Organizational Effectiveness
In the field of business management and organization, profitability and competitive advantage are two supreme ions that I think defines a post-modern business. However, such supreme ionic elements could not be achieved without fundamental considerations to business strategy, human resource management, knowledge capital and technology. For an organization to achieve its vision, proper implementation and strategic planning of management programs are necessary. The base of an organization’s or business’ superstructure is capsulated on the idea of capitalization towards exploitation and utilization of technology and human capital like skills, knowledge and abilities to form and create an organization with cogent organizational and culture structure.
Question: A noted organization theorist once said organizational effectiveness can be whatever top management defines it to be. Discuss.
Organization as a social system connotes an idea of complexity and hierarchic structure of management. At least to put it narrowly the hierarchical structure of organization it can be composed of upper and lower divisions. Organizational effectiveness is construed by different theorists in different ways according to what perspective they are adhering into. For some, organizational effectiveness is a vague and highly subjective variable that depends on who defining effectiveness (1983). For (1967), effectiveness has been defined in the psychodynamic literature as the extent to which an organization optimized task accomplishment. Although, OE is an important needle to show the direction, position and future of the organization, theorists still cannot provide adequately and scholarly a more comprehensive and general concept that can serve as a general operational method.
However, the question is who defines what? And in this case, top management accordingly defines organizational effectiveness. Every employee contributes to organizational effectiveness. However, the presence of division and stratification of responsibilities and position according to human assets and skills brings inequality among individuals within an organization. The diversity of positions and role played by an individual within an organization simplifies an organization’s diverse operations and programs. Top management can be considered as “knowledge workers” ( 1999) or “super-creative core” ( 2002). Hence, because they belong to the upper estate of an organization, equip and possess significant knowledge for organizations strategy and operations, they are then capable and have the right to determine and measure organization’s effectiveness. The operation of strategy although lies on the cooperation and unity among individuals regardless of his/her stratified position, but who defines and measures such in relation to organizational effectiveness are those who has an authority and those are belonging to the circle of top management.
Question: Do you believe mission statements and official goal statements provide an organization with genuine legitimacy in the external environment? Discuss
Yes. Official mission and goal statements reflect the organization’s vision and desire to accomplish in a certain and definite time. These statements I believe serve to be a backbone that makes an organization work and stand. All strategic planning in principle and action should compliment and reinforce the given mission and goal statements. A blueprint of carrying a competitive strategic business positioning is orchestrated based on organization’s mission and goals. In most cases, before a work is done, let say, just a simple academic project have a goal first to determine in order to give him or the group a clear direction, position and disposition to work out with the project. In macro perspective, the same thing is observed, the voyage of a business against the intense wave of competition with its rivals and other external elements should architectured a well defined and clear goals and mission statements.
Clearly, with the presence of an official goals and mission statements made by the management of a certain organization mirrors the organization’s legitimacy in the external environment. Yes, the goals and mission/vision of an organization is in principle an internal task that should be fulfilled, yet, what is being operated and implemented internally is also executed and operated externally. Admittedly, the question is misleading and quite ambiguous to understand, but analyzing it in a quite remote perspective of an individual can posit this type of answer. The idea of genuine legitimacy is quite hard to understand in relation to the external environment. But, obviously, if speaking of goals and mission statements as prescribed by every organization makes them genuinely legitimate to the external environment is an affirmation. As what was being stipulated above, the fact that every action on whether in micro or macro perspective, goals and mission statements is important to direct one’s endeavor and provide a clear vision as a reference of the future.
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