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


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Organizational Effectiveness

Introduction

***** paper is a two-part discussion on organizati*****al 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 ***** make team members and an educational institution effective in developing ***** executing a computer based training module.

Organizational ***** strategies

According to Nourayi and Daroca (1996), there is a very high probability that the relationships between structural properties and organizational *****ness are not only statistical, 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 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 organization should require that its management invest time getting to know the employees. Understanding where they want to go in the *****, what their strengths and weaknesses ***** and how they contri*****e to the overall success (or failure) of an organization. (Nourayi ***** Daroca)

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

***** management.

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

Centralized *****.

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

*****.

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

***** autonomy.

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

Coordination.

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

Control.

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

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