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To share some known traits which have been used in business case studies.
Maximum % of employess will have clarity about their roles, decision making rights and responsibilities.
Maximum % of decisions made are final and are not reconsidered.
Information flow across all functional areas without any hurdles.
Very minimal organisational restructring required.
Very high % of employees motivation..............
1. Stability.
2. Flexibility.
3. Deligation power and authurity.
4. Effective recruitment system.
5. Effective performance management system.
6. Scope of Learning & Development.
7. Competitive salary and benefits.
8. Organizational development.
The net is full of stories/studies/findings about such traits of organizational effectiveness.
However, I really hate the copy and paste practice and I feel it has no value to repeat what is siad there Instead, I would like to apply what I do in my consultancy services model to this question.
Organizational effectiveness .. (apart from the people who fill the positions and roles in the organization) .. is more about how these people (human resources) are aligned and organizaed to execute the business processes within the business model of the organization... i.e. "process and workflow oriented organization" to streamline the workflow and make it as effiecient and as effective as possible.
I have done professional service for a customer aiming at "enhancing and improving the overall efficiency and effectiveness" based on business process and workflow requirements to serve the organization's This service is based upon complete and thorough articulation of the business model descriptors (BMD's) that will lead to the creation of the platform upon which we can build organizational excellence in terms of efficiency, effectioveness, throughput and quality all within a streamlined and optimized organization that is totally aligned to the corporate strategic direction and strateguic goals, from the general manager to the janitor as we my describe it !
The main traits of organizational effectiveness are:
· Everyone has a good idea of the decisions and actions for which he or she is responsible.
· Important information about the competitive environment gets to headquarters quickly.
· Once made, decisions are rarely second-guessed.
· Information flows freely across organizational boundaries.
· Field and line employees usually have the information they need to understand the bottom-line impact of their day-to-day choices.
· Line managers have access to the metrics they need to measure the key drivers of their business.
· Managers up the line get involved in operating decisions.
· Conflicting messages are rarely sent to the market.
· The individual performance-appraisal process differentiates among high, adequate, and low performers.
· The ability to deliver on performance commitments strongly influences career advancement and compensation.
· It is more accurate to describe the culture of this organization as “persuade and cajole” than “command and control.”
· The primary role of corporate staff here is to support the business units rather than to audit them.
· Promotions can be lateral moves (from one position to another on the same level in the hierarchy).
· Fast-track employees here can expect promotions more frequently than every three years.
· On average, middle managers here have five or more direct reports.
· If the firm has a bad year, but a particular division has a good year, the division head would still get a bonus.
· Besides pay, many other things motivate individuals to do a good job.
Quality + Cost + Creativity + Organization ability to develop & adopt successfully
Totaly agree with Mr.: Abubaker
+
the ten points given by Mr.: Nishant Desai
Agree with the answer of Nishand Desai..
I agree with Mr. Mohammad Iqpal
1) Stay focused on Organisational Objectives.
2) Ability & agility to "Change" if Objectives are not being met.
3) High stress on Quality and philosophy of continuous improvement accross all sections.
4) Excellent Stakeholder (Internal & External) Management.
