1.
Objectives
At the end of this session each participant will be able to:
•Define Efficiency andEffectiveness.
•Identify the Purpose of organizationaleffectiveness.
•Identify Factors that determineEffectiveness
•Identify Factors Associated with Increased Productivity andEfficiency
•understand that Effectiveness and Efficiency influence eachother
•discuss How can an organization measureeffectiveness
Identify How do manager measure OrganizationalEffectiveness

2.
•Organizational Effectiveness
•discuss the main models of Organizational Effectiveness.
•Mention Methods To Measuring The Effectiveness Of The Organization (Approaches).
•Identify Basic Activities Determine The OrganizationalEffectiveness.
•Discuss Theoretical And PracticalPressures.
•Identify Source OfPressure.
•Identify The Benefits Will Give To TheOrganization

3.
OUTLINES
•introduction
•Effectiveness and Efficiency
•Purpose
•Factors that determine Effectiveness
•Factors Associated with Increased Productivity and Efficiency
•Effectiveness and Efficiency influence each other
•How can an organization measure effectiveness?

4.
•Organizational Effectiveness
•How can manager foster Organizational Effectiveness
•Criteria determine Organizational Effectiveness
•Managers role
•Methods To Measuring The Effectiveness Of The Organization Approaches
•Basic activities determine the Organizational Effectiveness
•Theoretical and practical pressures
•source of pressure
•What are the benefits will give to the Organization.

5.
—Organizational effectiveness is the concept of how effective an
organization is in achieving the outcomes the organization intends to
produce. The idea of organizational effectiveness is especially important for
non-profit organizations as most people who donate money to non-profit
organizations and charities are interested in knowing whether the
organization is effective in accomplishing its goals.
Introduction

6.
yEfficiency:
Takes into account the amount of resources used
to produce the desired output.
Effectiveness:
•The degree to which objectives & goals are
achieved and the extent to which targeted
problems are solved.
•Effectiveness means "doing the right thing".
Efficiency and effectiveness

7.
Purpose
—To review assessing organizational performance.
—To compare and contrast approaches to quality assurance
and quality improvement.
—To describe strategies to achieve an effective health care
organization.

8.
—Clear authority
—Discipline within anorganization
—Productivity
—Employee satisfaction
Effectiveness is function of

9.
Efficiency:
Takes into account the amount of resources used to produce the desired
output.
Effectiveness:
•The degree to which objectives & goals are achieved and the extent to
which targeted problems are solved.
Effectiveness means "doing the rightthing

10.
Purpose
•To review assessing organizational performance
•To compare and contrast approaches to quality assurance and quality
improvement
•To describe strategies to achieve an effective health care organization.

11.
•Production maximization
•Cost minimization
Technological excellence
Effectiveness was determined by factors
such as
;

12.
•Information and feedback
•Interdepartmental coordination and resource sharing
•Compensation systems oriented toward rewarding productivity
orefficiency
•Physician involvement in decision making andgovernance
•Concentration of staff work andactivity
•Active governing boards that deal with environmentalpressures
•Type ofownership
•Chain ownership and contractmanagement
•Degree of systemintegration
Factors associated with increased productivity and
efficiency

13.
•Effectiveness and efficiency are exclusive, yet, at the same
time, they influence each other.
•There fore it is important for management to assure the
success in both areas.
Organizational performance = effectiveness x efficiency
Effetiveness and efficiency influency each
other

14.
Discipline within anorganization
•Productivity
Employee satisfaction
Efectiveness is function
ofClear
authority

15.
•should have the skills to understand the nature of the environment
environment protection and fulfillment of social responsibilities.
•Organizations are effective when they are able to change the
organization structure, and regroup the resources.
•In corporate changes in technology
•Reorientation of organization policies
•Flexibility and willingness to adapt to the change
•assess their current position in the small and mid sized business
market and develop a Change Management Plan for how they are
going to get to number one in sales figures.
The role of
manager

16.
•Managerial duties .How effective is this person in
areas such as setting context and boundaries, planning,
and delegating? Are these things being done?
•Team work .How effective is the team as a whole?
What is their level of performance? Are projects and
work being completed on time? On budget? In
accordance with quality standards.

17.
•Developing a mentoring culture within theorganization
•Empowering staff to support organizational objectives–
•Reflective leadership practices
Employee Engagement
How can manager foster orgnizational
effectiveness

18.
•Adaptability and ability to solve problems.
•Ability and flexibility to react to change.
•A sense of identity
•Capacity to test reality –accurately perceive and
correctly interpret the properties of the environment.
State of integration among the sub-parts of the
Organization to avoid cross- purpose working.
Criteria determine organizational effectivness

19.
•Attainment Approach
•Systems Approach
•Strategic Constituencies Approach
•Competing Values Approach
Method to measuring the effectiveness of approach organization

20.
•Effectiveness is the ability to excel at one or more out put goals
•who will set goals for Individuals & Organizations
•The Goal Attainment Approach states that an organization‘s
effectiveness must be appraised in terms of the accomplishment
of ends rather than mean.
It is the bottom line that counts.
Goal attainment approach

21.
•Goals must be…
•Clearlyidentifiable
•Consensual
•Measurable
Time-bound
Based on the identification of goals
and chievement of those goal

22.
•SystemsApproach
•Here end goals are not ignored; but they are only one element in
a more complex set of criteria.
•Systems models emphasize criteria that will increase the long
term survival of the organization such as–
•Its ability to acquire resources, maintain itself internally as a
social organism & interact successfully with its external
environment.
•So, this approach focuses not so much on specific ends as on
the means needed for the achievement of those ends.

23.
•An organization is a system and is a part of the
environmental suprasystem
•In this approach , the nature of interaction between the
organization and the environment to determine its
Organization effectiveness
•In the systems theory, an organization remains effective
as long as it uses its resources in an efficient manner and
continues to contribute to the larger systems

24.
Strategic-Constituencies Approach…
Effectiveness is the ability to satisfy multiple strategic
constituencies both within and outside the
organization.
requires support for its continued existence.
It seeks to appease only those in the environment who
can threaten the organization's survival.
For e.g. Private universities and public universities.
The strategic constituencies that determine
effectivenessare
owners, managers, employees, customers, suppliers
&TheGovt.
.

25.
Important Factors of Strategic Constituency
Approach
Identify critical constituencies . Similar to systems
approach in this method.
Prioritize the critical constituencies
Identify the expectations of various
competinggroups
Identify the environmental changes

26.
Competing Values ApproachBehavioural
The Competing Values Approach is the criteria you value
and use in assessing an organizations effectiveness.
According to this, the extent to which individual and
organizational goals are integrated affects the degree of
organizational effectiveness.
McGregorDouglas in his Book―Leadership and
Motivation‖:-lla nehw , slaog fo noitargetni eurT
eht erahs slaudividnislaog noitazinagro.

27.
Basic activities determine the Organizational
Effectiveness
Identificationandprocuremenofvarious
resourcesneedeforthe production
Efficient use of in puts
Production of tangible assets/services
Performance of various technical and administrative
functions
Scanning the environment, identifyivarious factors
which impact organization

28.
•Market survey and modification of goals (if required)
•Training and Development
•Evaluation of Human Capital
•Development of organizational culture, ethos, and
climate
•Ensuring quality of work life
•Maintaining an ideal work life balance

29.
Theoretical and practical
pressures
the concepts of effectiveness and
performance have evolved as a result of
considerable pressure

30.
source of pressure
•difficulty of conceiving a theory of organizations that does not include the
construct of effectiveness
•the need to improve the conceptualization, measurement and assessment of
the construct.
•the ambiguity and confusion surrounding the construct of effectiveness
•The numerous areas ofconflict
•the lack of agreement on how to measure it and the disparity in its use by
practitioners and academics
•the contemporary economic environment represents a source of pressure
on almost every aspect of the organization.
Even if today there is some agreement that

31.
Even if today there is some agreement that
•organizational effectiveness requires multiple criteria,
•it must consider both means and ends
•the choice of model and criteria should be flexible and
appropriate for the context the definition, circumscription
and criteria identification of organizational effectiveness
remain problematic, and no definitive theories have been
put forth.

32.
What are the benefits will give to the
Organization. Improved:
•profitability
•competitiveness
customer satisfaction
•management-employeer elations
•focus on key goals
•communications
•Team work
•Employee morale
•Company image

33.
•revenue
•service to customers (internal&
external
•effectiveness
•planning
•Work environment
•Decision making

34.
Reduced:
•Customer complaints
•Warranty claims
•cost
•waste
•rework
•employeeturn-over
Greater:
•Market share
•adaptability
Increased:
•Employee involvement
•Employee satisfaction
•ability to attract new customers