandardized decision makingFormalized & structured

Ends:Timeliness, Stability, Efficiency

Rational Goal Model – Primary goals are productivity, efficiency, and profit. Organization wants to achieve output goals in a controlled way. Sub-goals include internal planning and goal-setting, which are rational management tools. Means:

Goal clarification; External positioningDirection, decisiveness, planningAchievement of measurable goals

Ends:External positioning, Productivity,Goal achievement

CONCLUSION

Four different opposing value sets within the organization. Exist simultaneously, and the “right” balance for the organization is subject to managerial discretion. Emphasis may change over time, especially as the organization evolves through its life cycle. There is no single approach to the evaluation of effectiveness is appropriate in all circumstances or for all organizational types. It seems organizational effectiveness is about doing everything you know to do and doing it well.

REFERENCE

Jamrog J.J., Overholt M.H., “Measuring Organisational Effectiveness”, Caadial management Centre, 2004.Kreitner, “Management- Tenth Edition”, Houghton-Mifflin Company