Organizational Effectiveness Paper

Organizational Effectiveness

CJA/474

Organizational Effectiveness

Organizational effectiveness is far more important than offering insurability that an organization functioning as it should be. Accomplishing superior efficiency, productivity, and operation is a major component that is needed for any organization to be profitable and successful (Mihalicz, 2012). Describing organizational effectiveness and the application of theories of organizational effectiveness can help in the supervision of criminal justice personnel. Organizational effectiveness can also help individuals in establishing an enhanced perception of the affiliation that needs to be present in order to operate effectively a department. By using methods of feedback, prioritizing, and sustaining emphasis on the particular tasks; the organization will have the valuable tools that are needed in order to make use of control in the organizational environment.

Define Organizational Effectiveness

An organization is a group of individuals intentionally brought together for the sole purpose of meeting particular goals for a specific reason (Whisenand & Ferguson, 2014). According to Whisenand & Ferguson, 2014, characteristics of a professional organization are objectives, sensibly and realistically divided labor, authority, control, and the responsibilities of effective communication. Additional features include established rules and norms, and the existence of one or more individuals who are directly responsible for ensuring the organization is driven toward the goals as efficiently and effectively as possible. Organizational effectiveness is the success of the organization regarding meeting the goals of an organization through correct implementations of plans, policy, and procedures designed to reach the goals.

Apply Theories of Organizational Effectiveness to the Management of Criminal Justice Personnel

Theories of organizational effectiveness include the bureaucratic, the agile, and the management by objectives theories. The bureaucratic theory of effectiveness operates on four major principles; labor division, authoritative hierarchy, structure, and the extent of control; with labor division as the primary focus (Whisenand & Ferguson, 2014). Compliance is achieved through a hierarchy based authority, structure, which is considered the sound relationship between the functions and positions of the organization that ensures accomplishment of goals. Finally, control is considered, which is determined by the ratio of supervisors to subordinates in relation to the effectiveness (Whisenand & Ferguson, 2014).

The agile organizational theory is comprised of 10 key features: values, vision, size, speed, and lack of boundaries, give, simplicity, reconsidering, constant improvement, and team leadership (Whisenand & Ferguson, 2014). Values, according to Whisenand and Ferguson, 2014, are the long lasting beliefs of the organization that gives it purpose and assists in prevention of losing sight of the fundamental philosophies of the organization; vision helps see eminent changes and contribute to the flexibility and the ability to adapt to these changes. Remaining an organization of under 150 ensures agility as opposed to the bureaucracy larger numbers will bring. When considering speed, Whisenand and Ferguson promote the faster the better, where boundaries are concerned, ensuring open lines of communication between all levels and ranks of the smaller numbered organization ensures procrastination is limited but culpability is guaranteed.

Stretch, the sixth point turns being how good a person believes they are required to be, into an individual who would rather be as effective and valuable as he or she can be. Simplification is just that, use honest, to-the-point conversation, which improves various aspects of the organization including worth, expense, and efficiency in reaching the target client (Whisenand & Ferguson, 2014). Reconsideration is looking back on previous outcomes from different aspects of the organization at different times to determine if better options may now be more available or if the current process is still the best way to go. Continuous improvement is essentially an evaluation of performance, quality and cost aspects of the organization and determining if the current option is still the most effective. Finally, team leadership; essentially this is a unification and an all-for-one, one-for-all attitude. In this situation, everyone keeping everyone honest and faithful to the goals is most important.

Management by objectives, or MBO, incorporates the agility of an organization and empowerment to produce an effective organization. MBO relies on equal work, respect, and cooperation from supervisors, as well as subordinates; no one is better than the other (Whisenand & Ferguson, 2014). Everyone works together to provide valuable feedback, ensuring success in service and in satisfaction of the community. According to Whisenand and Ferguson, 2014, MBO focuses on nine key components for success: preplanning, a mission statement, goals of the department, division objectives, unit action plan and implementation, evaluation of projects, feedback, and final assessment. All steps and goals of the MBO organization are clear, concise, and explained to every person within the organization, provokes questions in combination with providing answers, and stimulates a higher sense of pride officers take in his or her work, as well as agency-wide professionalism (Rodgers & Hunter, 1991)

Describe Methods for Exerting Control in an Organizational Setting

Methods for exerting control in an organizational setting are the top-down and bottom-up methods of control. In the top-down method of control, there is one ultimate authority. The top-down method of control is like that of a pyramid because of its steps in the chain of command; there is a single authoritative head from which all information and authority originate. This method of control flourishes and the written and complex form of communicating policies, procedures, and rules, and is the foundation of the buearucratic method (Whisenand & Ferguson, 2014).

The top-down method of control is comprised of six primary characteristics which are strictly followed, these key points are “service, community, power, commitment, purpose, and achievements and/or advancements” (Whisenand & Ferguson, 2014, p. 264). A description of the key points are as follows: service; the type and quality of services to be provided are decided by the ultimate governing power; community; the community itself is treated as a duty or something that must be done; power, top down with strict, clearly defined boundaries (Whisenand & Ferguson, 2014). The commitment point expects unwavering compliance to superior individuals and groups, purpose is defined at departmental and divisional purpose is defined only by the ultimate authority, and finally, achievements and advancements, which are only awarded to those who are loyal without fault to those at the top (Whisenand & Ferguson, 2014).

The bottom – up method of control, though still comprised of the same layers, flows much more smoothly as it flourishes elasticity, act, ease, and empowerment. Considered a more agile organization, an individual in a leadership position recognizes authority starts at the bottom and goes upward (Whisenand & Ferguson, 2014). Though the names of the components are the same, the definitions are different. Service here are determined by the community and are relied upon by leaders and teams, the community is viewed as a partner; power is divided among the agency as a whole, meaning everyone has power (Whisenand & Ferguson, 2014). Commitment is shared; agency and employees are committed to each other. The goals and purpose of the agency are figured by input from all members of the agency, regardless of job description or rank; further, achievement and advancement do not depend on loyalty to certain individuals within the agency, but by the job performance and work ethic of the individual, according to Whisenand & Ferguson, 2014.

References

Rodgers, R., & Hunter, J. E. (1991). Impact of Management by Objectives on Organizational Productivity. Journal of Applied Psychology, 322-336.

Mihalicz, D. (2012, October 1). The Importance of Organizational Effectiveness. Retrieved from Effective Managers: http://effectivemanagers.com/dwight-mihalicz/the-importance-of-organizational-effectiveness/

Whisenand, P., & Ferguson, R. (2014). Managing Police Organizations (8th ed.). Upper Saddle

NJ: Prentice Hall

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