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Organizational Effectiveness

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ORGANIZATIONAL EFFECTIVENESS

Many of the materials and class discussions that we have had as apart of our class have shed light upon organizational effectiveness and the theories and implications that tie into maintaining an organization. Although theories and perspectives have varied over the years, there seems to be many overarching ideas and notions that relate to higher-performing organizations. As described by Kim Cameron in Effectiveness As Paradox, “A survey of the literature finds structure, decision processes, culture, congruence, job design, innovation, sensitivity to constituencies, and environmental responsiveness as synonymous with effectiveness”. With this said, it is also important to understand the nature of each organization, as well as the processes and people that it comprises, which helps us understand that typically, there is no one-size-fits all solution or strategy to reach peak performance. Much of what I have learned of organizations is a culmination of the knowledge acquired from classes, discussions, books, and first hand experience by working within some. Organizations are formed or organized for the purpose of attaining a goal, and the processes and components that are assigned within an organization should align with the overall strategy and focus of the organization as a whole. This idea makes it imperative that the correct people and employees are allocated within the organization, and that their tasks attribute to the overall effectiveness of the organization. The Management by Objectives approach does a good job of incorporating individual employees’ ideas and perspective into the goal-setting process of the organization (Kreitner & Kinicki, 241). While having a strong employee workforce and structure is critical to executing the operations and tasks within a company, clearly defining these tasks and processes beforehand is…...

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