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

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Organizational Effectiveness


This paper is a two-part discussion on organizational effectiveness. The first section will discuss differing approaches or strategies for developing organizational effectiveness. 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 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 ***** organizational effectiveness are not only statistical, but also causal. The key to motivating any organization boils down to ***** three R's, respect, recognition, and rewards.

In the reviewed literature, a common thread emerges defining ***** first value in ***** organizational effectiveness. That thread is respect ***** the 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 ***** employees. Understanding where they want to go in the organization, what their strengths and weaknesses are and how they contri*****e to the overall success (or failure) of an organization. (Nourayi ***** Daroca)

***** following are the main *****al 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, ***** the ***** structure and patterns of management tend to be relatively informal and flexible, ***** where ***** level of professionalism among ***** members is high. (Tata, Prasad, Thorn, 1999)

Centralized *****.

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


Relatively high levels of formalization ***** required ***** quasi-total institutions ***** 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 of ***** ***** in bo*****rding schools, where the staff and management ***** *****ly responsible for both the education ***** the general welfare of their "clients." (Schminke, *****)

Worker autonomy.

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


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


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