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Assessing Organizational Effectiveness: Systems Change, by Raymond F. Zammuto

By Raymond F. Zammuto

During this examine, Raymond Zammuto has forged the idea that of organizational effectiveness in the framework of societal evolution. He hence takes under consideration evolving wishes, expectancies, and environmental constraints and examines the continuous means of turning into, instead of being, powerful. The evaluative and managerial implications of this evolutionary version are introduced out in case reports: federally funded “physician extender” education courses, and the U.S. car throughout the Nineteen Seventies. Zammuto directs certain realization to the strategic responses of the yank automobile businesses to adjustments occurring in the course of those severe years. He describes and discusses the effectiveness of “niche increasing” actions that increase the possibility of long term organizational survival.

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Extra resources for Assessing Organizational Effectiveness: Systems Change, Adaptation and Strategy

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By the 1950s, however, the national goals of prosperity, material welfare, and economic justice, which had guided corporate and social action, began to be supplanted by a growing concern for environmental quality, improvement in the quality of life, and social justice. Once again, the traditional ideology and goals of the system changed because the system had been successful in meeting its goals. Davis (1976) explained these changes in public preferences in terms Page 11 of Masiow's hierarchy of needs.

Perceived constituent preferences will be taken into account to the degree that managers feel they are important in attaining managerial goals. This might be sufficient if performance were taking place in a static social environment and constituent preferences were predictable and stable over time. But, as was discussed earlier, society has undergone a number of fundamental changes which are reflected in qualitatively shifting constituent preferences for performance. Hence, a major problem with goal-based evaluations is that they employ a static model of organizational performance when performance takes place in a dynamic environment.

As a result, managers often find theoretically based evaluations of performance rather sterile, providing little information useful for decision making. The model presented in Chapter 3 reconciles the divergence between the theory and practice of evaluation research and organizational effectiveness. Page 5 Social legitimacy and changing constituent preferences for performance are important aspects of today's managerial environment. Survey results indicate that the public doesn't believe that the performance of various institutions is creating socially desirable outcomes.

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