Management Practice And Organization Performance

Iiimanagement Practice And Organization Performance Sep 04 2016

Iiimanagement Practice And Organization Performance Sep 04 2016

III. MANAGEMENT PRACTICE AND ORGANIZATION PERFORMANCE: SEP. 04, 2016 (ANALYSIS THREE)-2.5 pages (a)Four Models of Organizational Effectiveness (b) Six Mechanisms for Coordinating and Controlling Work Activities (c) Four Strategies for Motivating Employees Tompkin’s Chapter Three

Paper For Above instruction

Introduction

Effective management practices are critical determinants of organizational performance. Over the years, scholars and practitioners have developed various models, mechanisms, and strategies to improve organizational effectiveness, coordinate work activities, and motivate employees. This paper explores four models of organizational effectiveness, six mechanisms for coordinating and controlling work activities, and four strategies for motivating employees, primarily drawing upon Tompkins’ Chapter Three, to provide a comprehensive understanding of how management practices influence organizational success.

Four Models of Organizational Effectiveness

Organizational effectiveness models serve as frameworks to evaluate how well an organization achieves its goals. Four prominent models include the Goal Model, the System Resource Model, the Internal Process Model, and the Strategic Constituencies Model.

The Goal Model emphasizes an organization’s ability to meet predefined objectives. Its focus is on goal achievement and performance metrics such as productivity, profit margins, or market share (Campbell, 1977). This model is straightforward, assessing success based on whether the organization's goals are met, but it may overlook other vital aspects such as employee satisfaction or internal processes.

The System Resource Model evaluates effectiveness based on an organization's ability to acquire and manage vital resources, such as capital, human talent, and information (Morgan, 1986). This model recognizes that organizations must continually secure necessary resources to sustain operations and growth, making resource acquisition a central criterion for success.

The Internal Process Model prioritizes internal efficiency, consistency, and smooth operations. It assesses how well internal processes—like communication, decision-making, and workflow—are aligned to support organizational stability and effectiveness (Sterling, 1979). It underscores the importance of internal control and quality management systems.

Lastly, the Strategic Constituencies Model considers effectiveness from the perspective of key stakeholders or constituencies such as employees, customers, shareholders, and suppliers (Neely et al., 1996). Success is measured by how well an organization balances the competing interests of these stakeholders, thereby ensuring long-term sustainability.

Each of these models offers unique insights into organizational effectiveness. An integrated approach that considers goal achievement, resource management, internal processes, and stakeholder satisfaction provides a comprehensive assessment of an organization’s performance (Kaplan & Norton, 1996).

Six Mechanisms for Coordinating and Controlling Work Activities

Effective coordination and control mechanisms are vital for aligning individual and departmental activities with organizational objectives. Six primary mechanisms include direct supervision, standardization of work processes, mutual adjustment, formalization, plans and schedules, and performance measurement systems.

Direct supervision involves managers directly overseeing employees' activities, providing guidance, instructions, and feedback. It is especially effective in situations requiring close oversight or complex tasks (Galbraith, 1973).

Standardization of work processes involves creating procedures, routines, or rules that govern how tasks are performed, ensuring consistency and predictability. This mechanism reduces variability and facilitates coordination across units (Perrow, 1967).

Mutual adjustment refers to informal communication and real-time problem-solving among employees and teams when procedures do not cover specific situations. It is crucial in dynamic environments requiring flexibility (March & Simon, 1958).

Formalization, through written policies and documentation, standardizes roles and responsibilities, reducing ambiguity and facilitating control over work activities (Mohr & Reingold, 1991).

Plans and schedules serve as formal tools to organize activities over time, ensuring timely execution of tasks. Gantt charts and project timelines exemplify this mechanism (Kerzner, 2017).

Performance measurement systems, such as KPIs and balanced scorecards, monitor progress and provide feedback, enabling corrective actions to keep activities aligned with organizational goals (Kaplan & Norton, 1992).

These mechanisms work synergistically to foster coordination, maintain control, and enhance overall organizational performance (Galbraith, 1977).

Four Strategies for Motivating Employees

Employee motivation is essential for productivity, job satisfaction, and retention. Tompkins’ Chapter Three outlines four strategies for motivating employees: financial incentives, recognition and rewards, career development opportunities, and meaningful work.

Financial incentives include salary bonuses, commissions, profit sharing, and other monetary rewards aligned with performance objectives. Studies have shown that financial rewards can effectively motivate employees’ short-term efforts (Larkin et al., 2012). However, over-reliance on monetary rewards may undermine intrinsic motivation.

Recognition and rewards such as employee of the month, public acknowledgment, and non-monetary incentives foster a sense of accomplishment and appreciation. Non-financial recognition often has a lasting impact on motivation by reinforcing desired behaviors (Deci & Ryan, 2000).

Career development opportunities involve training, promotions, mentorship, and skill development programs that enhance employees' growth prospects. Offering advancement pathways increases engagement and loyalty, fostering a motivated workforce committed to organizational success (Kyndt et al., 2014).

Meaningful work emphasizes aligning employees' roles with their values and providing purpose in their tasks. When employees find their work significant and aligned with personal values, intrinsic motivation increases, leading to higher performance and satisfaction (Hackman & Oldham, 1976).

Implementing a combination of these strategies tailored to organizational context and employee needs leads to sustainable motivation, innovation, and overall organizational effectiveness (Ryan & Deci, 2000).

Conclusion

Management practices profoundly impact organizational performance through effective evaluation, coordination, control, and motivation strategies. Recognizing and applying diverse models of effectiveness enables organizations to adopt a comprehensive evaluation approach. Employing multiple mechanisms for coordination and control ensures that work activities align with organizational objectives while fostering flexibility and efficiency. Finally, adopting multifaceted motivation strategies enhances employee engagement, satisfaction, and productivity. Combining these practices, as outlined in Tompkins’ Chapter Three, equips organizations to navigate complex environments and achieve sustained success.

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