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ORGANIZATIONAL EFFECTIVENESS EFFECTIVENESS – is often described as“doing the right things” that is those workactivities t...
MEANING OF EFFICIENCY AND EFFECTIVENESS EFFICIENCY- refers to resource usage withlow or no wastage. Management strives fo...
MANAGEMENT LOOKING FORWARD: PAGE 8 Management is concerned then not only withgetting activities completed and meetingorga...
MANAGERIAL VS. ORGANIZATIONALEFFECTIVENESS PAGE 466-468 (8TH EDITION) We define managerial effectiveness asgoal attainmen...
KEY CHARACTERISTIC OF EFFECTIVEORGANIZATION CLEARLY DEFINED VISION AND GOALS -organization with clear vision and goalswi...
EFFECTIVE TEAM WORK INDEPENDENTLY Flexible, participative decision making ispossible because of the effective teambuildin...
BUSINESS PROCESSES These organizations typically havedemanding customers and operates indynamic marketplaces should have ...
ENTREPRENEURIAL SPIRIT Magnetic leaders and bold, with impossibledreams. Leaders tended to be hands-off;individual initia...
INDIVIDUAL ACHIEVEMENT Their employees were ambitious; individualgrowth and goal achievement were linkedwith and led to h...
RECOGNITION AND CELEBRATION They had inspiring leaders, a compellinghistory and legacy, and were in fast-changingmarketpl...
© 2007 Prentice Hall, Inc. Allrights reserved.18–11EXHIBIT 18–9 TYPES OF CONTROL
ACCURATE AND TIMELY PERFORMANCEfeedback- feed forwardcontrols The most desirable type of control is feedforward control....
FEED FORWARD CONTROL IN PRACTICE Eg. Mc Donald’s opened its firstrestaurant in Moscow, it sent companyquality control exp...
© 2007 Prentice Hall, Inc. Allrights reserved.18–14TOOLS FOR CONTROLLING ORGANIZATIONALPERFORMANCE Feedforward Control A...
© 2007 Prentice Hall, Inc. Allrights reserved.18–15TOOLS FOR CONTROLLING ORGANIZATIONALPERFORMANCE (CONT’D) Feedback Cont...
ENVIRONMENT ADAPTATION Companies strive to scan the environmentfor recognizing the change that is takingplace either the ...
GROUP PRESENTATION Select an organization/business of yourchoice : Discuss the key attributes of yourorganization to be ...
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Organizational effectiveness

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Organizational effectiveness

  1. 1. ORGANIZATIONAL EFFECTIVENESS EFFECTIVENESS – is often described as“doing the right things” that is those workactivities that will help the organization reachits goals. EXAMPLE: At the Siemens factory, goals includereducing equipment installation time forcustomers and cutting costs. Throughvarious work programs these goals werepursued and achieved. Page 8
  2. 2. MEANING OF EFFICIENCY AND EFFECTIVENESS EFFICIENCY- refers to resource usage withlow or no wastage. Management strives forlow resource waste –high efficiency EFFECTIVENESS – refers to goalattainment. High goal attainment – higheffectiveness Page 8
  3. 3. MANAGEMENT LOOKING FORWARD: PAGE 8 Management is concerned then not only withgetting activities completed and meetingorganizational goals (effectiveness) but alsowith doing so as efficiently as possible. In successful organizations, high efficiencyand high effectiveness typically go hand inhand. Poor management is most often due to bothinefficiency and ineffectiveness
  4. 4. MANAGERIAL VS. ORGANIZATIONALEFFECTIVENESS PAGE 466-468 (8TH EDITION) We define managerial effectiveness asgoal attainment. Can this apply toorganizational effectiveness. YES ORGANISATIONAL EFFECTIVENESS- is ameasure of how well an organization isachieving those goals. It also involve abilityto exploit its environment to obtain scarceand valued resources.
  5. 5. KEY CHARACTERISTIC OF EFFECTIVEORGANIZATION CLEARLY DEFINED VISION AND GOALS -organization with clear vision and goalswill know their values and their contributiontowards their customers. Understanding this will be the first step indelivering value added services orproducts that stand out from itscompetitors.
  6. 6. EFFECTIVE TEAM WORK INDEPENDENTLY Flexible, participative decision making ispossible because of the effective teambuilding. As such the team will be highlymotivated. Organization such as SOUTHWESTAIRLINES possess superior teams thatmeets the needs of customers to deliversuperior value added services
  7. 7. BUSINESS PROCESSES These organizations typically havedemanding customers and operates indynamic marketplaces should have clearbusiness processes. They value consistent behavior, emphasizedon continuous improvement, and reliedheavily on data and results TOYOTA is using JIT (just in time) andTQM ( total quality management)
  8. 8. ENTREPRENEURIAL SPIRIT Magnetic leaders and bold, with impossibledreams. Leaders tended to be hands-off;individual initiative and risk taking wasencouraged; meaningful rewards andrecognition was provided and opportunitywidespread. HONDA CORPORATION These organizations worked hard at ensuringthey had selected the right people.Employees were rewarded in terms of whatthey created and the personal risks taken(high risks/high rewards)..
  9. 9. INDIVIDUAL ACHIEVEMENT Their employees were ambitious; individualgrowth and goal achievement were linkedwith and led to high levels of organizationalperformance; there were high rewards tothose that met their goals
  10. 10. RECOGNITION AND CELEBRATION They had inspiring leaders, a compellinghistory and legacy, and were in fast-changingmarketplaces. Employees were providedwith meaningful recognition and rewards,and were valued for their contribution. Individual and group accomplishmentswere recognized and rewarded in anenvironment characterized by enthusiasm,fun and excitement.
  11. 11. © 2007 Prentice Hall, Inc. Allrights reserved.18–11EXHIBIT 18–9 TYPES OF CONTROL
  12. 12. ACCURATE AND TIMELY PERFORMANCEfeedback- feed forwardcontrols The most desirable type of control is feedforward control. It prevents anticipatedproblems since it takes place before theactual activity.
  13. 13. FEED FORWARD CONTROL IN PRACTICE Eg. Mc Donald’s opened its firstrestaurant in Moscow, it sent companyquality control experts to help Russianfarmers learn technique for growing highquality potatoes and bakers to learnprocesses for baking high quality breads.
  14. 14. © 2007 Prentice Hall, Inc. Allrights reserved.18–14TOOLS FOR CONTROLLING ORGANIZATIONALPERFORMANCE Feedforward Control A control that prevents anticipated problemsbefore actual occurrences of the problem. Building in quality through design. Requiring suppliers conform to ISO 9002. Concurrent Control A control that takes place while the monitoredactivity is in progress. Direct supervision: management by walking around.
  15. 15. © 2007 Prentice Hall, Inc. Allrights reserved.18–15TOOLS FOR CONTROLLING ORGANIZATIONALPERFORMANCE (CONT’D) Feedback Control A control that takes place after an activity isdone. Corrective action is after-the-fact, when theproblem has already occurred. Advantages of feedback controls: Provide managers with information on theeffectiveness of their planning efforts. Enhance employee motivation by providing themwith information on how well they are doing.
  16. 16. ENVIRONMENT ADAPTATION Companies strive to scan the environmentfor recognizing the change that is takingplace either the GENERAL OR SPECIFICenvironment of the organization. Failure to adapt to changes in theenvironment will lead to inability to respondto the change and exploit the marketopportunity or to avoid potential threats.
  17. 17. GROUP PRESENTATION Select an organization/business of yourchoice : Discuss the key attributes of yourorganization to be effective and deliver valueto customers

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