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 ***** effectiveness in n*****-profit environments, such as schools. ***** second section will suggest strategies that ***** make team members and an educational institution effective in developing and executing a computer based training module.

Organizational ***** *****

According to Nourayi and Daroca (1996), there is a very high probability that the relationships between structural properties ***** organizational effectiveness are not only stat*****tical, 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 ***** ***** effectiveness. That thread is respect ***** ***** 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 the employees. Understanding where they want to go in the *****, what their strengths and weaknesses are 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 *****ward attainment ***** organizational effectiveness, based on the unique characteristics of the organizations:

Decentralized management.

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

Centralized management.

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

Formalization.

Relatively high levels of formalization are required in quasi-*****tal institutions ***** 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 common type of org*****nizational ***** in boarding schools, where the staff and management are highly responsible for both the education ***** the general welfare of *****ir "clients." (Schminke, *****)

***** 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 ***** environmental risks and opportunities as a condition for *****ttaining effectiveness.

Coordination.

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

Control.

***** ***** is required to ***** attainment of service quality in ***** where ***** level of professional*****m ***** performance of workers is ***** low. Loose control is required to ensure *****' au*****nomy in organizations where the level of professional

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