organizational effectiveness
Download
Skip this Video
Download Presentation
ORGANIZATIONAL EFFECTIVENESS

Loading in 2 Seconds...

play fullscreen
1 / 26

ORGANIZATIONAL EFFECTIVENESS - PowerPoint PPT Presentation


  • 770 Views
  • Uploaded on

ORGANIZATIONAL EFFECTIVENESS. HISTORICAL OPINIONS ABOUT ORGANIZATIONAL EFFECTIVENESS. FREDERICK TAYLOR HENRI FAYOL ELTON MAYO. FREDERICK TAYLOR. EFFECTIVENESS WAS DETERMINED BY FACTORS SUCH AS PRODUCTION MAXIMIZATION, COST MINIMALIZATION, TECHNOLOGICAL EXCELLENCE, Etc. HENRI FAYOL.

loader
I am the owner, or an agent authorized to act on behalf of the owner, of the copyrighted work described.
capcha
Download Presentation

PowerPoint Slideshow about 'ORGANIZATIONAL EFFECTIVENESS' - spence


An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -
Presentation Transcript
historical opinions about organizational effectiveness
HISTORICAL OPINIONS ABOUT ORGANIZATIONAL EFFECTIVENESS
  • FREDERICK TAYLOR
  • HENRI FAYOL
  • ELTON MAYO
frederick taylor
FREDERICK TAYLOR

EFFECTIVENESS WAS DETERMINED BY FACTORS SUCH AS PRODUCTION MAXIMIZATION, COST

MINIMALIZATION, TECHNOLOGICAL EXCELLENCE, Etc.

henri fayol
HENRI FAYOL

EFFECTIVENESS IS A FUNCTION OF CLEAR

AUTHORITY AND DISCIPLINE WITHIN AN

ORGANIZATION

elton mayo
ELTON MAYO

EFFECTIVENESS IS A FUNCTION OF

PRODUCTIVITY RESULTING FROM

EMPLOYEE SATISFACTION

slide6
TIME

DIMENSION

NEAR

FUTURE

INTERMEDIATE

FUTURE

DISTANT

FUTURE

Approx.

1 year

Approx.

5 years

  • The organization
  • must be
  • 1. EFFECTIVE in accomplishing its purpose(s)
  • EFFICIENT in the acquisition and use of scarce resources
  • A SOURCE OF
  • SATISFACTION to its owners, employees, customers and clients, and society.

The organization

must be

4. ADAPTIVE to

new opportunities

and obstacles

5. CAPABLE OF

DEVELOPING

the ability of its

members and of

itself

EFFECTIVENESS

CRITERIA

The organization

must be

6. CAPABLE OF

SURVIVAL in

a world of

uncertainties.

organizational effectiveness7
ORGANIZATIONAL EFFECTIVENESS

MEETING ORGANIZATIONAL OBJECTIVES AND

PRVAILING SOCIETAL EXPECTATIONS IN THE

NEAR FUTURE, ADAPTING AND DEVELOPING IN

THE INTERMEDIATE FUTURE, AND SURVIVING

IN THE DISTANT FUTURE.

approaches to measuring organizational effectiveness
APPROACHES TO MEASURING ORGANIZATIONAL EFFECTIVENESS
  • Goal Approach: Effectiveness is the ability to excel at one or more output goals.
  • Internal Process Approach: Effectiveness is the ability to excel at internal efficiency, coordination, motivation, and employee satisfaction.
  • System Resource Approach: Effectiveness is the ability to acquire scarce and valued resources from the environment.
approaches to measuring org effectiveness continued
Approaches to Measuring Org. Effectiveness, continued
  • Constituency Approach: Effectiveness is the ability to satisfy multiple strategic constituencies both within and outside the organization.
  • Domain Approach: Effectiveness is the ability to excel in one or more among several domains as selected by senior managers.
slide10
Flow Charts ofApproaches to Organizational Effectiveness –Goal Approach

INPUTS

TRANSFORMATION

OUTPUTS

GOAL APPROACH

slide11
Flow Charts ofApproaches to Organizational Effectiveness –Internal Process Approach

INPUTS

TRANSFORMATION

OUTPUTS

INTERNAL PROCESS APPROACH

flow charts of approaches to organizational effectiveness system resource approach
Flow Charts ofApproaches to Organizational Effectiveness –System Resource Approach

INPUTS

TRANSFORMATION

OUTPUTS

SYSTEM RESOURCE APPROACH

slide13
Flow Charts ofApproaches to Organizational Effectiveness –Constituency Approach

INPUTS

OUTPUTS

TRANSFORMATION

STRATEGIC CONSTITUENCIES APPROACH

slide14
COMPARISON OF THE FOUR OEAPPROACHES

Approach Definition When Used

An organization is effective Preferred when:

to the extent that:

Goal attainment it accomplishes its stated goals goals are clear, time

bound and measurable

System Resource it acquires needed resources a clear connection exists

between inputs and outputs

Constituencies all strategic constituencies constituencies have powerful

are at least minimally influence on the organization,

satisfied and the organization must

respond to demands

Internal Processes combines internal efficiency costs, outputs & satisfaction

and affective health are easily measurable

oe criteria for selected constituencies
OE Criteria for Selected Constituencies

Constituency Typical Criteria

Owners Return on Investment; growth in earnings

Employees Compensation; fringe benefits; job satisf.

Customers Satisf. w/price, quality, service

Suppliers Satisf. w/payments, future sales

Creditors Satisf. w/debt payments

Unions Satisf. w/competitive wages & benefits;

satif. working conditions, fairness in

bargaining

Local Communities Involvement in local affairs; environmental

damage

Government Agencies

Compliance w/laws, avoidance of penalties

slide16
The Contradictions Model of

Organizational Effectiveness

The idea of trying to characterize a whole organization as

totally effective or ineffective is problematic. In any complex

organization there may be parts of the organization that function

well and suggest effectiveness while other aspects of that same

organization perform poorly.

slide17
Four Central Assumptions of

the Contradictions Model

  • Organizations face complex environments that place multiple and
  • conflicting demands and constraints on them. It may not be possible
  • to succeed in meeting all the environmental conditions an organization
  • faces.
  • Organizations have multiple, conflicting goals. It is impossible to
  • maximize achievement of all goals.
  • Organizations face multiple internal and external stakeholders or
  • constituent groups that make competing or conflicting demands. It
  • may be impossible to satisfy all groups of people who express interest
  • in a company.
  • Organizations must manage multiple and conflicting time demands.
  • Satisfying short- or long-term demands at the expense of the other may
  • result in sub-optimal performance.
slide18
Competing Values Model

Organizational goals and performance are defined by top and middle management. By comparing the diverse effectiveness indicators used by managers and researchers, Quinn & Rohrbaugh looked for underlying similarities and found underlying dimensions of effectiveness criteria that reflected competing management values in organizations.

competing values dimensions i
Competing Values Dimensions I

Focus: whether dominant values concern issues that are

internal to the organization or external to it.

Internal focus reflects management concern for well-being

and efficiency of employees. External focus reflects an

emphasis on the well-being of the organization itself and its

“fit” with its environment.

competing values dimensions ii
Competing Values Dimensions II

Structure: whether stability versus flexibility is the

dominant structural consideration.

Stability reflects a management value for efficiency

and top-down control, while flexibility represents

a management value for learning and change.

dimensions of effectiveness
Dimensions of Effectiveness

Structure

Flexibility

I

II

Internal

External

Focus

III

IV

Control

four models of effectiveness
Four Models of Effectiveness

Quadrant I: Human Relations Model – internal

Focus and flexible structure. 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.

four models of effectiveness ii
Four Models of Effectiveness II

Quadrant II: Open Systems Model – Combination

of external focus and flexible structure.

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. Similar to the

Systems Resource Model.

four models of effectiveness iii
Four Models of Effectiveness III

Quadrant III: Internal Process Model – Reflects

the values of internal focus and structural

control. 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.

four models of effectiveness iv
Four Models of Effectiveness IV

Quadrant IV: Rational Goal Model – Reflects

Management values of structural control and

external focus. 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. Similar to the Goal Approach.

competing values
Competing Values

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.

Examples: hospitals, airlines

ad