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

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Organizational Effectiveness


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

Organizational *****ness 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 to 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 for the people in an *****. 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 organization, what *****ir strengths and weaknesses are and how they contribute to the overall success (or failure) of an organization. (Nourayi ***** Daroca)

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

***** management.

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

Centralized *****.

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


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

Worker autonomy.

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


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


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


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