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

***** ***** strategies

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 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 their strengths and weaknesses ***** and how they contribute to the overall success (or failure) of an *****ganization. (Nourayi ***** Daroca)

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

Decentralized management.

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

Centralized *****.

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

Formalization.

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

***** autonomy.

This variable is required primarily in organizations where the professional level of workers is relatively high. The workers seek 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 *****stitutions, where ***** staff and director are highly involved. Specifically, actors need to coordinate with each other ***** ***** adherence to ***** as a condition ***** attaining effectiveness. Loose coordination ***** more appropriate in ***** serving heterogeneous target populations, where the goals are differential and service technologies are adapted to ***** different ********** of clientele.

Control.

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

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