ORGANIZATIONAL EFFECTIVENESS

1. ORGANIZATIONAL
EFFECTIVENESS
By MD YOUSUF

2. INTRODUCTION
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• Organizational effectiveness is the extent to which an
organizatiits goals.
• It can also be termed as meeting the organizational
objectives in the near
future.
• Organizational effectiveness is the concept of how
effective an organizations
is in achieving its intended outcomes.

3. HISTORICAL VIEWS OF ORGANIZATIONAL EFFECTIVENESS
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• Elton Mayo ''Effectiveness is a function of
productivity resulting from employee satisfaction "
• Henry Fayol "Effectiveness is a function of clear
authority and discipline within an organization"

4. APPROACHES TO ORGANIZATIONAL EFFECTIVENESS
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• Goal Attainment
• System Resource
• Internal Process
• Strategic Constituencies

5. GOAL ATTAINMENT APPROACH
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• Organizational Effectiveness is the ability to excel at one or more
outputs
• An organization's effectiveness must be appraised in terms of the
accomplishment of ends rather than means
• Goals must be clearly identifiable, consensual, well defined and
measurable.

6. LIMITATIONS OF GOAL ATTAINMENT APPROACH
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• Setting too many goals at same time can cause
failure.
• Setting goals that are not measureable or realistic
• Unwilling to raise or lower goals as needed from
time to time.

7. SYSTEM RESOURCE APPROACH
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• This model was proposed by Yuchtman and Seashore in
1967.
• Organizational Effectiveness is the ability to acquire scarce
and valued
resources from the environment.
• An organization is effective to the extent that it can obtain
needed resources
from its environment.
• It focuses on the means needed for the achievement of
desired ends.

8. LIMITATIONS OF SYSTEM RESOURCE APPROACH
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• The acquisition of resources is not independent but
instead it is dependent
on what the organization is trying to achieve.
• If ends are achieved, then means are not important.
• This approach focuses more on acquisition of
resources rather than
achievement of goals.

9. INTERNAL PROCESS APPROACH
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• This model was proposed by Likert in 1967.
• Organizational Effectiveness is the ability to excel at
internal efficiency,
coordination and employee satisfaction.
• Internal Process approach focuses on internal affairs of the
organization such
as commitment, work involvement, environment and employee
relationships.

10. LIMITATIONS OF INTERNAL PROCESS APPROACH
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• This approach was criticized on the point that it focuses on
the internal process relationships whereas neglecting the
external relationships. • There is also no valid evidence that
an organization will be ineffective if it has less than
satisfactory internal process relationships. • The existence
of conflict and organizational slack may indicate
inefficiency in internal processes, but conflict may be
essential for innovation and change, and slack may help an
organization in its long-term survival and adaptability.

11. STRATEGIC CONSTITUENCIES APPROACH
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• This approach is also known as participant
satisfaction approach. • An effective organization is
one that satisfies the demands of those constituencies
in its environment from whom it requires support for
its continued existence. • OrganizationalEffectiveness
is the ability to satisfy strategic constituencies both
within and outside the organization.

12. LIMITATIONS OF STRATEGIC CONSTITUENCIES APPROACH
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• This model provides a partial view of
organizational effectiveness. • An organization may
still beeffective even if it does not satisfy the needs
of all its constituencies. • It is difficult to Identify the
expectations that the strategic constituencies hold for
the organization which it needs to satisfy.

13. THANK YOU
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