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Goal Model

This document discusses organizational effectiveness from multiple perspectives. It begins by defining effectiveness as the congruence between goals and outcomes. It then examines difficulties with solely using goal models, such as organizations having multiple conflicting goals. Alternative models discussed include the process approach, which views effectiveness as an optimization process, and the system resource model, which defines effectiveness by an organization's ability to obtain needed resources. The document concludes by discussing variable analysis for measuring goal attainment.

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abhishek ibsar
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3K views

Goal Model

This document discusses organizational effectiveness from multiple perspectives. It begins by defining effectiveness as the congruence between goals and outcomes. It then examines difficulties with solely using goal models, such as organizations having multiple conflicting goals. Alternative models discussed include the process approach, which views effectiveness as an optimization process, and the system resource model, which defines effectiveness by an organization's ability to obtain needed resources. The document concludes by discussing variable analysis for measuring goal attainment.

Uploaded by

abhishek ibsar
Copyright
© Attribution Non-Commercial (BY-NC)
Available Formats
Download as PPT, PDF, TXT or read online on Scribd
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Chapter 13

Organizational Effectiveness
What is Organizational
Effectiveness?
 Effectiveness refers to the degree of congruence between
organizational goals and some observed outcome.
 Three reasons why the concept of organizational
effectiveness remains muddled.
 There are important differences in the way scholars have
conceptualized organizations.
 The complexity of organizations.
 Researchers have often used different, non-overlapping criteria,
thus limiting the accumulation of empirical evidence about
organizational effectiveness.
What is Organizational
Effectiveness?
 Organizations can be effective or ineffective in a number
of different ways, and these ways may be relatively
independent of one another.
 Productivity
 Efficiency
 employee absenteeism
 Turnover
 goal consensus
 Conflict
 participation in decision making
 Stability
 communications.
The Goal Model
 The goal model is the most common theoretical perspective on
effectiveness.
 It is both simple and complex. In its simplest form, the goal
model defines effectiveness as the degree to which an
organization realizes its goals.
 The model posits that organizations can be understood as rational
entities.
 Evaluators assume that an organization’s goals can be identified.
 Evaluators assume that organizations are motivated to meet those
goals and progress toward them can be measured.
Difficulties with Goal Model
 Most organizations have multiple and conflicting goals.
 Conflicting goals reflect conflicts absorbed by the
organization from society at large.
 Public organizations are designed to be ineffective when
effectiveness is ascertained by a broad based goal model.
 Official goals are generally for public consumption and can be found
in annual reports and broad policy statements.
 Operative goals are generally derived from official goals but tell us
exactly what the organization is trying to do.
Difficulties with Goal Model
 Another problem with focusing on
organizational goals relates to the
consequences of measuring goal attainment.
 A final concern about the goal model of
effectiveness deals with the relationship
between goal attainment and consequences for
the organization.
Process approach.

 Under this model, effectiveness is described as a process


rather than an end state, as might be the case under the goal
model.
 The process approach consists of three related components:
 goal optimization,
 a systems perspective,
 and an emphasis on behavior within organizations.
 Goal optimization refers to the need to balance goals and thus
to optimize multiple goals rather than achieve a particular one.
Process approach.

 A systems view incorporates concerns for changes


in an organization’s environment
 The behavioral emphasis suggests attention to the
possible contributions of individual employees to
organizational effectiveness.
 The effective organization is one in which goals are
responsive to the environment, optimization of
multiple goals is pursued, and employees are
contribute to meeting those goals.
System Resource Model.

 Organizations are not assumed to possess


goals, nor is goal accomplishment a relevant
consideration. Instead, an organization is
effective to the extent that it can obtain
needed resources from its environment.
Methods of Assessing
Effectiveness
 Reviewing a variety of theoretical perspectives on
effectiveness is useful because it not only points out
the limitations of the goal model but also provides
alternative ways of considering organizations.
 Variable Analysis.
 Research designs that attempt to measure the attainment of some
goal.

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