1. Organizational Effectiveness
Organizational Theory, Design, and Change Gareth R. Jones

2. What is an Organization?
Organization: a tool used by people to coordinate their actions to obtain something they desire or value
Organizations provide goods and services
Organizations employ people
Organizations bring together people and resources to produce products and services
Basically, organizations exist to create value
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3. How Does an Organization Create Value?
Value creation takes place at three stages: input, conversion, and output
Each stage is affected by the environment in which the organization operates
Environment – the set of forces and conditions that operate beyond an organization’s boundaries but affect its ability to acquire and use resources to create value
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4. How an Organization Creates Value?
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5. Why Do Organizations Exist?
People working together to produce goods and services create more value than people working alone
5 major reasons why organizations exist:
To increase specialization and the division of labor
Division of labor allows specialization
Specialization allows individuals to become experts at their job
To use large-scale technology
Economies of scale: cost savings that result when goods and services are produced in large volume
Economies of scope: cost savings that result when an organization is able to use underutilized resources more effectively because they can be shared across several different products or tasks
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6. Why Do Organizations Exist? (cont.)
To manage the external environment
External environment consists of the political, social, economic, and technological factors that affect organizations
Organizations regularly exchange products and services for needed resources
Organizations need to manage their external environment
To exert power and control
Organizations structure their members to efficiently produce products and services
To economize on transaction costs
Transaction costs: the costs associated with negotiating, monitoring, and governing exchanges between people who must cooperate
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7. Why Organizations Exist?
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8. Organizational Theory, Design, and Change: Some Definitions
Organizational theory: the study of how organizations function and how they affect and are affected by the environment in which they operate
Organizational structure: the formal system of task and authority relationships that control how people to coordinate their actions and use resources to achieve organizational goals
Organizational culture: is the set of key values, beliefs, and attitudes shared by organizational members and helps shape the behavior within the organization
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9. Some Definitions (cont.)
Organizational design: the process by which managers select and manage aspects of structure and culture so that an organization can control the activities necessary to achieve its goals
Organizational change: the process by which organizations move from their present state to some desired future state to increase their effectiveness
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The Relationship Among Organizational Theory, Structure, Culture, Design, and Change
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11. Importance of Organizational Design and Change
Effective design is required for high organizational performance
4 Major Reasons why Organizational Design and Change are Important
Dealing with contingencies
Contingencies are events that might occur and must be planned for – most come from environment
Organizations must be designed to be able to effectively respond to environmental changes
Managing diversity
Differences in the race, gender, and national origin of organizational members have important implications for organizational culture and effectiveness
Learning how to effectively utilize a diverse workforce can result in better decision making and more effective workforce
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12. Importance of Organizational Design and Change (cont.)
Gaining competitive advantage
The ability to outperform other companies because of the capacity to create more value from resources
Core competences: skills and abilities in value creation embedded in the organization’s people or structures
Strategy: pattern of decisions and actions involving core competences that produces a competitive advantage to outperform competitors
Promoting efficiency, speed, and innovation
The better organizations function, the more value they create
The correct organizational design can lead to faster innovation and quickly get new products to market
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13. Consequences of Poor Organizational Design
Decline of the organization
Lower performance
Talented employees leave to take positions in other organizations
Resources become harder to acquire
Resulting crisis may result in organizational failure
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14. Why is Organizational Effectiveness Important?
What is the point is you are not going to perform well?
Maximizing value creation = organizational effectiveness
There are multiple ways to create value and perform well
3 primary ways discussed in chapter:
Control: external resource approach
Innovation: internal system approach
Efficiency: technical approach
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15. Approaches to Measuring Effectiveness
External Resource Approach (System Resource Approach)
Internal Process Approach (Internal System Approach and Technical Approach)
Goal Approach (Performance Goal Approach)
Integrative Approach (Constituency Approach, Goal Domain, Contingency Approach)
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16. Approaches to Measuring Effectiveness
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17. Measuring Effectiveness: Organizational Goals
Managers also measure effectiveness by creating and measuring performance goals
Official goals: guiding principles that the organization formally states in its annual report and in other public documents
Mission: a mission statement explains why the organization exists and what it should be doing
Operative goals: specific long- and short-term goals that guide managers and employees as they perform the work of the organization
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