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

Organizational effectiveness 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 the reviewed literature, a common thread emerges defining the first value in developing *****al effectiveness. That thread is respect for ***** 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 ***** and how they contribute to the overall success (or failure) of an *****ganization. (Nourayi ***** Daroca)

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

***** management.

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

Centralized management.

This variable is most appropriate in ***** that require 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 ***** formalization ***** 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 organizational structure in boarding *****, where the staff and ***** ***** highly responsible for both ***** education ***** the general welfare of ********** "clients." (Schminke, *****)

***** autonomy.

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

Coordination.

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

Control.

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

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