TABLE OF CONTENT

1.0 INTRODUCTION 1

2.0 DISCUSSION 2-4

3.0 CONCLUSSION 4

4.0 REFFERENCE 4
1.0 INTRODUCTION

Organizational effectiveness can be defined as the efficiency with which an association is able to
meet its objectives. This means an organization that produces a desired effect or an organization
that is productive without waste. Organizational effectiveness is about each individual doing
everything they know how to do and doing it well, in other words organizational efficiency is the
capacity of an organization to produce the desired results with a minimum expenditure of energy,
time, money, and human and material resources. The desired effect will depend on the goals of the
organization, which could be, for example, making a profit by producing and selling a product. An
organization, if it operates efficiently, will produce a product without waste. If the organization
has both organizational effectiveness and efficiency, it will achieve its goal of making a profit by
producing and selling a product without waste. In economics and the business world, this may be
referred to as maximizing profits.

The main measure of organizational effectiveness for a business will generally be expressed in
terms of how well its net profitability compares with its target profitability. Additional measures
might include growth data and the results of customer satisfaction surveys.

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2.0 DISCUSSION

Highly effective organizations exhibit strengths across five areas: leadership, decision making and
structure, people, work processes and systems, and culture.

2.1 Leadership

Effective leaders influence their organization’s effectiveness by motivating and inspiring

the workforce. Using a charismatic leadership style, an effective leader motivates his
workforce to accomplish job tasks by giving inspirational speeches that describe the
company vision in vivid detail. This motivates the employees to work hard to achieve the
goals. When the leader shows a personal commitment to hard work and innovative
approaches to problem solving, employees typically value these things too. Leaders
provide incentives to employees, such as bonuses and other financial rewards, to increase
production.

2.2 Communication

Everything happens in or because of a conversation, and every exchange is a potential

moment of truth a point of failure or critical link in the success chain. Strategic
communication ensures that the impact of your message is consistent with your intentions,
and results in understanding. What, where, when, and under what circumstances it is said
shape the performance culture. When leaders maximize their contribution to daily
conversations, they engage and align people around a common cause, reduce uncertainty,
keep people focused, equip people for moments of truth that create an on-the-table culture,
prevent excuses, learn from experience, treat mistakes as intellectual capital, and leverage
the power of leadership decisions to shape beliefs and behaviors.

2.3 Accountability.

Organization translate vision and strategic direction into goals and objectives, actions and
accountabilities. Performance accountability systems clarify what is expected of people
and align consequences or rewards with actual performance. Organizations need to build

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 discipline into their organization process and management cycle to achieve accountability,
predictability, learning, renewal, and sustainability.

2.4 Delivery.

The best organizations develop simple processes that are internally efficient, locally
responsive, and globally adaptable. Complexity is removed from the customer experience
to enable them to engage you in ways that are both elegant and satisfying. Establishing and
optimizing operational performance is an ongoing journey. Operations need to be focused
on the priority work, using the most effective techniques aligning initiatives and operations
with strategy; continuously improving operations; pursuing performance breakthroughs in
key areas using advanced change techniques in support of major initiatives; establishing a
pattern of executive sponsorship for all initiatives; and building future capability and
capacity.

2.5 Performance.

The Human Performance System is designed to attract, develop, and retain the most
talented people. The idea is to hire the best people and help them develop their skills,
talents, and knowledge over time. Of course, it becomes more critical, as workers add
abilities and know-how, that we reward them properly so they feel good about their work
and choose to remain with the organization as loyal employees.

2.6 Measurement.

A system of metrics, reviews, and course corrections keeps the business on track.
Organizations need concrete measures that facilitate quality control, consistent behaviors,
and predictable productivity and results. Within these parameters, control is instrumental
to viability and profitability. Every activity has a set of daily rituals and measures. Leaders
establish and maintain the measurement system to ensure disciplined processes. They track
progress against strategy and planning; review status on operational results through clear

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 key metrics; update the strategy regularly; and ensure action is driven by insight based on
relevant, current information that is focused on achieving the vision.

3.0 CONCLUSION

Every organization, regardless of industry or country, seeks to be more effective and achieve
superior results. Business strategy is developed to achieve this. It amounts to nothing, though, if it
remains on the drawing board and is never executed. Execution occurs when leadership,
accountability, communication, delivery, performance and measurement are all pulling together
and aligned with the strategy. One without the other will create misalignment and success will not
be realized.

For an organization to achieve and sustain success, it needs to adapt to its dynamic environment.
Evaluating and improving organizational effectiveness and efficiency is one strategy used to help
insure the continued growth and development of an organization.

4.0 REFFERENCE

1. PROCESS MANAGEMENT: AN EFFECTIVE MANAGEMENT APPROACH Mallar

Miguel Ángel
2. https://eoeleadership.hee.nhs.uk/sites/default/files/1317116794_DGgD_organisational_ef
fectiveness_-_how_to_make_it_happ.pdf
3. The quality of decision making process related to organizations’ effectiveness Oriana
Negulescua,*, Elena Dovalb