Organisational Effectiveness

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Problems:- the task of separating the strategic constituencies from the larger environment is easy to talk about but difficult to do

-it’s difficult to draw a line between strategic constituencies and less-strategic constituencies

Value to managers:The managers main task is to maintain the fact that an organisation’s primary goal is to survive.

The balanced scorecard approach

--> the balanced scorecard seeks to balance the various demands on the organisation with its capabilities

Making the balanced scorecard operative:The most important questions in this approach are about the way people look at the organisation.

Problems:-costumers are a difficult-to-satisfy group

-the approach takes a benign view of the organisation’s environment

Value to managers:all important decisions are considered together, it enables managers to see of improvements in one area have been made at the expense of another.

Picture

[pic 1]

The picture we have chosen, is a cartoon which represents the management of an organisation during a meeting where they look back on their performances considering effectiveness. It surely is a sarcastic cartoon, but that’s the main reason why we chose this picture. The sarcasm certainly has an underlying thought. The cartoon represents the ignorance in many organisations when it comes to the importance of effectiveness. When the management has to rate themselves, they only use extremely positive words. The cartoonist probably wants to represent the indolence in companies nowadays. Somehow this picture made us thing of the goal-attainment approach. The management of this organisation probably rates her effectiveness solely on the basis of obtained goals without looking at the process or the satisfaction beneath her employees. The sentence on the bottom of the picture confirms this “easy” way of thinking. After all, we think that the cartoonist wants to make a point and that is the importance of a well-structured hierarchy and policy within anorganisation.