Organizational Effectiveness (PowerPoint PPTX)

Organizational Effectiveness

Contents
1. Comprehensive Model for Diagnosing Organizational Systems
2. Common Approach to Business Problems
3. Organization-Level Diagnosis : Strategy, Structure, Culture, People and Technology
4. Five Forces of Industry Structure
5. Elements of Corporate Culture Formation
6. Human Resources Systems
7. Group-Level Diagnosis
8. Organization Design
9. Group Components & Goal Clarity
10. Task Structure
11. Group Functioning, Composition & Norms
12. Individual-Level Diagnosis
13. Individual Jobs Dimensions
14. Job Characteristics Model – Hackman/Oldham
15. Designing Effective Intervention
16. Intervention Success Factors
17. Human Process Intervention
18. Structural Intervention
19. Human Resources Management Intervention
20. Strategic Intervention
21. Factors Affecting Institutionalization Process

Organizational effectiveness refers to the concept of how proficient an organization is in accomplishing its objectives. Each employee in a firm greatly contributes to the effectiveness of the organization. It is indispensable to consider the skills, rank and motivation and experience. Some employees undoubtedly play a more crucial role as compared to others. They are the people who considerably contribute to the organization's development primarily with their know-how.

The major measure of organizational effectiveness for an enterprise will commonly be expressed in terms of how exceptional its net profitability correlates with its target profitability. Further measures may compose of the results of customer satisfaction surveys and growth data.

The Key Components of Organizational Effectiveness
The General Environment. This represents the forces as well as the external elements which can influence the achievement of organization's objectives. This can be described with regards to the amount of uncertainty present in political, social, ecological, technological and economic forces.

This diagnosis must be able to consider the following questions:
•  What are the group's performance norms?
•  What is the group's task structure?
•  What is the composition of the group?
•  How clear are the group's goals?
•  What is the nature of team functioning in the group?

Organization-Level Diagnosis : Strategy, Structure, Culture, People and Technology
• What is the firm's general environment?
• What is the firm's industry structure?
• What is the firm's strategy?
• What is the firm's culture?
• What are the firm's human resources systems, structure and technology?

Group-Level Diagnosis : Group Dynamics and Group Performance
• This includes inputs such as the organization design. On the other hand, the design components comprised of task structure, goal clarity, group norms, group functioning and group composition. The output is team effectiveness.

Individual-Level Diagnosis : Employee Satisfaction and Performance The inputs include organization design, personal characteristics and group design. Meanwhile the design components comprised of task identity, autonomy, skill variety, task significance and feedback about results. And, the output is individual effectiveness.

Organization Design. This is concerned with the bigger organization in which the individual task is considered as the smallest unit.

Group Design. This concerns the bigger department or group containing the individual task. Just like organization design, it is worthy to note that group design is a vital part of the context of the job.

Personal characteristics. The personal characteristics can influence the execution of job and how individuals respond to job designs. Individuals' personal characteristics of occupying jobs are composed of skills, education, abilities, age and experience. The five essential individual jobs dimensions include task identity, autonomy, task significance, feedback about results and skill variety.

•  Skill Variety. This refers to the extent to which the job calls for a range of various activities.
•  Task Identity. The extent to which the job feels the necessity of an identifiable and whole piece of work.
•  Task Significance. This refers to the extent to which a task has a vital impact on other individuals' lives.
•  Autonomy. The extent to which a task offers discretion and freedom in terms of scheduling the work and identifying the methods of work.
•  Feedback about Results. The extent to which a task offers worker with clear and direct data about the efficiency of task performance.

Individual-level Diagnosis must be able to respond to the following questions:
•  How much task identity do the tasks have?
•  How much skill variety is contained in the tasks?
•  How much feedback about outcomes do the tasks contain?
•  How much task significance is engaged in the tasks?
•  How much autonomy is contained in the tasks?
•  What are the personal attributes of jobholders?
•  What is the design of the bigger organization in which the individual tasks are entrenched?
•  What is the design of the group including the individual job?

Regards,
UJ Consulting