1. Establishing Goals and Organizational Effectiveness

2. Types of Goals Official goals
Mission statements and annual reports contain what organization theorists refer to as official goals. These
Specify official value statements
Enhance organization legitimacy
Guide and motivate employee behavior
Operative goals are relatively specific intermediate ends.

3. General Organizational Goals
Literature offers useful insight into nature of goals. For example:
Goals are expressions of an organization’s values; they orient employees toward the organization’s mission.
Clarification of goals can improve efficiency and productivity.

4. General Organizational Goals
Literature also underscores problems (for theorists and practitioners) with the concept of goals.
Goals are multiple (a goal is one of a set).
Goals often conflict.
Short-term and long-term goals can conflict.
One goal leads to another or is operative for a higher or more general goal.

5. Goals of Public Organizations
The most often repeated observation about public organizations is that goals are particularly vague and intangible compared to those of the private sector.
What is the reason for this?
What implications might this have to employee motivation, commitment, satisfaction?

6. Goal Ambiguity: Reasons and Implications
One reason is because of vague mandates.
Studies suggest that goal ambiguity may create problems in motivating employees.
Goal ambiguity presents problems for developing clear performance indicators. In turn, this may raise questions about accountability and lead to performance evaluations on the basis of rules.

7. To What Extent Does an Organization Reach Its Goals?
This question assumes that organizations have goals, that the goals can be discovered, that the goals are at least somewhat stable, that abstract goals can be converted into specific, objective measures, and that data relevant to those measures can be collected, processed, and applied in a timely and appropriate manner.
Is this true?

8. Establishing Goals in Strategic Planning
Recommended Steps in the Strategic Planning Process
1. Conduct internal/external assessment
2. Define agency mission
3. Articulate and communicate vision
4. Establish goals and objectives
5. Identify performance measures
6. Communicate measures and develop action plans

9. 7. Establish program goals and subgoals
8. Identify strategies and resources necessary for goals and subgoals
9. Feedback and rollup
10. Submission of strategic plan to agency director
11. Agency director reviews and approves
12. Plan implementation and tracking system developed

10. Models for Assessing Organizational Effectiveness
Scholars are not in agreement on one model.
Goal approach
Systems-resource approach
Participant satisfaction models
Human resource and internal process models
Government performance project

11. Goal Approach
It is the simplest approach, based on the link between stated goals and effectiveness.
Its shortcoming is that it does not consider complications. It is concerned with the output side and whether the organization achieves its goals in terms of the desired level of output.
It implies a view of management as a rational and orderly process with a single expression of goals.
Its indicators include operative goals .
It does not consider goal conflict, hierarchy, and goal types and sub-types.

12. The Systems-Resource Approach
This approach concentrates on whether an organization can obtain valued resources from its environment.
Effectiveness is measured by the organization’s ability to exploit resources from the environment.
This criterion is difficult to measure.

13. Systems-Resource Approach
Observes the beginning of the process and evaluates whether the organization effectively obtains resources necessary for high performance
Usefulness: when other indicators are difficult to obtain or are hard to measure

14. Participant Satisfaction Models
The ecological model or the participant satisfaction model defines organizational effectiveness according to organizations’ abilities to satisfy key strategic constituencies in their environment.

15. Internal Process Approach
Looks at internal activities and assesses effectiveness by indicators of internal health and efficiency
Indicators:
Strong corporate culture and positive work climate
Team spirit, group loyalty, and teamwork
Confidence, trust, and communications between workers and management
Decision making near information sources, regardless where those sources are on the organizational charts
Sharing of relevant facts and feelings (horizontal and vertical)
Rewards to managers for performance, growth, and development of subordinates and for creating an effective working group
Interaction between the organization and its parts, with conflicts that occur over projects—resolves in the interest of the organization

16. Human Resource and Internal Process Models
Refers to such factors as communications, leadership style, motivation, interpersonal trust, and other internal states assumed to be desirable

17. Organizational Effectiveness Dimensions and Measures
Overall effectiveness
Productivity
Efficiency
Profit
Quality
Accidents
Growth
Absenteeism
Turnover
Job satisfaction
Motivation
Morale
Control
Conflict / cohesion
Flexibility / adaptation
16. Planning and goal setting
17. Goal consensus
18. Internalization of organizational goals
19. Role and norm congruence
20. Managerial interpersonal skills
21. Managerial task skills
22. Information management and communication
23. Readiness
24. Utilization of environment
25. Evaluations by external entities
26. Stability
27. Value of human resources
28. Participation and shared influence
29. Training and development emphasis
30. Achievement emphasis
Source: Campbell, 1977, pp

18. The Competing Values Framework
Human Relations Model
Open-Systems Model
Flexibility
Means:
Cohesion; morale
Ends:
Human resource development
Means:
Flexibility; readiness
Ends:
Growth; resource acquisition
Output
Quality
Internal
External
Means:
Information management; communication
Ends:
Stability; control
Means:
Planning; goal setting
Ends:
Productivity; efficiency
Internal Process Model
Control
Rational Goal Model
Source: Quinn and Rohrbaugh, Reprinted by permission of the authors. Copyright Institute of Management Sciences.

19. Effectiveness in Organizational Networks
Networks are “structures of interdependence involving multiple organizations or parts thereof, where one unit is not merely the formal subordinate of the others in some hierarchical arrangement” (O’Toole, 1997, p. 44).
Networks are common to public management.

20. Decision Making and Effective Management

21. Types of Decision Making Models
Rational Comprehensive
Steps
1. Clearly identify goals and alternatives
2. Collect information
3. Develop a full range of alternatives
4. Select the “best” alternative
5. Implement
- Advantages
Limitations

22. Incrementalism
Steps
1. Goals cannot be clearly identified (goals and means are intertwined)
2. Collect limited information
3. Develop a limited range of alternatives
4. Select the alternative that works
5. Implement
Advantages v. Disadvantages

23. Mixed Scanning
Combination of the two
Advantages and disadvantages

24. Garbage Can Model “Streams” Participants Problems Solutions
Choice Opportunities

25. Typology of Organizations
Prospectors: Experiment and try new things
Defenders: Protect their turf.
Analyzers: Combination of two
Reactors: No strategies = dysfunctional