is defined as a process which connects organizational and people performance to
goals. Several factors can contribute to the effectiveness of an organization
like the policies, core strategies, competence of seniors and superiors, level
of communication, goals and the values and ethics which are part of an
organization. The hierarchy and the structural management of the organization
can determine the level of effectiveness an organization has. These factors
directly affect the effectiveness of the organization which in turn affects the
effectiveness, commitment and the job satisfaction of the employees. It has
been observed that employees will have a high level of concern for the organization
and identification with the organization if the goals, values and policies are
similar to the employee’s values too.
The effectiveness of an
organization is also determined by factors such as stability in maintain communication
and also transparency in the management and communication within the
organization. The opportunity for the employees growth and satisfaction must be
provided by the organization by providing an conducive environment for innovative
working methods. These factors also affect the growth and effectiveness of an organization.
If the organization adopts a goal oriented view to the discharge of duties
among the employees along with good management in terms of problem solving and conflict,
which arises due to lack of realistic goals, the company can be termed as highly
effective as an organization. Organizational effectiveness arises of
sub-factors such as development, efficiency and success.
There are five important
areas which when is managed correctly and in good measure the overall organizational
effectiveness increases. Thus we could say that the collaboration of these five
areas is directly proportional to the effectiveness of an organization.
The culture of an organizational
environment says a lot about the organization itself. The proper culture that
suits the positive functioning and management of the organization must be
identified. Lack in such a accepting culture can lead to ineffectiveness of the
organization. This culture that is identified, developed and adopted must go parallel
with the goals and values of the organization.
The structuring of the
organization also affects the effectiveness of the organization. There must be
an establishment of a proper hierarchy. This ensures proper management and fulfillment
of long-term goals which are part of the organization. This provides a stable environment
to discharge duties in a proper manner which yields positive results in the
The primary area of the
organization that provides growth to the company is the performance of the
employees. If the performance can be peaked without affecting the employees
negatively in the long-run, temporarily or permanently the growth levels can be
increased. This is why performance management is important.
Change management is necessary
to set new trends within the organization that affects the effective functioning
of the organization. this area focuses on providing innovative methods to
perform duties such that stagnation within the functioning of the organization
does not set in. this also helps the company in keeping up with the new trends and
the competition among other organizations.
5. succession planning
and talent development:
Goals of an organization
can affect the commitment of the employees of the organization.
The aim of this
administering this test is to measure the level of organizational effectiveness
such that this measure how successfully organizations achieve their missions
through their own core strategies.
The individual on whom
the test was administered is a 31-year-old male who is the co-manager of a
paper supply chain in Chennai. He has been part of the company for over 8 years
and it has been the only company he has worked for. He has been satisfied with
the functioning of the organization that he is a part of.
effectiveness scale (OES):
The scale was developed after
extensive review of literature and also taking into account the views and
suggestions of experts in the subject. This is a large scale in comparison to
other scales available containing 74 items. Initially there were 78 items after
which it was reduced to 74. The sample on which this scale was administered was
about 200 executives from different organizations.
The reliability of the
scale was determined by the split-half method corrected for full length by
applying spearman-brown prophecy formula on the data collected from the sample
of 200 subjects. The reliability coefficient was found to be 0.997.
The validity of the scale
is determined by the correlation the items have towards organizational
effectiveness and also the indications that the reliability index provides.
Both these factors have determined that the scale has high validity as the
items on the scale were related to organizational effectiveness.
The scale consists of 18
factors which are further clubbed under 7 dimensions. Factor 17 is not a
of any dimension.
The individual on whom
the test was administered was seated in a comfortable position and a well-lit
room. The instructions pertaining to the self-administration of the test was
read out and explained so that further questions pertaining to the scale could
be answered. He was assured that the results of the test would be confidential
and if required the results will be shared with him. After this he was given
the scale on which he responses were recorded by him and though the test
administration did not have a time limit he entered the responses within 20
minutes. There were few questions pertaining to the scale as few questions
seemed similar to the individual. After all the responses were recorded he was
given a debrief on the organizational effectiveness scale and I requested his
signature on the bottom right corner of the scale for authenticity.
The total score is 277
which signifies normal organizational effectiveness.
Dimension wise the total
score is 273 (excluding factor 17) which signifies normal organizational