Organizational-system effectiveness

Organisational effectiveness is the central theme of organization theory. No management can think of a theory of organization that does not include the concept of effectiveness. Everyone-academicians and corporate people-unanimously agree to the significance of effectiveness in organization.
Organisational effectiveness represents a desirable attribute in organization.
Effectiveness could be defined as the degree to which organization realizes its goals.
Organisational effectiveness is the extent to which an organization, given certain resources and means ,achieves its objectives without placing undue strain on its members .
Effectiveness is the ability of an organization to mobilize its centres of power for action-producing and adaptation.
Effectiveness of an organization can be seen in terms of survival of the organization.
According to silver and Sherman, Organisational effectiveness is the extent to which defind and finite resources can achieve its growth and profit without destroying its internal resources. It is how a company meets its minimization of stoppage between the input of resources and the optimized output .He further supports his viewpoint by an analogy that, there are parts of a ship which taken by themselves sink . The engine would plunge into the bottom of the sea and so would the propeller . The steel of the hull would sink. But when the parts of the ship are put together, they float. Thus organizational effectiveness is getting it together , to keep the enterprise afloat and competitive.
According to Houck levis Organisational effectiveness is the tool to which a goal that has been set for an operating task is attained in terms of quality and completion.
Warren. G. Bennils opines Organisational effectiveness is the system’s capacity to survive, adapt, maintain and grow, regardless of the particular function it performs.

Organizational systems effectiveness

People in the organization can tilt either way toward growth or toward stagnation. The design of the system in which people work can significantly influence which way they go and how far. The more they tilt toward stagnation, the higher the probability of developing organization illness. And in general ,the more they orient themselves toward growth, the better for organizational health. Behavioural research scientists are of the opinion that organization can be made more humane and at the same time more effective. It is possible to design organizational systems where individual participants can give of themselves and not given themselves up. In spite of the fact that some basic conflicts between the individual and the organization , there can be new organizational structures ,heightened competence in interpersonal relation among the managers , and increased group effectiveness. On the other hand incompetent organizational structures create executive environments lacking in trust, openness, dynamism and results in ineffective problem solving ,poor decision making and organizational illness.

Organizational System design

Just in any other aspect of decision making, it is important to point to the most fundamental aspect of business management i.e. the individualization of decision making based on organizational needs, wants and ability. It is safe to assume that most business concepts and fundamentals are uniform and apply to virtually all businesses. However, any decision maker or stakeholder has to be aware that those fundamentals have to be tailored to particular organizations current standing, ability as well as organizational goals and organizational strategic vision.

This may lead to the conclusion that informational technology is no exception. Information systems and its respective tools that include software and hardware are simply tools that are used to enhance the organizational ability to become more effective and efficient. Hence those tools have to be tailored and customized in order to reap the benefits. In order to maximize the benefits, one has to assume that operators i.e. employees or decision makers have the greatest knowledge and expertise to use those systems. Equally the customization has to be done in a way that complements the end users ability to use those systems.

Ultimately, it is not far fetched to label information systems simply as just another tool that can not be effectively maximized in its usage, unless it is designed, tailored and customized to fit the goals as well as the ability of the end user to effective implement their respective usage.

DYNAMICS

Changes are taking place all around in organization. It is but natural that everything changes over time. What remains constant is change itself. Manager finds that changes need to be initiated at different levels within the organization –individual, group, structure, processes and subsystems coping with internal and external environmental changes. By scanning the environment of the organization and deciphering how changes in the environment are likely to widen the gap between desired and actual state of affairs of organization such as productivity, customer and employer satisfactions, profits, the manager can be a change – agent for introducing planned changes in the organization. The term work change in the organization refers to any alteration that occurs in the work environment. Planned changes mean those changes which are effected in a planned manner after assessing the need for change and working out the details as to when and how they will be carried out. Planned change is also called proactive change. In contrast, reactive change is one which takes place in random fashion as a crisis situation develops. For proactive or planned change to be initiated, manager shall be sensitive to the environment al changes affecting the organization by being boundary scanners so that organizational crisis situations can be averted. Planned changes or proactive change is purposeful or goal-directed. There are two widely recognized goals of the planned change. One, it seeks to improve the organizational ability to cope with, or adapt to, changing environment. Second, it seeks to change employee knowledge, attitude and behavior. A few generalizations about change reflect its nature. Change in any part of the organization tends to affect the whole organization. Change is a human as well as a technical problem. Social equilibrium exists in the organization employees are adjusted. When change occurs in the organization, it requires employees to make new adjustments as the organization seeks new equilibrium.Regarding it is the objective of management to restore and maintain equilibrium of work group and personal adjustment which change upsets. Though manager is a primary change agent, employees, outside consultants may also be change agents.

Analytics

Analyzing the stages in the evolution of organizational structures and their specific implications to behavior in organizations are the focus of this unit. Every organization has certain objectives or goals which it strives to accomplish. In order to do so, people work together in groups .The activities of each of these individuals and groups are co-ordinated by authority-responsibility relationships. These are determined on the basis of the hierarchy of the jobs. This is what we mean by “organization”. Such clearly marked relationships help to ensure effective work performance. Some of the commonly used definitions of the term are given here, so as to draw a clearer picture of the term and its use. An organization is a group of individuals co-ordinated into different levels of authority and segments of specialization for the purpose of achieving the goals and objectives of the organization . The process of identifying and grouping the work to be performed, defining and delegating responsibility and authority, and establishing relationships for the purpose of enabling people to work most effectively together in establishing of objectives. An organization is the formation of an effective machine, the management of an effective executive and the administration of an effective direction. Administration determines the goals, management strives towards it. Administrator determines the organization ; the management uses it. An organization is a machine of management in its achievement of the ends determined by its administration. An analysis of these definitions show that organizations are born out of a necessity for a clear, well defined system or structure, which people require for execution of their work responsibilities . It helps them to relate to each other , co-ordinate their activities , and achieve the organizational goals or objectives. It minimizes confusion, nurtures suitable work behavior , and maximizes effectiveness.

ORGANISATIONAL BEHAVIOUR

Organisational behavior is an emerging filed of study, with sound prospects. Though the study of behaviour has interested psychologists for a number of years, its role in specific organizational situations has caught their attention only of late. The observation that work behavior is instrumental in determining organizational performance has forced organizations to focus greater attention on their employees’ behavior. The trend is noticed to be greater than ever before. The traditional view of considering the employee as just a spoke in the Organizational wheel has almost virtually disappeared. Organizations are constantly infusing the much needed humanistic approaches to keep their employees spirits high. Organizational behavior is significantly affected by several changes. Of prime importance, is the change in organizational structures. Bureaucratic models have given way to modern ones like the project and matrix designs.