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


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Organizational Effectiveness

Introduction

***** 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 ***** be on ***** effectiveness in n*****-profit environments, such as schools. The second section will suggest strategies that ***** make team members and an educational institution effective in developing and 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 and organizational effectiveness are not only stat*****tical, but also causal. The key ***** motivating any organization boils down to ***** three R's, respect, recognition, and rewards.

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

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

Decentralized management.

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

Centralized management.

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

*****.

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

***** autonomy.

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

Coordination.

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

Control.

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

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