By Raymond F. Zammuto
During this research, Raymond Zammuto has solid the concept that of organizational effectiveness in the framework of societal evolution. He therefore takes under consideration evolving wishes, expectancies, and environmental constraints and examines the continuous strategy of turning into, instead of being, powerful. The evaluative and managerial implications of this evolutionary version are introduced out in case experiences: federally funded “physician extender” education courses, and the U.S. car throughout the Seventies. Zammuto directs particular consciousness to the strategic responses of the yank car businesses to adjustments happening in the course of those serious years. He describes and discusses the effectiveness of “niche increasing” actions that increase the chance of long term organizational survival.
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Extra info for Assessing Organizational Effectiveness: Systems Change, Adaptation and Strategy
Fulfills its objectives without incapacitating its means and resources and without placing a strain upon its members" (Georgopoulos and Tannenbaum, 1957: 535). Variations on the systems theme were developed in later years and a variety of definitions within the approach appeared. " Another stream of thought on organizational effectiveness appeared during the 1970s in the form of multiple constituency models. These models focused on constituent definitions of effectiveness. " Other models employing this approach, such as those by Pfeffer and Salancik (1978) and Keeley (1978), proposed similar definitions.
The public, for example, has always demanded a higher material standard of living, a demand which societal institutions have for the most part met. Qualitative changes in preferences for performance present a more difficult challenge to institutions. Such changes involve basic shifts in what the public considers to be desirable. The history of the 1960s and 1970s is illustrative. The public became interested, for the first time, in a number of new concerns. It began demanding improvements in environmental quality, increased participation in institutional decision making, equality of opportunity for all members of society, and so on.
During the mid-1970s, for example, two new environmental issues surfaced, fluorocarbon and toxic waste pollution. Both were more subtle forms of pollution. They did not have the same visual impact as air and water pollution, although the potential health effects were substantial. Fluorocarbon and toxic waste pollution were discovered and brought into the public eye because public attention had focused on environmental issues. Public concern created a climate in which such problems could be discovered and publicly discussed.
Assessing Organizational Effectiveness: Systems Change, Adaptation and Strategy by Raymond F. Zammuto