Factore of organisatioal effectiveness
•Download as PPTX, PDF•
0 likes•150 views
Organizational effectiveness refers to the degree to which an organization achieves its goals. It can be measured using different criteria and approaches, including goal achievement, behavioral outcomes, utilization of resources, and stakeholder satisfaction. Key factors that influence organizational effectiveness are strategic planning, leadership, structure, technology use, and human resource management. Effective organizations are defined by their ability to execute strategy, innovate with technology, engage employees and customers, and achieve financial and social objectives.
Report
Share
Report
Share
Recommended
VisionScape Management Solutions Corporate Brochure
This document discusses strategic assessments provided by VisionScape Management Solutions. The assessments allow organizations to understand where they currently stand, where they need to be, and how to close any gaps. They ensure executives, management, and employees are aligned on strategy. The assessments are followed by workshops to create action plans with roles, responsibilities and timelines to ensure successful implementation. Strategic assessments and benchmarking help organizations improve performance, leverage strengths, and validate strategies and systems.
Organisations of the Future - Flipping the Odds for Successful Reorganisation...
Organisations of the Future - Flipping the Odds for Successful Reorganisation...Chartered Management Institute
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.Ch13 mba
This document discusses strategy implementation and outlines eight key components of an effective strategy execution process: 1) building a capable organization, 2) allocating resources, 3) establishing supportive policies, 4) instituting best practices, 5) installing supportive systems, 6) tying rewards to strategic targets, 7) exercising strategic leadership, and 8) shaping culture. It provides details on each component and emphasizes the importance of aligning organizational culture with strategy for successful long-term implementation.
Co ordination
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
Governance - How You Did It, Not Just How You Did
Doing things the right way is most often looked at in terms of whether a desired result predictably arrives. Those results make sense for "share" holders as performance, but "stake" holders are different.
Sharpening Organizational Strategy
The document discusses sharpening organizational strategy. It emphasizes the importance of conducting an accurate diagnosis of challenges, developing a guiding policy to address challenges, and implementing coherent actions. It recommends convening a task force to analyze the effectiveness of the current strategy, identify where the organization is in its lifecycle, understand key challenges, and explore options for moving the organization forward through a new guiding policy and initiatives that will implement the policy. The goal is to develop a renewed strategy that is fresh and effective at guiding the organization from its current state to where it wants to be.
Strengths & Capabilities
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, leveraging strengths, and working with non-profits, government, and businesses.
Balanced_sample
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
Recommended
VisionScape Management Solutions Corporate Brochure
This document discusses strategic assessments provided by VisionScape Management Solutions. The assessments allow organizations to understand where they currently stand, where they need to be, and how to close any gaps. They ensure executives, management, and employees are aligned on strategy. The assessments are followed by workshops to create action plans with roles, responsibilities and timelines to ensure successful implementation. Strategic assessments and benchmarking help organizations improve performance, leverage strengths, and validate strategies and systems.
Organisations of the Future - Flipping the Odds for Successful Reorganisation...
Organisations of the Future - Flipping the Odds for Successful Reorganisation...Chartered Management Institute
The document summarizes research on factors critical for successful organizational restructuring or reorganization. It identifies six key factors: 1) synchronizing the reorganization design with business strategy; 2) clarifying roles and responsibilities; 3) deploying the right leaders and capabilities; 4) designing the organization layer by layer rather than top-down; 5) minimizing execution risks; and 6) reorganizing during periods of strength rather than distress. Companies that incorporated more of these six factors reported much higher rates of reorganization success.Ch13 mba
This document discusses strategy implementation and outlines eight key components of an effective strategy execution process: 1) building a capable organization, 2) allocating resources, 3) establishing supportive policies, 4) instituting best practices, 5) installing supportive systems, 6) tying rewards to strategic targets, 7) exercising strategic leadership, and 8) shaping culture. It provides details on each component and emphasizes the importance of aligning organizational culture with strategy for successful long-term implementation.
Co ordination
Coordination is the management of interdependence between individuals and groups to achieve common goals. It involves synchronizing efforts and keeping expenditures proportionate to resources. Coordination is important for integrating group efforts, facilitating mutual dependence, resolving conflicts, developing team spirit, motivating subordinates, achieving better relations, optimizing resource use, and improving efficiency. Elements of successful coordination include leadership commitment, defined joint outcomes, appropriate governance frameworks, performance measurement, the right representation and skills, and shared culture and values.
Governance - How You Did It, Not Just How You Did
Doing things the right way is most often looked at in terms of whether a desired result predictably arrives. Those results make sense for "share" holders as performance, but "stake" holders are different.
Sharpening Organizational Strategy
The document discusses sharpening organizational strategy. It emphasizes the importance of conducting an accurate diagnosis of challenges, developing a guiding policy to address challenges, and implementing coherent actions. It recommends convening a task force to analyze the effectiveness of the current strategy, identify where the organization is in its lifecycle, understand key challenges, and explore options for moving the organization forward through a new guiding policy and initiatives that will implement the policy. The goal is to develop a renewed strategy that is fresh and effective at guiding the organization from its current state to where it wants to be.
Strengths & Capabilities
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, leveraging strengths, and working with non-profits, government, and businesses.
Balanced_sample
The document discusses the Balanced Scorecard approach to measuring corporate performance. It introduces the Balanced Scorecard and explains that it ties performance measures to corporate strategy using a balanced set of financial and non-financial metrics across different perspectives like internal processes, customer, learning and growth, and financials. The document also outlines some potential problems with implementing the Balanced Scorecard like lack of focus on strategy, difficulty connecting metrics to deliverables, and resistance to cascading objectives down to staff levels.
Word a gram
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
McKinsey's 7S
The 7-S Framework of McKinsey is a management model that analyzes seven internal elements of an organization: shared values, strategy, structure, systems, staff, style, and skills. The model was developed in the 1970s and aims to help companies understand their strengths and weaknesses, align with strategies, and optimize organizational design. It evaluates how an organization's culture, goals, plans, roles, processes, people, behaviors, and capabilities work together holistically.
Data, Analytics and Strategy 2015
This document provides information about Gary W. Griffin and his company. Some key details include:
- Gary W. Griffin is the Managing Partner of a company founded in 2004 located in Fayette, Georgia that focuses on small and medium sized businesses and non-profits.
- The company has over 50 years of combined business experience across public and private sectors.
- They provide strategic planning, balanced scorecard development, knowledge accumulation, and other services to help clients make better data-driven decisions and improve organizational performance.
- Their philosophy is to provide accurate, complete and timely information to clients to support effective decision making.
Word a gram
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Stenghts & Word a gram
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Graphic Resume
This document lists various services related to organizational development, including needs assessments, group process facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
Strenghts & Capabilities
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
graphic resume
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Leading Integration
This document discusses the three phases of leading an integration - pre-combination, combination, and post-combination - and emphasizes the important role of a transition team. It recommends that the transition team should be led by a designated leader and composed of cross-functional teams. In the pre-combination phase, the transition team facilitates meetings to identify potential problems and craft a compelling vision. In the combination phase, the team cements the transition structure and spreads it throughout the organization. In the post-combination phase, the team focuses on achieving business goals and enhancing oversight through cross-functional relations.
Week 1&2
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
Managing the triple bottom line
This document discusses managing performance using a triple bottom line approach that considers financial, social and environmental impacts. It outlines some of the challenges with measuring non-financial performance, including linking metrics to strategy, setting appropriate targets, and measuring correctly. Common mistakes include not tying metrics causally to strategic goals, setting unrealistic targets, and using invalid or unreliable measures. The document provides guidelines for risk management and emphasizes the importance of transparency, accountability and governance in managing a triple bottom line.
Relationship between Strategy and structure of an organization
Strategy and structure of an organization. For further details you may visit http://www.unitedworld.edu.in/
The need for a balanced measurement system
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
Presentation on Strategy and structure
This document discusses strategies and organization structures. It defines strategy and describes corporate-level and business-level strategies. Corporate strategies like diversification affect organization design, requiring coordination or monitoring. Business strategies like cost leadership necessitate efficiency and control. The document also describes mechanistic and organic structures. A mechanistic structure is centralized and specialized, while an organic structure is decentralized and flexible. The best structure depends on the situation according to contingency theory.
The nature of strategic management
This document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The stages of strategic management include strategy formulation, implementation, and evaluation. Strategy formulation involves developing a vision, identifying external opportunities and threats, determining internal strengths and weaknesses, and establishing objectives and strategies. Strategy implementation establishes annual objectives, organizational structure, policies, and resource allocation. Strategy evaluation reviews strategies and takes corrective actions. Key terms in strategic management include competitive advantage, strategists, vision/mission statements, SWOT analysis, objectives, strategies, policies, and annual objectives. The benefits of strategic management include greater commitment, understanding, enhanced communication, and organizational success.
Vector Organisational Scan - Analysing your challenges
When it comes to achieving your strategic goals, intelligence is everything. The Organisational Scan from Vector is a key insight tool that analyses and informs you of the challenges facing your business, so you can better overcome them. This proven systematic tool will provide a detailed analysis of your organisation and highlight areas requiring improvement. - See more at: http://www.vector-consultants.com/en/Large-corporates/Organisational-Diagnostics/Analysing-your-challenges/#sthash.MM2A34aG.dpuf
NetMap for Organisational Analysis and Restructuring
NetMap is a powerful data relationship visualisation analysis software, which lends itself particularly well to analysing communication and information flows within organisations.
Strategic Corporate Governance Indexes - Fact Sheet
The document discusses creating an investment index based on corporate governance styles known to be associated with superior business performance and stock yields. Research has shown that certain governance styles can be used as an effective screen to select stocks that outperform market indexes. The proposed Strategic Corporate Governance 25 Index outperformed the Russell 3000 and Russell Top 200 Growth Indexes over a four-year period from 2006 to 2010, with a cumulative return of 10.2% versus the indexes' returns of 5-7%.
Argosy b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new
b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new,argosy b6027 module 3,b6027 module 3,argosy b6027 module 3 tutorial,argosy b6027 module 3 assignment,argosy b6027 module 3 helpb6027 module 3 assignment 2 lasa 1 the leader as a strategist report new,argosy b6027 module 3,b6027 module 3,argosy b6027 module 3 tutorial,argosy b6027 module 3 assignment,argosy b6027 module 3 help
Thomas
Educational technology combines education and technology. It aims to improve the teaching and learning process through applying principles of learning, engineering, social sciences, and other fields. It has objectives like modernizing learning methods, improving teaching conditions, and making classrooms more effective. Educational technology approaches include hardware, software, and systems approaches. The hardware approach mechanizes teaching, the software approach focuses on objectives, methods, and evaluation, and the systems approach scientifically studies educational administration problems. Educational technology functions include analyzing learners, organizing content, designing media, linking objectives to conditions, providing feedback, and its importance includes increasing effectiveness, optimizing output and resources, and modernizing institutions.
Retroperitoneal approach to the lumbar spine1
The document summarizes the retroperitoneal approach to the lumbar spine. It describes the indications, patient positioning, incision details, and steps of the surgical dissection. These include splitting the external oblique, internal oblique, and transversus abdominis muscles to expose the retroperitoneal space. The peritoneum and its contents are then retracted to reveal the lumbar spine and vessels. The segmental vessels are ligated to provide access to the vertebral bodies after level confirmation with imaging. Care must be taken to avoid injury to nearby structures like the ureter and sympathetic chain during the procedure.
Communicative language teaching
Communicative language teaching (CLT) emerged from new theories of language in the 1960s-1980s in Britain and the USA. It views language as a system for communication rather than just grammar rules, and aims to develop learners' communicative competence through authentic tasks. CLT lessons typically involve groupwork, information sharing, role plays, and simulations to encourage fluency over accuracy. The approach is learner-centered and focuses on meaningful communication through language use in real-life settings. While implementation varies, CLT emphasizes understanding messages over grammatical accuracy during the initial stages of language acquisition.
More Related Content
What's hot
Word a gram
This document lists various services related to organizational development, including needs assessments, group facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
McKinsey's 7S
The 7-S Framework of McKinsey is a management model that analyzes seven internal elements of an organization: shared values, strategy, structure, systems, staff, style, and skills. The model was developed in the 1970s and aims to help companies understand their strengths and weaknesses, align with strategies, and optimize organizational design. It evaluates how an organization's culture, goals, plans, roles, processes, people, behaviors, and capabilities work together holistically.
Data, Analytics and Strategy 2015
This document provides information about Gary W. Griffin and his company. Some key details include:
- Gary W. Griffin is the Managing Partner of a company founded in 2004 located in Fayette, Georgia that focuses on small and medium sized businesses and non-profits.
- The company has over 50 years of combined business experience across public and private sectors.
- They provide strategic planning, balanced scorecard development, knowledge accumulation, and other services to help clients make better data-driven decisions and improve organizational performance.
- Their philosophy is to provide accurate, complete and timely information to clients to support effective decision making.
Word a gram
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Stenghts & Word a gram
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Graphic Resume
This document lists various services related to organizational development, including needs assessments, group process facilitation, strategic planning, coalition building, grant research, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging organizational strengths.
Strenghts & Capabilities
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
graphic resume
This document lists various services related to organizational development, including needs assessments, group processes, facilitation, strategic planning, coalition building, solution focused approaches, grant research and preparation, business process improvement, leadership development, governance, change management, executive coaching, business continuity planning, policy work, community outreach, business networking, succession planning, performance measurement, and leveraging strengths.
Leading Integration
This document discusses the three phases of leading an integration - pre-combination, combination, and post-combination - and emphasizes the important role of a transition team. It recommends that the transition team should be led by a designated leader and composed of cross-functional teams. In the pre-combination phase, the transition team facilitates meetings to identify potential problems and craft a compelling vision. In the combination phase, the team cements the transition structure and spreads it throughout the organization. In the post-combination phase, the team focuses on achieving business goals and enhancing oversight through cross-functional relations.
Week 1&2
This document outlines the course contents for a Strategic Management course taught by Dr. Sabeeh Zaidi at the National University of Computers & Emerging Sciences in Lahore, Pakistan. The course covers key topics in strategic management including defining strategic management, the strategic management process and model, external and internal assessments, strategy formulation, implementation, and evaluation. It also discusses concepts like competitive advantage, vision and mission statements, and the benefits of taking a strategic approach to management.
Managing the triple bottom line
This document discusses managing performance using a triple bottom line approach that considers financial, social and environmental impacts. It outlines some of the challenges with measuring non-financial performance, including linking metrics to strategy, setting appropriate targets, and measuring correctly. Common mistakes include not tying metrics causally to strategic goals, setting unrealistic targets, and using invalid or unreliable measures. The document provides guidelines for risk management and emphasizes the importance of transparency, accountability and governance in managing a triple bottom line.
Relationship between Strategy and structure of an organization
Strategy and structure of an organization. For further details you may visit http://www.unitedworld.edu.in/
The need for a balanced measurement system
This document discusses the need for a balanced measurement system when evaluating workforce programs. It argues that solely using outcome measures like employment rates is insufficient and that measures focused on operations and processes are also needed. The document recommends using a balanced scorecard approach that considers multiple perspectives: customer, financial, internal processes, and learning/growth. This allows an organization to understand what activities and processes drive outcomes. It provides an example of how to develop objectives and measures for a customer-focused initiative around improving youth employment retention rates.
Presentation on Strategy and structure
This document discusses strategies and organization structures. It defines strategy and describes corporate-level and business-level strategies. Corporate strategies like diversification affect organization design, requiring coordination or monitoring. Business strategies like cost leadership necessitate efficiency and control. The document also describes mechanistic and organic structures. A mechanistic structure is centralized and specialized, while an organic structure is decentralized and flexible. The best structure depends on the situation according to contingency theory.
The nature of strategic management
This document provides an overview of strategic management. It defines strategic management as managing an organization's resources to achieve goals and objectives. The stages of strategic management include strategy formulation, implementation, and evaluation. Strategy formulation involves developing a vision, identifying external opportunities and threats, determining internal strengths and weaknesses, and establishing objectives and strategies. Strategy implementation establishes annual objectives, organizational structure, policies, and resource allocation. Strategy evaluation reviews strategies and takes corrective actions. Key terms in strategic management include competitive advantage, strategists, vision/mission statements, SWOT analysis, objectives, strategies, policies, and annual objectives. The benefits of strategic management include greater commitment, understanding, enhanced communication, and organizational success.
Vector Organisational Scan - Analysing your challenges
When it comes to achieving your strategic goals, intelligence is everything. The Organisational Scan from Vector is a key insight tool that analyses and informs you of the challenges facing your business, so you can better overcome them. This proven systematic tool will provide a detailed analysis of your organisation and highlight areas requiring improvement. - See more at: http://www.vector-consultants.com/en/Large-corporates/Organisational-Diagnostics/Analysing-your-challenges/#sthash.MM2A34aG.dpuf
NetMap for Organisational Analysis and Restructuring
NetMap is a powerful data relationship visualisation analysis software, which lends itself particularly well to analysing communication and information flows within organisations.
Strategic Corporate Governance Indexes - Fact Sheet
The document discusses creating an investment index based on corporate governance styles known to be associated with superior business performance and stock yields. Research has shown that certain governance styles can be used as an effective screen to select stocks that outperform market indexes. The proposed Strategic Corporate Governance 25 Index outperformed the Russell 3000 and Russell Top 200 Growth Indexes over a four-year period from 2006 to 2010, with a cumulative return of 10.2% versus the indexes' returns of 5-7%.
Argosy b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new
b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new,argosy b6027 module 3,b6027 module 3,argosy b6027 module 3 tutorial,argosy b6027 module 3 assignment,argosy b6027 module 3 helpb6027 module 3 assignment 2 lasa 1 the leader as a strategist report new,argosy b6027 module 3,b6027 module 3,argosy b6027 module 3 tutorial,argosy b6027 module 3 assignment,argosy b6027 module 3 help
What's hot (19)
Relationship between Strategy and structure of an organization
Relationship between Strategy and structure of an organization
Vector Organisational Scan - Analysing your challenges
Vector Organisational Scan - Analysing your challenges
NetMap for Organisational Analysis and Restructuring
NetMap for Organisational Analysis and Restructuring
Strategic Corporate Governance Indexes - Fact Sheet
Strategic Corporate Governance Indexes - Fact Sheet
Argosy b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new
Argosy b6027 module 3 assignment 2 lasa 1 the leader as a strategist report new
Viewers also liked
Thomas
Educational technology combines education and technology. It aims to improve the teaching and learning process through applying principles of learning, engineering, social sciences, and other fields. It has objectives like modernizing learning methods, improving teaching conditions, and making classrooms more effective. Educational technology approaches include hardware, software, and systems approaches. The hardware approach mechanizes teaching, the software approach focuses on objectives, methods, and evaluation, and the systems approach scientifically studies educational administration problems. Educational technology functions include analyzing learners, organizing content, designing media, linking objectives to conditions, providing feedback, and its importance includes increasing effectiveness, optimizing output and resources, and modernizing institutions.
Retroperitoneal approach to the lumbar spine1
The document summarizes the retroperitoneal approach to the lumbar spine. It describes the indications, patient positioning, incision details, and steps of the surgical dissection. These include splitting the external oblique, internal oblique, and transversus abdominis muscles to expose the retroperitoneal space. The peritoneum and its contents are then retracted to reveal the lumbar spine and vessels. The segmental vessels are ligated to provide access to the vertebral bodies after level confirmation with imaging. Care must be taken to avoid injury to nearby structures like the ureter and sympathetic chain during the procedure.
Communicative language teaching
Communicative language teaching (CLT) emerged from new theories of language in the 1960s-1980s in Britain and the USA. It views language as a system for communication rather than just grammar rules, and aims to develop learners' communicative competence through authentic tasks. CLT lessons typically involve groupwork, information sharing, role plays, and simulations to encourage fluency over accuracy. The approach is learner-centered and focuses on meaningful communication through language use in real-life settings. While implementation varies, CLT emphasizes understanding messages over grammatical accuracy during the initial stages of language acquisition.
Virgina henderson -ppt
Virginia Henderson was a prominent nurse theorist. Some key points about her:
- She graduated from the Army School of Nursing in 1921 and received her B.S. and M.A. in nursing education from Columbia University.
- Henderson defined nursing as "the unique function of the nurse to assist the individual, sick or well, in the performance of those activities contributing to health or its recovery (or to peaceful death) that he would perform unaided if he had the necessary strength, will or knowledge."
- She identified 14 components of basic nursing care that encompass all possible nursing functions, including things like breathing, eating, eliminating, and communicating.
- Henderson viewed health as the ability
Communicative Language Teaching (CLT)
A powerpoint presentation based ob Chapter 14 of "Approaches and Methods in Language Teaching" by Jack C Richards & Theodore S Rodgers
Types of educational technology
This document discusses three approaches to educational technology:
1) Hardware approach (Educational Technology I) which focuses on machines and equipment like audiovisual aids and computers.
2) Software approach (Educational Technology II) which is based on theories of learning and uses instructional procedures and aids like pictures, maps, and programmed learning packages.
3) System approach (Educational Technology III) which takes a systematic view of the entire educational process and the roles of people, machines, and media within an educational system.
Communicative Approach
The communicative language teaching approach focuses on having students use language for meaningful purposes through real-world situations. It developed out of dissatisfaction with audiolingual and grammar-translation methods that did not teach practical language use. Under this approach, teachers create situations requiring communication, rather than repetitive drills, and act as facilitators rather than leaders. Lessons center on topics and functions useful for real life, using dialogs, tasks, songs and games to encourage natural language practice and development of communicative competence.
Slideshare ppt
Miss goodheart created a PowerPoint to test out the Slideshare tool, which was introduced to her by Sharon Tonner on January 20th, 2011.
Viewers also liked (8)
Similar to Factore of organisatioal effectiveness
orgaisational scanning
This document discusses organizational scanning, which involves identifying internal and external factors that impact an organization's financial, marketing, production, personnel, and general management capabilities. It lists examples of strengths that support capabilities in each area, such as access to financial resources, a variety of products, high employee satisfaction, and effective corporate planning. The overall purpose is to understand an organization's current capabilities in order to determine strengths to leverage and weaknesses to address.
Role and aspects of strategic management
This document discusses various aspects of strategic management including how it relates to e-commerce, marketing, finance, human resources, global competitiveness, and environmental scanning. Several frameworks and tools for analyzing the external environment are presented, such as PEST analysis, SWOT analysis, and Porter's Five Forces model. The importance of industry analysis and competitive intelligence for strategic management is also highlighted.
Lecture 1 organizational theory-and_design
This document discusses frameworks for organizational strategy, design, and effectiveness. It describes how top management determines goals and strategy that influence organizational design. Different strategies like differentiation, low-cost leadership, and prospector/defender require different design characteristics for efficiency or flexibility. Effectiveness is difficult to measure but can be assessed through goals, resources, internal processes, and strategic constituents. The balanced scorecard provides a holistic approach measuring financial, customer, internal business process, and learning/growth perspectives.
Ch 08
The document discusses strategic planning and management. It defines strategic planning as setting an overall direction to achieve organizational goals. It also outlines the components of strategic management as deciding and acting on strategies to achieve a competitive advantage. Additionally, it discusses different levels of strategy like corporate, business unit, and functional strategies and tools to implement strategies such as leadership, structure, resources and systems.
Solutions for Improvement of Corporate Performance: Performance Assessment
Performance Assessment is focused on identification of performance and functional gaps of organization and characterizes organization’s ability to ensure successful, quality and stable implementation of its goals and objectives in accordance to its mission.
Manajemen Produk dan Hargf
Strategically understanding a company involves conducting a comprehensive analysis of both internal and external factors that influence its operations, goals, and long-term vision. This includes evaluating the company's mission and vision, core values, business objectives, internal strengths and weaknesses, external opportunities and threats, competitive landscape, and how to effectively allocate resources and measure performance. Regularly monitoring the strategic plan and making adaptations based on changing circumstances helps ensure the company remains aligned with its strategic objectives.
Strategic Management
The document provides an overview of the evolution of strategic management thinking and practice from the 1950s to the present. It discusses how strategic management has shifted from an emphasis on budgetary planning and control to a focus on positioning, competitive advantage, innovation, and reconciling flexibility with financial control. The key stages of the strategic management process and various analytical tools and approaches are also summarized.
STRATEGIC AND OPERATIONAL MANAGEMENT-8615
This document provides an overview of strategic and operational management strategies for educational institutions. It discusses strategic management processes like strategic planning, implementation, evaluation and decision making. It also covers operational management techniques and decision making. Specific topics summarized include the strategic management process, SWOT analysis, benefits of strategic management, strategic decision making and the 7 steps of operational decision making.
Future-of-HR-Metrics.ppt
The document discusses future metrics for measuring the impact and effectiveness of HR. It begins by outlining three levels of metrics: efficiency, effectiveness, and impact. Efficiency measures resources and investments, effectiveness examines policies and practices, and impact evaluates the link between human capital and business success.
It then examines the changing role of HR from administrative expert to strategic partner. While more HR professionals see themselves as strategic partners, time spent on strategic activities has not increased. The document also reviews internal and external benchmarks for measuring HR. Finally, it emphasizes the need to demonstrate how HR drives business performance through impact metrics that link human capital to value creation.
Organisation effectiveness
The document discusses various approaches to defining and measuring organizational effectiveness, including goal attainment, system resources, strategic constituencies, competing values, internal processes, human relations, open systems, and rational goals. It also examines factors that influence effectiveness such as top management, the manager-subordinate relationship, individual managers, and criteria for evaluating effectiveness from the perspective of different constituencies. Finally, it provides recommendations for increasing organizational effectiveness such as clarifying goals, fostering a positive culture, soliciting employee feedback, holding managers accountable, and empowering employees.
Kaye Report on Concepts of SQM.pptx
Strategic quality management is a systematic approach to achieving quality objectives throughout an organization. It goes beyond basic product quality to quality in all aspects. The key elements include mission, customer focus, leadership, improvement, and people participation. The strategic planning process involves analyzing the vision, customer needs, critical success factors, and evaluating outcomes. The goal is to continuously improve performance and ensure total customer satisfaction for long term sustainability and competitive advantage.
Value of Alignment
Sustained growth and profit require aligning employees, customers, strategy, and processes. Engagement is key to alignment and is measured by satisfaction, commitment, pride, loyalty, purpose, advocacy, initiative, persistence and energy. High engagement leads to improved performance, productivity, safety, and lower turnover while low engagement has opposite effects. Alignment must be tailored to each organization and measured regularly using diagnostic tools to identify areas for improvement.
Balanced scorecard
The document discusses barriers to implementing strategy and how a balanced scorecard can help overcome those barriers. It outlines common barriers like strategies not being understood, lack of alignment between goals/incentives and strategy, and budgets/resources not linked to strategy. It then presents how a balanced scorecard can help by linking incentives to execution, aligning budgets with strategy, and spending more time on strategy. The balanced scorecard provides a framework to translate strategies into objectives and measures across financial, customer, internal process, and learning/growth perspectives.
Ch01
The document outlines key concepts in strategic management including:
1. It discusses different frameworks for analyzing strategy including understanding the environment, assessing resources, setting goals, and effective implementation.
2. It describes the evolution of strategic management from an emphasis on planning to a focus on positioning, competitive advantage, and reconciling flexibility with control.
3. It presents Mintzberg's critique of formal strategic planning and argues that strategy emerges through a process rather than being fully designed in advance.
Organisational analysis
This document discusses organizational analysis and value chain analysis. It provides an overview of several models for organizational analysis, including the strategic triangle model, SWOT model, rational model, natural system model, and sociotechnical model. It then discusses value chain analysis and its components. Value chain analysis examines activities involved in production and marketing to determine strengths and weaknesses. The document outlines the key components of value chain analysis including organizational structure, culture, finance, marketing, operations, human resources, and information systems.
Strategic Performance Index- OnStrategy
''The Strategic Performance Index is a leader hip assessment measuring organizational success across key areas of growth, viability and sustainability''
Strategic+management+2
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to help an organization achieve its objectives. It allows organizations to proactively shape their future. Strategic management provides both financial benefits like increased sales and profitability, and non-financial benefits such as identifying opportunities and improving coordination. Strategies can be developed at the corporate, business, and functional levels of an organization. The challenges of strategic management include preventing strategic drift and understanding contemporary issues.
Strategy Formulation and Implementation
This document summarizes key concepts in strategic management including:
1) Strategic management involves formulating and implementing strategies to achieve organizational goals and gain a competitive advantage.
2) Grand strategies include growth, stability, and retrenchment while global strategies include globalization, multinational, and transnational approaches.
3) Strategy formulation occurs at the corporate, business unit, and functional levels and involves analyzing strengths, weaknesses, opportunities, and threats.
4) Implementing strategies requires changes to organizational structure, leadership, culture, and information systems.
HR Metrics
HR Metrics Consulting provides non-traditional HR solutions to optimize employees as well as organizational performance. It is pioneer in introducing evidence based management frameworks for workforce management in Pakistan and its indigenously developed programs have been approved by Human Resource Certification Institute USA www.hrci.org for continuous professional development and recertification of HR professionals worldwide. This is an unprecedented honor for an HR consulting firm in the history of Pakistan.
Similar to Factore of organisatioal effectiveness (20)
Solutions for Improvement of Corporate Performance: Performance Assessment
Solutions for Improvement of Corporate Performance: Performance Assessment
Factore of organisatioal effectiveness
- 2. Organisational effectiveness also called as organisational success or growth. The degree to which the organisational goals have been achieved. WHAT IS ORGANISATIONAL EFFECTIVENESS ?
- 3. Different Criterion for Measuring ORGANISATIONAL EFFECTIVENES UTILISATION OF RESOURCE SURVIVE RELISING GOAL
- 4. FACTORS ORGNISATIONAL EFFECTIVENESS Planning Organisationg Staffing Directing Motivating Controlling BASED ON MANAGEME NT BASED ON OTHERS Customers preference Political Situation Law and Order Financial Institution Competitors
- 5. APPROACHES TO MEASURE EFFECTIVENESS GOAL APPROCH BEHAVIOURAL APPROCH SYSTEM RESOURCE APPROCH STRATEGIC CONSTITUENCIES APPROACH
- 6. CRITERIA For ORGANISATIONAL EFFECTIVENESS STRATEGY TECHNOLOGY PEOPLE STRUCTURE PRODUCT RELATED CUSTOMER RELATED PEOPLE RELATED GROWTH RATE PROFITABILITY SHAREHOLDER VALUE SOCIAL PERFORMANCE