Essay - Organizational Effectiveness Introduction This Paper is a Two-part Discussion on...


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Organizational Effectiveness

Introduction

This paper is a two-part d*****cussion on organizati*****al effectiveness. The first section will discuss differing approaches or strategies for developing organizational effectiveness. The emphasis will be on organizational effectiveness in non-profit environments, such as schools. ***** second section ***** suggest strategies that will make team members and an educational institution effective in developing ***** executing a computer based training module.

***** effectiveness strategies

According to Nourayi and Daroca (1996), there is a very high probability that the relationships between structural properties ***** organizational effectiveness are not only statistical, but also causal. The key ***** motivating any organization boils down to the three R's, respect, recognition, and rewards.

In ***** reviewed literature, a common thread emerges defining the first value in developing organizational effectiveness. That thread is respect for ***** people in an organization. Respect means treat*****g staff like human beings, not as machinery. An organization should require that its management invest time getting to know the employees. Understanding where they want to go in the *****, what *****ir strengths and weaknesses ***** and how they contribute to the overall success (or failure) of an *****ganization. (Nourayi and Daroca)

***** following are the main organizational variables that contribute toward attainment of organizational *****, based on the unique characteristics of the organizations:

***** management.

This variable is most appropriate in voluntary nonprofit organizations, where ***** ***** structure and patterns of management tend to be relatively informal and flexible, and where the level of pr*****essionalism among staff members is high. (Tata, Prasad, Thorn, 1999)

Centralized *****.

This variable is most appropriate in organizations that require a high level of supervision *****nd control over ***** quality of services provided by non-professional staff, whose ***** of functional maturity is ***** low.

*****.

Relatively high levels of formalization ***** required in quasi-total institutions that seek to ensure their clients' quality of life by strict adherence to regulations and arrangements that are an inherent part of the organizational culture. This is a ***** type of ***** ***** in bo*****rding *****, where the staff and management are highly responsible for both ***** education and the general welf***** of *****ir "clients." (Schminke, 1996)

***** autonomy.

***** variable is required primarily in organizations where the professional level of workers ***** relatively high. The workers ***** professional and self-fulfillment, and need to cope with challenges ***** environmental risks and opportunities as a condition for attaining effectiveness.

Coordination.

Tight coordination is required in quasi-total institutions, where the staff and director are highly involved. Specifically, actors need to coordinate ***** each other to ***** ***** to regulations as a condition for attaining *****. Loose coordination ***** more appropriate in ***** serving heterogeneous target populations, where the *****als are differential ***** service technologies are adapted to the different *****s of clientele.

Control.

***** ***** is required to ensure attainment of service quality in organizations where the ***** of professional*****m and performance of workers is relatively low. Loose control is required ***** ensure ********** autonomy in organizations ***** the level of professional

. . . . [END OF RESEARCH PAPER PREVIEW]

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