IESMCRC HR students were given a brief explanation about organization
effectiveness by Prof. (Mrs.) Merlyn Michael D'souza.
Few important points which were covered in the sessions are as follows:
In organizational effectiveness research, there is little consensus
emerged, either theoretically or empirically, as to what constitutes
organizational effectiveness and how best to measure it. Robbins asserts that
effectiveness, like beauty, is in the eye of the beholder. Different groups
(Stakeholders) judge organizations by different criteria.
There are three contingency approaches to the measurement of
organizational effectiveness:
1-Resource based approach
assesses effectiveness by observing the beginning of the process and evaluating
whether the organization effectively obtains resources necessary for high
performance. Organizational effectiveness is defined as the ability of the
organization to obtain scarce and valued resources. Ex: Low cost inputs, high
quality raw materials. (In many not-for-profit organizations it is hard to
measure output goals or internal efficiency.)
2-Internal process approach
looks at the internal activities. Organizational effectiveness is measured as
internal organizational health and efficiency. Ex: strong corporate culture.
3-Goal approach is concerned
with the output side and whether the organization achieves its goals in terms
of desired levels of output. Since organizations have multiple and conflicting
goals, effectiveness cannot be assessed by a single indicator. Ex: operative
goals.
The “Competing Values Framework” of Quinn and Rohrbaugh (1983) is a
theory derived from research conducted on major indicators of effective
organizations. Based on statistical analyses of a comprehensive list of
effectiveness indicators, they discovered two major dimensions underlying the
conceptions of effectiveness.
First dimension is related to organizational focus. Internal emphasis is
on the well being and development of the people in the organization. External
emphasis is on the well being and development of the organization itself with
respect to its environment.
Second dimension is related to preference for structure and represents the contrast between “stability and control” and “change and flexibility”.
1. Human Resources model
emphasizes flexibility and internal focus and stresses cohesion, morale, and
human resources development as criteria for effectiveness
2. Open Systems model
emphasizes flexibility and external focus and stresses readiness, growth,
resource acquisition and external support
3. Rational goal model
emphasizes control and external focus and stresses planning, goal setting,
productivity, efficiency as the criteria for effectiveness
4. Internal process model
emphasizes control and internal focus and stresses role of information
management, communication, stability and control
At the end of the session, the students had to indulge themselves in
group activities to understand the topic even more.
Below
are some pictures showing the discussions happened.
Discussion
on “ Organizational effectiveness can be
whatever top management
defines it to be or not”
