...Individual: Organizational Model Effectiveness Patton-Fuller Community Hospital is a virtual healthcare organization that provides hospital services for a community. The organization consists of your usual staff such as doctors, nurses, CNAs, and your support and ancillary personnel. The current organizational structure in place constitutes of variety of directors, executive officers, and the like. For being a community hospital, there are a lot more supervisory and executive roles than there needs to be for a small hospital. A community hospital is defined as a small business entity that provides general practice services to the surrounding community that has a small population (Primrose, 1998). After carefully reviewing, the organizational structure could be trimmed down in a variety of ways depending on what the focus is of the community needs are. For example, say that this community hospital is located in a retirement community; the organizational structure would have to be composed of a large amount of nursing, respite, and hospice care due to the age of the population. However, if the community hospital were to be located in a college town where the age group is more or less in the young adult range, then the organizational model would need to follow nursing, pediatric care, and more of a general practice approach. Furthermore, the organizational model is directly reflective as to what the population the community is serving. In stating that...
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...1. Introduction Organizational effectiveness is paramount to the success of any company, whether this relates to a Small or Medium Enterprise (SME) or a much larger global organization. Therefore it is essential that business leaders have a firm understanding of all aspects that contribute to organizational effectiveness; this includes an understanding of how individual differences contribute to this. This paper considers how organizational effectiveness can be enhanced by organizations having a thorough understanding of individual (employee) differences and how these differences affect the contribution of the individual on the business. Additionally this paper considers how organizations may exploit this knowledge and gives consideration to the most significant barrier to such exploitation. 2. Organizational Effectiveness All organizations strive to be effective and much effort is expended in achieving and measuring organization effectiveness. Whilst the definition of ‘organization’ does not necessarily have to relate to a business or company in every instance, for the purpose of this paper the term will relate to a ‘business organization’ and therefore organizational effectiveness will relate to achievement of organizational goals or business objectives. “From the perspective of an employee, the extent to which an organization can provide satisfaction of the needs associated with the following range of variables is a major consideration in...
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...Running head: ORGANIZATIONAL DEVELOPMENT Organizational Development University of Phoenix Organizational Development Organizational development and organizational psychology share a similar link. Both organizational development and organizational psychology entail delving into the realm human behavior in efforts to modify individual and group behavior to increase organizational efficiency and performance. The objective of this paper is to examine organizational development by providing an explanation of the process followed by identifying the theories associated with organizational development. In addition, the paper will illustrate which specific conditions are necessary for successful organizational change and development. Close assessment of the objective will lead to a clear understanding of the bond between organizational development and organizational psychology. Process of Organizational Development Organizational development is the systematic process to implement planned and effective change using technologies, research, theories, and behavioral science in effort to promote change that will “improve” the performance and overall health of an organization. More specifically, “organization development (OD) is a complex strategy intended to change the beliefs, attitudes, values, and structure of organizations so that they can better adapt to new technologies, markets, and challenges”(University of Virginia Leadership Development Center, n.d., ¶ 1). The primary...
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...Final Research Assignment Effectiveness of Web-Based Information Systems Kevin Siegmann IS 6110 Fall 2012 1. Introduction: Information Systems (IS) have become crucial for organizations to survive in today’s technology-focused environment. Increasing amounts of resources are invested in IS infrastructures in organizations to give better services and to produce better value products. This boost brings the question of how much those systems add value to the business or to the organization compared to their investment. A recent survey (McKinsey, 2008) has reported that the huge sums invested in information technologies (IT) have not really served organizations’ business strategies as effectively as expected. Therefore, there is a need to justify IS expenditure by examining its contribution to achieving organizational goals. For a website to be effective it has to be of the highest quality possible. A website that is not well designed or well executed will only reflect poorly on the small or medium sized business or professional individual it represents. Having a website that looks unprofessional is worse than having no website at all. A professionally designed, developed and executed website should be overall attractive to its target market and should provide visitors with full functionality that meets all their requirements with easy and user friendly navigation. Because of the advances in Internet and IT, many IS systems turned into web-based information...
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...abdulhameed@comsats.edu.pk Abstract Employee is a key element of the organization. The success or failure of the organization depends on employee performance. Therefore, organizations are investing huge amount of money on employee development. This paper analyzes the theoretical framework & models related to employee development and its affect on employee performance. The key variables identifies related to employee development and Employee performance. The further discussion develops a proposed model which explains the relationship between employee development variables (employee learning, skill growth, self directed, employee attitude) and employee performance variable. The employee performance will affect on organizational effectiveness. The paper is divided into three parts. The introductory part provides brief overview related to employee development and its affect on employee performance. The second part analyzes the views and studies of the past researchers related to employee development and employee performance. In the end, paper presents the proposed model along with the discussion and conclusion. Keywords: Employee development, employee performance, organizational effectiveness. Introduction Employee Development is one of the most important functions of Human Resource Management. Employee development means to develop the abilities of an individual employee and organization as a whole so; hence employee development consists of individual or employee and overall growth...
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...in an organization is successful. Stefan Smolnik European Business School (EBS) Stefan.Smolnik@ebs.edu David Croasdell University of Nevada, Reno davec@unr.edu begin to identify instruments that can be used to operationalize these measures. Besides presenting some background on KM success, the paper also offers a series of perspectives on KM/KMS success. These perspectives were derived from an analysis of academics and practitioners’ definitions of KM/KMS success. 2. Background on KM Success After summarizing various definitions of KM, Jennex defined KM success as reusing knowledge to improve organizational effectiveness by providing the appropriate knowledge to those who need it when it is needed [13]. KM is expected to have a positive impact on the organization that improves organizational effectiveness. DeLone and McLean use the terms success and effectiveness interchangeably; one of the perspectives proposed in this paper does likewise in respect of KM [7], [8]. Jennex and Olfman summarized and synthesized the literature on KM/KMS’s critical success factors (CSF) into an ordered set of 12 KM CSFs identified from 17...
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...IMPACT OF WORKFORCE DIVERSITY ON ORGANIZATIONAL PERFORMANCE IN THE EDUCATION SECTOR OF KARACHI PAKISTAN 1Hafiza Sumaiyyah Iqbal, 2Faiza Maqbool Shah (Supervisor) Department of Business Administration, Jinnah University for Women (JUW) Karachi Pakistan ABSTRACT Diversity is gradually used and accepted as a significant organizational resource in esteems to whether the objective is to be an employer of choice, to offer outstanding customer service, or to sustain a competitive advantage. It also has verified to have controlled to an opinion of being essential for organizational performance. This ultimate faith forces managers to hold and understand the theory of workplace diversity, its benefits and barriers. The purpose of this research is to discover the impact of diversify workforce towards organizational performance which focus into the education sector. The research also emphases on workforce diversity which contains the gender, ethnic and education background of the employees which is the utmost critical variables amongst all the others. The research was done by distributing 100 questionnaires to the faculty members of 5 different universities of Karachi. The questionnaire outcomes show that there is an impact on performance when diverse workforce is working in the education sector. Key words: Workforce Diversity, Organization, Performance, Gender, Ethnic, Qualification, Karachi, Universities. ___________________________________________________________________________ ...
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...A Stakeholder Model of Organizational Leadership Author(s): Marguerite Schneider Source: Organization Science, Vol. 13, No. 2 (Mar. - Apr., 2002), pp. 209-220 Published by: INFORMS Stable URL: http://www.jstor.org/stable/3085994 Accessed: 30/07/2010 02:12 Your use of the JSTOR archive indicates your acceptance of JSTOR's Terms and Conditions of Use, available at http://www.jstor.org/page/info/about/policies/terms.jsp. JSTOR's Terms and Conditions of Use provides, in part, that unless you have obtained prior permission, you may not download an entire issue of a journal or multiple copies of articles, and you may use content in the JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/action/showPublisher?publisherCode=informs. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. INFORMS is collaborating with JSTOR to digitize, preserve and extend access to Organization Science. http://www.jstor.org A ...
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...Arthur G. Jago University of Missouri—Columbia Leadership depends on the situation. Few social scientists would dispute the validity of this statement. But the statement can be interpreted in many different ways, depending, at least in part, on what one means by leadership. This article begins with a definition of leadership and a brief description of 3 historically important theories of leadership. The most recent of these, contingency theories, is argued to be most consistent with existing evidence and most relevant to professional practice. The Vroom, Yetton, and Jago contingency models of participation in decision making are described in depth, and their work provides the basis for identifying 3 distinct ways in which situational or contextual variables are relevant to both research on and the practice of leadership. Keywords: participation, situational leadership, normative models, contingency theory T he term leadership is ubiquitous in common discourse. Political candidates proclaim it, organizations seek it, and the media discusses it ad nauseum. Unfortunately, research on leadership has done little to inform these endeavors. As Bennis and Nanus (1985) have noted, Literally thousands of empirical investigations of leaders have been conducted in the last seventy-five years alone, but no clear and unequivocal understanding exists as to what distinguishes leaders from nonleaders, and perhaps more important, what distinguishes effective leaders from ineffective...
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...Performance and Quality of Working Life: A Model for Organizational Health Assessment in Emerging Enterprises Christin Shoaf Industrial & Manufacturing Engineering Program, University of Cincinnati, Cincinnati, OH 45221, U.S.A. Ash Genaidy Industrial & Manufacturing Engineering Program, University of Cincinnati, Cincinnati, OH 45221, U.S.A. Waldemar Karwowski* Center for Industrial Ergonomics, Department of Industrial Engineering, University of Louisville, Louisville, KY 40292, U.S.A. Samuel H. Huang Industrial & Manufacturing Engineering Program, University of Cincinnati, Cincinnati, OH 45221, U.S.A. ABSTRACT The organization of work has been addressed through numerous perspectives by a diverse set of disciplines. While job stress research has focused on the promotion of worker well-being, contemporary business-improvement initiatives (e.g., lean manufacturing, six sigma) have sought to optimize effectiveness through work processes. However, these two aims, although traditionally viewed as contradictory, are actually interdependent variables in the determination of long-term profitability. The concept of organizational health blends the pursuit of individual wellness with organizational effectiveness to yield a strategy for economic resilience. This article introduces a novel model for organizational health assessment using a systemic approach that addresses work factors at the individual, job, process, and organizational levels. © 2004 Wiley Periodicals, Inc. ...
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...Organizational Effectiveness To be effective and achieve its goals, an organization must successfully respond to environmental factors. How can the effectiveness of an organization be measured? Various models of determining organizational effectiveness exist because organizations face different environments, they produce different products, their organizational members are made up of different kinds of people, and the organizations are at different stages of development. Each model is most useful to an organization having a particular combination of these environmental and organizational attributes. Two different underlying dimensions may be considered to develop models of organizational effectiveness. The first is the organization’s internal versus external focus. The second dimension is the organization’s emphasis on flexibility versus control. Flexibility allows faster change, whereas control allows a firmer grasp on current operations. When these two dimensions are drawn at right angles to each other, the first four models of organizational effectiveness can be plotted. They are the rational goal, open system, internal process, and human relations models. According to the rational goal model of effectiveness, an organization is effective to the extent that it accomplishes its stated goals. For example, the formal goals of the Toronto Blue Jays are to win their division, the American League pennant, and the World Series. With an open system model an organization...
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...The Johari Window model is made up of 4 sections and is used to identify individual interpersonal communication styles. The model is a quad-chart with each square representing a specific area of knowledge about oneself. The first area of the model is the public area. This area is a person’s thoughts, feelings, and behaviors that are known to others. This is what we think of as our public image or persona. Brown suggests that the larger that this area is for a person, then the more effective communication will be. The second area of the model is what is referred to as the blind area. These are the behaviors, thoughts and feelings that characterize a person that are not known to the person, but are generally thought of by others. These are the mannerisms and habits exhibited by someone that the person is unaware of. The third area of the model is the closed area. The closed area is the thoughts, feelings, and other characteristics known only to the person who possesses them. These are characteristics that are only apparent to others if they are disclosed. People go to great lengths to broaden their closed area in order to what they perceive as protect themselves. The fourth and final area of the model is the unknown area. This area is characterized as the thoughts, feelings, and characteristics that are hidden to the individual and others around them. These are psychologists refer to as deeply repressed or unconscious behaviors and feelings. We may gradually...
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...Organizational Behavior Overview Organizational behavior seeks to explain the function of complex organizations and predict the outcomes of changes to their components or underlying dynamics. It is most often applied to private-sector businesses, but it can also be used to describe the dynamics of government agencies, religious organizations and even municipalities. The study of organizational behavior requires a multi-disciplinary approach that draws upon decades’ worth of sociological and psychological research. As opposed to human resource management and its related field of study, which focuses on recognizing individual actors’ motivations and controlling their behavior accordingly, the academics and business professionals who explore the science of organizational behavior seek to explain the broader outcomes that these actors produce. Organizational behavior can be broken into two broad categories: “micro-level” dynamics and “macro-level” outcomes. The former concerns the interactions of individuals within small groups tied to a larger organization while the latter concerns the interplay of entire organizations within a sector or industry. Organisational Behaviour: What You Need to Know The study of organizational behavior is a by-product of the Industrial Revolution. Although nominal theories of efficiency have existed since ancient times, early-modern economist Adam Smith is generally considered to be the grandfather of organizational behavior. His seminal work on...
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...St Joe’s Hospital Organizational Change-Part III St Joe’s Hospital Organizational Change-Part III Part three of St Joe’s Hospital comprehensive plan is focusing on strategies for evaluating the organizational change; this will include a description of the effectiveness of the organizational change after implementation, measurements of the outcome of the organizational change, and measuring quality, cost and satisfaction of the organizational change. The Chief Executive Officer (CEO) is developing an evaluation team for the task of evaluating the change after implementation. The implementation of the organizational change of placing a Pyxis Medstation System in the nursing departments and emergency room is complete. The daily monitoring of the nursing staff is successful, and there has not been any resistance from the nursing staff on the new way to give medication. To review the organizational change plan part one and two. The organizational change was to place a Pyxis Medstation System in the nursing departments and the emergency room. The leaders did a review of the needs, barriers, and things influencing the change. Some of the needs and things influencing the hospital to make the change were, decreasing pharmacies times with medication deliveries...
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...Changing Organizational Culture The Seven Step Change Model 12/10/2011 Urooj Khan MBA Regular 10739 Supervised By Ali Mujahid Table of Contents Culture and Organizational Culture 3 Culture 3 Organizational Culture 3 Influences on Culture 3 Cultural Measurement Dimensions 4 Changing Organizational Culture 8 Conclusion 13 Bibliography 14 Culture and Organizational Culture Culture The grand total of all the objects, ideas, knowledge, ways of doing things, habits, values, and attitudes which each generation in a society passes on to the next is what the anthropologist refers to as the culture of a group (Nord, 1972). According to Inkeles, culture is the social heritage, all the knowledge, beliefs, customs, and skills that are available to members of a society (Inkeles, 1964). The famous Dutch behavioral scientist, Geert Hofstede defined culture as the collective mental programming of a people in an environment. He later defined culture as the collective programming of the mind which distinguishes the members of one group from another (Muriithi N, 2003). Organizational Culture Edgar Schein says that organizational culture is developed over time as people in the organization learn to deal successfully with problems of external adaptation and internal integration. It becomes the common language and the common background (Schein E. , 1999). Culture starts with leadership, is reinforced with the accumulated learning of the organizational members...
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