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 f***** developing organizational effectiveness. The emphasis will be on organizational effectiveness in non-profit environments, such as schools. The second section ***** suggest strategies that will make team members and an educational institution effective in developing and 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 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 ***** organizational effectiveness. That thread is respect for the people in an organization. Respect means treating staff like human beings, not as machinery. An ***** 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 are and how they contribute to the overall success (or failure) of an *****ganization. (Nourayi and 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, ***** the organizational structure and patterns of management tend to be relatively informal and flexible, ***** where the level of pr*****essionalism among ***** members is high. (Tata, Prasad, Thorn, 1999)

Centralized *****.

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

*****.

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

Worker autonomy.

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

Coordination.

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

Control.

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

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