Motivation theory that asserts that people often act without understanding their motives, and afterwards attempt to attribute motives for their behaviour. A planned, systematic assessment of that compares an organization’s progress against its plan. The degree to which a job gives employees the freedom, independence, and discretion to schedule their work and determine the procedures used in completing it. A measurement system that translates an organization’s strategy into a comprehensive set of performance measures.
The legally declared condition of being unable to meet expenses or repay debt. It involves a formal procedure in which a trustee takes possession of assets and disposes of them in an orderly fashion. A theory that explains learning in terms of the antecedents and consequences of behaviour. A standard used as the basis for comparison; criteria based on external sources used for job comparison and performance measurement. Studying, evaluating and possibly implementing the best practices of comparable organizations in an effort to improve the organization’s own performance.
Diagnoses cultural relations between companies prior to a merger and determines the extent to which cultural clashes will likely occur. Defined as an organization that removes roadblocks to maximize the flow of information throughout the organization. Processing limited and imperfect information and satisficing rather than maximizing when choosing among alternatives. A freewheeling, face-to-face meeting where team members generate as many ideas as possible, piggyback on the ideas of others, and avoid evaluating anyone’s ideas during the idea-generation stage. The process of identifying and differentiating an rganization’s products, processes or services from another organization by giving it a name, phrase or other mark. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Attribution theory Audit Autonomy Balanced scorecard 3 4 Bankruptcy 3 Behaviour modification Benchmark Benchmarking Bicultural audit Boundaryless organization Bounded rationality 3 10 3 Brainstorming 3 Branding 10 Business continuity planning 10 Broadly defined as a management process that seeks to identify potential threats and impacts to the organization and provide a strategic and operational framework for ensuring the organization is able to withstand any disruption, interruption or loss to normal business functions or operation.
The Term Paper on Organizational Effectiveness 3
Organizational effectiveness is critical to success in any economy. In order to achieve increased and sustainable business results, organizations need to execute strategy and engage employees. However, our research indicates that most organizations are struggling to get it right. FREDERICK TAYLOR: EFFECTIVENESS WAS DETERMINED BY FACTORS SUCH AS PRODUCTION MAXIMIZATION, COST MINIMALIZATION, ...
The knowledge and understanding of the financial, accounting, marketing and operational functions of an organization. A description of a business’ unique structure, purpose, offerings, strategies, infrastructure, practices and processes. A defence available when the employer has a criterion for selection that is facially neutral but which excludes members of one sex, race, national origin or religious group at a substantially higher rate than members of other groups, thus creating adverse impact.
The employer must be able to prove that the challenged practices effectively carry out the business purposes they are alleged to serve and that no alternative, non-discriminatory practices can achieve the safe and efficient operation of its business. A document that provides relevant information about a company by outlining items such as the company’s business description, market or industry, management, competitors, future prospects and growth potential, etc. The manner in which an organization plans to build a competitive focus in one line of business.
The Essay on Organizational Culture, Business Strategy and HR Practices affect diverse teams‘ performance
The Later Findings: Organizational Culture, Business Strategy and HR Practices affect diverse teams‘ performance Effects of Organizational Culture and Business Strategies Effects of Organizational Culture and Business Strategies Diverse groups show a higher level of performance in a people-oriented culture Educationally diverse groups perform better within a growth-oriented business strategy ...
A viral marketing technique that attempts to make each encounter with a “prospect” appear to be a personal, spontaneous interaction instead of an obvious marketing pitch. A typical buzz marketing campaign is initiated in a chat room, where marketing representatives assume an identity appropriate to their target audience and pitch their product. Blogs are another popular media for buzz marketing. An organization’s ability to deploy resources that have been purposefully integrated to achieve a desired result.
The mostly unconscious process of organizing people and objects into preconceived categories that are stored in our long-term memory. The degree and nature of interdependence between the power-holder and others. The degree to which formal decision authority is held by a small group of people, typically those at the top of the organizational hierarchy. Planned and usually dramatic displays of organizational culture, conducted specifically for the benefit of an audience. Anyone who possesses enough knowledge and power to guide and facilitate the organizational change effort. Organizational Effectiveness
Business literacy Business model 10 Organizational Effectiveness Organizational Effectiveness Business necessity 10 Organizational Effectiveness Business plan 10 Organizational Effectiveness Organizational Effectiveness Business strategy Buzz Marketing 8 Organizational Effectiveness Capabilities Categorical thinking Centrality Centralization Ceremonies Change agent 3 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 3 3 3 Change management 10 Classical managerial strategy 3
Coalition Cognitive dissonance Collectivism Communication Communities of practice Competitive advantage Conflict Conflict management The systematic approach and application of knowledge, tools and resources to deal with change. Change management means defining and adopting corporate strategies, structures, procedures and technologies to deal with changes in external conditions and the business environment. A management style that assumes most employees inherently dislike work and are mainly concerned with their own self-interests; employees are controlled through procedures, policies and rules enforced by a hierarchy of management.
The Business plan on Implications of Business Process Management for Operations Management
... process approach. Increasingly organizations will need to consider organization design as an explicit, rather than implicit, activity to ensure organizational effectiveness. This need not ... the organization have business fundamentals which are deliverable, cost, customer or people measures, but self-driven measurements rather than management-driven measurements. These business fundamentals ...
A group that attempts to influence people outside the group by pooling the resources and power of its members. Occurs when people perceive an inconsistency between their beliefs, feelings, and behaviour. The extent to which people value duty to groups to which they belong as well as group harmony. The process by which information is transmitted and understood between two or more people. Informal groups bound together by shared expertise and passion for a particular activity or interest. An organization’s ability to earn higher rates of profits than its competitors. Organizational Effectiveness
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 3 3 3 3 3 Conflict of interest 10 The process in which one party perceives that its interests are being opposed or negatively affected by another party.
Interventions that alter the level and form of conflict n ways that maximize its benefits and minimize its dysfunctional consequences. Refers to situations when an individual has other competing financial, professional or personal obligations or interests that interfere with his or her ability to adequately perform required duties in a fair and objective manner. The merger of two organizations that are involved in entirely different business activities. Any situation where people debate their different opinions about an issue in a way that keeps the conflict focused on the task rather than on people.
The Business plan on Methodology to improve organizational effectiveness
A non-profit organization should use both qualitative and quantitative performance measures, based on the organization’s mission goals and objectives, to show financial and programmatic accountability in a transparent environment. Qualitative and quantitative research methods can be used in marketing, financial planning, fundraising and program research and evaluation. This paper will define and ...
Occurs when a manager/supervisor or employer makes working conditions so unbearable or abusive that a reasonable person believes that resignation is the only appropriate action to take. Abstract ideas constructed by researchers that can be linked to observable information. An individual who works independently to assist and advise client organizations with various organizational functions and responsibilities on a fee-for-service basis. The theory that as individuals interact with one another they rely less on stereotypes about each other.
In human resources, an error that occurs when unimportant or invalid behaviours or attributes are incorporated into a job description or specification. Conglomerate merger Constructive conflict 3 Constructive discharge 10 Constructs Consultant Contact hypothesis Contamination 3 10 3 Content theories of motivation Contextual variables Contingency approach Contingency approach to organization design Contingency management 3 Motivational theories that focus on understanding underlying human needs. Variables that relate to the organization’s condition, indicating the most appropriate organizational structure and managerial strategy.
The idea that a particular action may have different consequences in different situations. Approach based on the assumption that the different organization structures are better suited to different organizations depending on the key contingencies (contextual variables) associated with that organization. Management strategy that focuses on rewards for desired behaviours. The process of identifying an organization’s critical information systems and business operations and developing and implementing plans to enable those systems and operations to resume following a disaster or other emergency situation.
An alternative plan (or plans) to be implemented if there are unanticipated changes to organizational or environmental factors. A bond felt by an employee that motivates him or her to stay only because leaving would be costly. The tasks or functions within an organization considered essential to the organization’s business operations. The beliefs, values and practices adopted by an organization that directly influence employee conduct and behaviour. The way in which an organization is viewed by clients, employees, vendors or the general public. The aims and objectives of an organisation.
The Essay on Fit Equifinality And Organizational Effectiveness
... Melissa Blankenship Fit, equifinality, and organizational effectiveness: A test was written by ... organization's mission. When organizations grow too large for one manager to handle all of its employee's ... article focused on two organizational theories of strategy, structure, and process. The first being Miles ... as rules and procedures and other planned attempts to regulate behavior. Formal structure ...
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Contingency planning 10 Contingency plans Continuance commitment Core work activities Corporate culture Corporate image Corporate mission Corporate social responsibility (CSR) Corporate strategy Corporate values Cost-benefit analysis Costing Counselling Counterpower Counterproductive behaviours 10 10 3 3 Organizational Effectiveness Organizational Effectiveness Organizational
Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 10 10 10 7 An organization’s moral obligation toward its stakeholders. Plan that defines the overall scope and direction of an organization and outlines how it will achieve its goals. The prescribed standards, behaviours, principles or concepts that an organization regards as highly important.
Weighing the difference between the costs of a program and its benefits. The process of identifying all the expenditures used in a program. Actions or interactions in one or serial form which serve to provide direction, guidance or advice with respect to recommendations, decisions or courses of action. The capacity of a person, team, or organization to keep a more powerful person or group in the exchange relationship. Behaviours that are detrimental to an organization’s wellbeing and/or violate significant organizational norms or values. 3 Creativity 3
The development of original ideas that make a socially recognized contribution. A broad term that refers to an organizations pre-established activities and guidelines, for preparing and responding to significant catastrophic events or incidents (i. e. , fire, earthquake, severe storms, workplace violence, kidnapping, bomb threats, acts of terrorism, etc. ) in a safe and effective manner. A successful crisis management plan also incorporates other organizational programs such as , emergency response , disaster recovery, risk management, communications, business continuity, etc.
The Essay on Team Effectiveness And Process Variables
The final category to team effectiveness is process variables. These include member commitment to a common purpose, establishment of specific team goals, team efficacy, managed level of conflict and minimizing social loafing. Why are processes important to team effectiveness? One way to answer this question is to return to the topic of social loafing. We found that 1+1+1 doesn’t necessarily add up ...
A formal written plan establishing specific measures or actions to be taken when responding to catastrophic events or tragedies (i. e. , fire, earthquake, severe storms, workplace violence, kidnapping, bomb threats, acts of terrorism, etc. ) in the workplace. The process of an organization implementing specific plans and procedures designed to circumvent certain disasters or emergencies. A set of norms, beliefs, behaviours, and values that members of an organization share. The intangible value of an organization’s relationships with its customers.
A conscious process of making choices among one or more alternatives with the intention of moving toward some desired state of affairs. One of the Contingency theories of leadership developed by Vroom and Yettor (1973).
An aspect of organizational design that describes the processes used to in decision-making and leadership activities within an organization. A formula that measures the affect of a change in sales on profits. Calculated as: DOL = % change in earnings before interest and taxes % change in sales An organizational restructuring strategy meant to reduce the organization’s existing levels of managers or supervisors.
The process of assigning tasks or projects to subordinates and clearly dictating expected outcomes and timeframe for completion. A structured team decision-making process of systematically pooling the collective knowledge of experts on a particular subject to make decisions, predict the future, or identify opposing views. The process of dividing an organization’s labour, functions, processes or units into separate groups. A process of conversation among team members in which they learn about each other’s mental models and assumptions, and eventually form a common model for thinking within the team. Organizational Effectiveness
Crisis management 10 Organizational Effectiveness Crisis planning 10 Organizational Effectiveness Crisis prevention Culture Customer capital Decision making Decision tree model Decision-making and leadership structure 10 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 7 Degree of operating leverage (DOL) De-layering Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 0 Delegation 10 Delphi method 3 Departmentation 10 Dialogue 3 Differential piece rate Differentiation Disaster recovery plan 10 Distributive justice Distributive justice principle Divergent thinking Divestiture Divisional structure Domestic strategy Downsizing Drives Effectiveness Efficiency Eighty-percent rule 3 3 3 The lower rate per piece paid if production does not meet the production standard. The process of distinguishing an organization’s products and services from those of competitors, in order to make it more attractive to consumers.
A set of guidelines and procedures to be used by an organization for the recovery of data lost due to severe forces of nature, such as earthquakes, fires, tornadoes, floods or hurricanes. The perceived fairness in outcomes we receive relative to our contributions and the outcomes and contributions of others. The moral principle stating that people who are similar should be rewarded similarly and those dissimilar should be rewarded differently. Involves reframing a problem in a unique way and generating different approaches to the issue. The process of selling or terminating an affiliation with a business.
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An organizational structure that groups employees around geographic areas, clients, or outputs. Internationalizing by exporting goods abroad as a means of seeking new markets. Refers to the process of reducing, usually dramatically, the number of people employed by the firm in order to increase efficiency. Instinctive or innate tendencies to seek certain goals or maintain internal stability. Degree to which the organization’s objectives and goals are achieved when compared to planned outcomes. Degree to which outputs are achieved in relation to inputs and resources used, usually expresses as a ratio. 3 10 Emergent strategy 3 Emotional contagion Emotional dissonance Method of determining adverse impact. Selection rates for any group that are less than 80 percent (four-fifths) of the rate for other groups is evidence of a violation of this rule. Differs from planned strategy in that it develops incrementally over time as an organization’s environment changes. The automatic and unconscious tendency to mimic and synchronize one’s own nonverbal behaviours with those of other people. The conflict between required and true emotions.
Describes the mental ability an individual possesses enabling him or her to be sensitive and understanding to the emotions of others, as well as to manage his or her own emotions and impulses. The effort, planning, and control needed to express organizationally desired emotions during inter-personal transactions. 3 Emotional intelligence 10 Emotional labour 3 Emotions Empathy Employability 3 3 3 Psychological and physiological episodes experienced toward an object, person, or event that create a state of readiness. A person’s ability to understand and be sensitive to the feelings, thoughts, and situations of thers. An employment relationship in which people are expected to continually develop their skills to remain employed. How much employees identify with and are emotionally committed to their work, are cognitively focused on that work, and possess the ability and resources to do so. A work climate n which employees, at all levels, can achieve individual goals and work satisfaction by directing their energies and talents toward clearly defined company goals The degree to which employees influence how their work is organized and carried out. The relationship between the operational index and the demand for labour.
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Employee engagement Employee involvement Employee involvement Employee requirement ratio Employee-driven idea system 3 2 3 10 Empowerment Enacted values Environmental constraint Environmental scanning Environmental scanning 3 A type of suggestion program where employees are rewarded for being ultimately responsible for the management and implementation of any idea they submitted. A psychological concept in which people experience more self-determination, meaning, competence, and impact regarding their role in the organization.
Values we rely on to guide our decisions and actions. A limitation on organizational strategy caused by legal requirements, external cultural or political situations, fiscal constraints (such as taxation structures), or by the actions of competitors. Identifying and analyzing external opportunities and threats that may be crucial to the organization’s success. A process that systematically surveys and interprets relevant data to identify external opportunities and threats.
A motivation theory of three needs arranged in a hierarchy, in which people progress to the next higher need when a lower one is fulfilled, and regress to a lower need if unable to fulfill a higher one. The tendency to repeat an apparently bad decision or allocate more resources to a failing course of action. Values that we say we use and think we use. An appraisal strategy requiring the rater to provide a narrative description of an individual’s performance based on the rater’s performance observations. The primary job functions or tasks that an individual must be able to perform with or without a reasonable accommodation.
When individuals are reluctant to mention ideas that seem silly because they believe (often correctly) that other team members are silently evaluating them. 3 4 10 ERG theory Escalation of commitment Espoused values Essay appraisal 3 3 3 10 Essential functions 10 Evaluation apprehension 3 Event-based forecasting Executive coaching Executive Order Exit-voice-loyaltyneglect (EVLN) model Expectancy theory Extinction Extroversion Fact finding Fat organization Feasibility study Feedback Fiedler’s contingency model Field surveys Flaming Flat organization Flexibility 3
Predictions based on changes in the external environment. A helping relationship using behavioural methods to assist clients in identifying and achieving goals for their professional performance and personal satisfaction. An official presidential directive that has the same force as a law. The four ways, as indicated in the name, employees respond to job dissatisfaction. A motivation theory based on the idea that work effort is directed toward behaviours that people believe will lead to desired outcomes. Occurs when the target behaviour decreases because no consequence follows it.
A “Big Five” personality dimension that characterizes people who are outgoing, talkative, sociable, and assertive. The process of utilizing an impartial third party, not employed by the organization, to examine all pertinent facts surrounding a complaint. An organization with a structure consisting of several layers of management. A study designed to discover if a business, product, project or process justify the investment of time, money and other resources. Any information that people receive about the consequences of their behaviour.
Developed by Fred Fiedler, suggests that leader effectiveness depends on whether- the person’s natural leadership style is appropriately matched to the situation. A research design strategy that involves collecting and analyzing information in a natural environment, an office, a factory, or other existing location. The act of sending an emotionally charged electronic mail message to others. An organization characterized by having only a few layers of management from top to bottom The ability to adapt to changing demands from a dynamic competitive environment. 10
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 10 3 3 3 3 10 10 10 3 3 3 3 10
Focus group Focused differentiator corporate strategy Focused low-cost corporate strategy Force field analysis A small group of individuals who are interviewed through structured facilitator-led discussions in order to solicit opinions, thoughts and ideas about a particular subject or topic area. Strategy that focuses on providing unique products or services to a narrow customer base. Strategy that focuses on providing low-cost products or services to a narrow customer base. Lewin’s model of system wide change that helps change agents diagnose the forces that drive and restrain proposed organizational change. Forecasting Foreperson 10 A business analysis conducted in order to assess what future trends are likely to happen, especially in connection with a particular situation, function, practice or process that is likely to affect the organization’s business operations. Supervisory employee, usually considered to be part of management. Also called “supervisor. ” The degree to which organizations standardize behaviour through rules, procedures, formal training, and related mechanisms. A motivation theory based on the innate drives to acquire, bond, learn, and defend that incorporates both emotions and rationality.
An organizational structure that organizes employees around specific knowledge or other resources. A group of employees who are responsible for a particular function within the organization. System wide group sessions, usually lasting a few days, in which participants identify trends and identify ways to adapt to these changes. Refers to the employment contract restrictions used as a means of protecting the organization’s trade secrets or proprietary information. Strategy focused on increasing profits by reaping cost reductions from experience curve and location economies
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Formalization Four-drive theory Functional structure Functional team Future search 3 3 3 10 3 Gag clause Global strategy Globalization Goal achievement 10 4 The tendency of firms to extend their sales or manufacturing to new markets abroad. How well a contractor has progressed toward meeting employment or promotion targets set to correct underutilization of protected class members. A condition that exists when organizational goals, management goals and employees’ goals are consistent across an organization. The process of motivating employees and clarifying their role perceptions by establishing performance objectives.
An unstructured and informal communication network founded on social relationships rather than organizational charts or job descriptions. The difference between the price a certain product is sold at and the cost of producing the product. The social manner in which people interact with each other within a group. Used as a cost-cutting measure, it incorporates the same principles as individual outplacement benefits (i. e. , providing job counselling, training and other services to displaced employees) with the exception that counselling is performed on a group vs. ndividual basis. The tendency of teams to make more extreme decisions than individuals working alone. Two or more people with a unifying relationship. 10 Goal congruence Goal setting Grapevine Gross product margin Group dynamics 3 3 10 10 Group outplacement 10 Group polarization Groups 3 3 Groupthink Hay system Heterogeneous teams High-involvement managerial strategy Home-country nationals (HCNs) Homogeneous teams Horizontal integration Horizontal merger Horizontal organization Human resources information system (HRIS) Hybrid organization 3 The tendency of highly cohesive groups to value consensus at the price of decision quality. A method of job performance evaluation that evaluates the following dimensions: (1) know-how (2) problem solving (3) accountability (4) working conditions. Teams that include members with diverse personal characteristics and backgrounds. An approach to management that involves employees directly in job-level and organizational-level decision-making. Individuals from the subsidiary country who know the foreign cultural environment well.
Teams that include members with common technical expertise, demographics (age, gender), ethnicity, experiences, or values. The merger or acquisition of organizations that were direct competitors. The merging of two organizations that were in competition. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 10 10 A flat organizational structure that consists of fewer hierarchal levels. Such organizational structures often rely on the use of cross-functional teams. A comprehensive software system that stores, tracks and processes information related to an organization’s human resources. An organization whose structure is comprised of both vertical and horizontal models. Studies conducted by Frederick Herzberg used to better understand employee attitudes and motivation and what factors cause job satisfaction and dissatisfaction.
Also referred to as the Motivation-Hygiene theory. The identification (by a panel of experts) of critical business processes and the potential damage or loss that may be caused to the organisation resulting from a change in those processes. The decision maker’s preferred alternative against which all other choices are judged. A theory stating that people rely on preconceived traits to evaluate others as leaders, and that they tend to inflate the influence of leadership on organizational events. The practice of actively shaping our public image.
The moral principle stating that every person is entitled to legal and human rights. The extent to which a person values independence and personal uniqueness. The process of introducing a new employee into the organisation. Any behaviour that attempts to alter another person’s attitudes or behaviour. Hygiene theory 10 Impact analysis 3 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness
Implicit favourite Implicit leadership theory Impression management Individual rights principle Individualism Induction Influence 3 3 3 3 7 3 Information overload Ingratiation Initial dip Inoculation effect Inplacement 3 A condition in which the volume of information received exceeds the person’s capacity to process it. Any attempt to increase the extent to which a target person likes us or perceives that he or she is similar to us. The tendency for performance to decline during the first stages of any change.
A persuasive communication strategy of warning listeners that others will try to influence them in the future and that they should be wary about the opponent’s arguments. Transferring or promoting employees into a restructured organization. A form of employee counselling geared toward acclimating recently promoted or transferred employees into their new positions or providing current employees guidance on the steps they need to take to be considered for promotion or transfer to alternative positions.
Refers to the process of internally administering employee benefit plans or other programs, as opposed to utilizing the services of a third-party provider. The sum of an organization’s human capital, structural capital, and relationship capital. The formulated plan of action. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 3 Inplacement counselling 10 Insourcing Intellectual capital Intended strategy Interpersonal communications Interpretivism Intrinsic motivation Intrinsic rewards Introversion Intuition Jargon 0 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 10 Refers to the process of communicating with another person or group to express feelings, thoughts or information by means of physical gestures or verbal exchanges.
The view held in many qualitative studies that reality comes from shared meaning among people in that environment. Motivation that stems from an individual’s perceived internal rewards. Internal factors, such as self-esteem, achievement, growth, and development that satisfy higher-order human needs. 3 3 A “big five” personality dimension that characterizes people who are territorial and solitary. The ability to know when a problem or opportunity exists and select the best course of action without conscious reasoning. The technical language and acronyms as well as recognized words with specialized meanings in specific organizations or groups.
The process of emotional exhaustion, depersonalization, and reduced personal accomplishment resulting from prolonged exposure to stress. A job design model that relates the motivational properties of jobs to specific personal and organizational consequences of those properties. A technique used in career development whereby an employee’s “shadows” other positions in an organization in an effort to broaden experience and knowledge of the organization. A person’s evaluation of his or her job and work context. 3 3 Job burnout Job characteristics model 3 3 Job rotations 3 Job satisfaction Johari window 3 Joint employment 10
The model of personal and interpersonal understanding that encourages disclosure and feed-back to increase the open area and reduce the blind, hidden, and unknown areas of oneself. The relationship between a professional employer organization or employee leasing firm and an employer, based on a contractual sharing of liability and responsibility for employees. The balance that is struck between social and technical systems to maximize an operation’s effectiveness. The parts of an organization’s intangible assets that relate specifically to knowledge, expertise, information, ideas, best practices, intellectual property and other capabilities.
The individual who facilitates the creation, sharing and use of knowledge in an organization by linking individuals with providers. The assimilation, extraction, transformation and loading of information from disparate systems into a single more unified, consistent and accurate data store used for evaluating, manipulating and reporting information. Any structured activity that improves an organization’s capacity to acquire, share, and use knowledge in ways that improve its survival and success.
A process used to create a summation of the knowledge an organization will need in order to support its overall goals, objectives, strategies and missions. The attributes required to perform a job; generally demonstrated through qualifying experience, education or training. Any research study in which independent variables and variables outside the researcher’s main focus of inquiry can be controlled to some extent. The correlation between a given output and the percentage of labour time used to produce the output. Qualities and behaviours that influence the actions of others, and shape the direction of the organization.
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Joint optimization Knowledge assets 3 10 Knowledge broker 10 Knowledge integration 10 Knowledge management Knowledge mapping Knowledge, skills and abilities (KSAs) Laboratory experiment Labour productivity Leadership 10 10 3 10 Leadership development 10 Leadership substitutes Legitimate power Leverage selling 3 Formal and informal training and professional development programs designed for all management and executive-level employees to assist them in developing the leadership skills and styles required to deal with a variety of situations. A theory that identifies contingencies that either limit the leader’s ability to influence subordinates or make that particular leadership style unnecessary.
The capacity to influence others through formal authority. The practice of selling new products to existing customers. 3 7 LIFO (Last In First Out) In the event of a redundancy situation occurring, the system of last in first out is regarded as the most equitable method of choosing those who should be made redundant. Line of progression 10 Linear planning Liquidation Locus of control 3 A series of related jobs in a promotional sequence generally starting with less difficult, lower-paying jobs and progressing to more difficult, higher-paying jobs.
Often, the lower jobs provide required training for movement to the higher-level jobs. A mathematical method of project analysis that can determine an optimum solution to minimize costs or other constraints. The sale of an organization’s assets. A personality trait referring to the extent to which people believe events are within their control. Technology based on sequential task interdependence, whereby actions of one employee or department directly affect the actions of another; an assembly line is an example.
A strategy that revolves around providing low-cost products or services to a broad customer base. The belief that deceit is a natural and acceptable way to influence others. The practice of selling products or services to established customers. A business decision that compares the costs and benefits of manufacturing a product with the cost of purchasing it from an outside supplier. A management style in which managers intervene only when performance deviates from accepted parameters. A management style that involves aligning employee objectives with organizational goals.
Ideally employees have input in setting their objectives, and receive feedback on goal accomplishment. A communication practice in which executives get out of their offices and learn from others in the organization through face-to-face dialogue. An individual who works independently to assist and advise clients with managerial responsibilities regarding various organizational issues. Any attempt to improve current or future management performance by imparting knowledge, changing attitudes, or increasing skills.
A computerized development technique in which teams of managers compete with one another by making decisions regarding realistic but simulated companies. Records summarizing the qualifications, interests, and skills of management employees, along with the number and types of employees supervised, duties of such employees, total budget managed, previous managerial duties and responsibilities, and managerial training received. The time required for value-added production divided by the total cycle time; a measure of how well a company’s manufacturing capabilities utilize time.
A fully integrated system that plans production jobs and calculates the resource needs involved in manufacturing. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness
Long-linked technology Low-cost corporate strategy Machiavellian values Maintenance selling Make-or-buy decision Management by exception (MBE) Management by objectives (MBO) Management by walking around (MBWA) Management consultant Management development Management game 3 3 10 4 4 Management inventories 4 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Manufacturing cycle efficiency Manufacturing resource planning Mass customization Mass/large batch technology Matrix organization Mechanistic structure Media richness Membership behaviour Mental imagery Mentoring 3 10
The production of unique products to the specifications of individual customers. To contain costs, it requires the use of flexible manufacturing systems. Traditional manufacturing technology that produces large amounts of single items in a sequential, standardized way. An organizational structure where employees report to more than one manager or supervisor. An organizational structure with a narrow span of control and high degrees of formalization and centralization.
The data-carrying capacity of a communication medium, including the volume and variety of information it can transmit. Behavior that occurs when individuals decide to join and remain with a group. Mentally practicing a task and visualizing its successful completion. The process of learning the ropes of organizational life from a senior person within the company. A service associated with educational programs and licensing/registration processes, through which individuals obtain ongoing advice and assistance from persons experienced in their field of study or occupation.
Occurs when two organizations combine resources and become one. An articulation of an organizations vision, purpose, direction, and values; also provides a view of its products, services, customers, and what makes the organization unique. The degree to which an issue demands the application of ethical principles. The forces within a per-son that affect his or her direction, intensity, and persistence of voluntary behaviour. An attempt to explain how people are motivated, in the form of work behaviour and performance.
Herzberg’s theory stating that employees are primarily motivated by growth and esteem needs, not by lower-level needs. A technique used to analyze the movement of employees between positions in an organization, especially the effect of promotions and terminations on other employees in an organization. A strategy that focuses on selling products or services to a customer base consisting of foreign nationals. A strategy that standardizes an organization’s products and services around the world to gain efficiency. 7
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 3 Mentorship 6 Merger Mission statement Moral intensity Motivation Motivational theories Motivator-hygiene theory 3 3 7 3 Movement analysis Multidomestic strategy Multinational strategy Mutuality of interests Need for achievement (nAch) 3 Relating to Performance Management. Both employer and employee have a mutual interest in achieving organisational objectives. A learned need in which people want to accomplish reasonably challenging goals through their own efforts, like being successful in competitive situations, and desire unambiguous feed-back regarding their success.
Need for affiliation (nAff) 3 Need for power (nPow) 3 Need salience Needs Needs analysis Negative affectivity Negative reinforcement 3 3 A learned need in which people seek approval from others, conform to their wishes and expectations, and avoid conflict and confrontation. A learned need in which people want to control their environment, including people and material resources, to benefit either themselves (personalized power) or others (socialized power).
The urgency an individual feels in regards to satisfying a need.
Deficiencies that energize or trigger behaviours to satisfy those needs. A method used to identify specific employee and organizational needs or deficiencies that can be addressed with training. A propensity to persistently reflect on negative emotions. Occurs when the removal or avoidance of a consequence increases or maintains the frequency or future probability of a behaviour. Occurs whenever two or more conflicting parties attempt to resolve their divergent goals by redefining the terms of their interdependence.
The value of a performance improvement over its cost. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness
Negotiation Net benefit Network structure New market selling Nominal group technique Nonvalue-added activity 3 3 An alliance of several organizations for the purpose of creating a product or serving a client. Selling new products to new customers. 3 Normal capacity Normal spoilage Norms Open systems 3 A structured team decision-making process whereby team members independently write down ideas, describe and clarify them to the group, and then independently rank or vote on them. Work activity that increases the time spent on a product or service but does not increase its value or worth to the customer.
An organization’s average long-run production (over five to ten years), which gives effect to expected future production levels, and cyclical variations in production (e. g. seasonal production levels).
Expected loss of units due to the nature of the manufacturing process. The informal rules and expectations that groups establish to regulate the behaviour of their members. Organizations that take their sustenance from the environment and, in turn, affect that environment through their output. A management approach that emphasizes involving all workers to increase a firm’s performance.
In this approach, all workers have access to an organization’s operational and financial information in order to increase awareness of how their actions impact the bottom line. The sharing of resources and subsequent cost reductions produced by a merger or acquisition. 3 Open-book management Organizational Effectiveness Organizational Effectiveness Operating synergy Opportunity cost Order point Ordering costs Organic structure Organization chart Organization development (OD) Organization planning 3 The perceived or real loss of a benefit when one course of action is chosen over another.
The level of inventory that prompts the placement of an order. The costs associated with placing, receiving, and paying for an order, regardless of the size of the order. An organizational structure with a wide span of control, little formalization, and decentralized decision making. A graphic representation outlining how authority and responsibility are distributed within an organization. A method aimed at changing the attitudes, values, and beliefs of employees so that employees can improve the organization. The process of transforming an organization’s goals, objectives, philosophy and mission into practices and policies.
The configuration of an organization that dictates authority relationships and reporting chains; the means through which an organization generates the behaviours necessary to execute its corporate strategy. The employee’s emotional attachment to, identification with, and involvement in a particular organization. The study of what people think, feel, and do in and around organizations. A motivational theory suggesting that an individual will behave in a manner that helps him or her avoid potential negative outcomes and achieve agreeable outcomes.
Voluntary employee behaviour that benefits an organization. 4 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 0 4 10 Organization structure Organizational (affective) commitment Organizational behaviour (OB) Organizational behaviour modification theory Organizational citizenship behaviour Organizational climate Organizational commitment Organizational design Organizational development 10 3 3 10 The prevailing atmosphere that exists in an organization and its impact on employees. An employee’s attachment to his or her organization. The process of establishing and arranging the elements of an organization’s structure.
A planned organization-wide effort to improve and increase the organizations effectiveness, productivity, return on investment and overall employee job satisfaction through planned interventions in the organization’s processes. An organizational display is a detailed graphical or tabular chart, text, spreadsheet or similar presentation of the contractor’s organizational structure. It must identify each organizational unit in the establishment and show the relationship of each organizational unit to the other organizational units in the establishment.
Employees’ sense of belonging, shared goals and desire to remain a with the organization. 8 Organizational display 10 Organizational Effectiveness Organizational identification Organizational memory 3 Organizational Effectiveness Organizational Effectiveness The storage and preservation of intellectual capital. Organizational politics 3 Organizational profile 10 Organizational socialization Organizational strategy 3 3 Organizational structure 3 Organizational survey 10 Behaviours that others perceive as self-serving tactics for personal gain at the expense of other people and possibly the organization.
An organizational profile is a depiction of the staffing pattern within an establishment. It is one method contractors use to determine whether barriers to equal employment opportunity exist in their organizations. It provides an overview of the workforce at the establishment that may assist in identifying organizational units where women or minorities are underrepresented or concentrated. The process by which individuals learn the values, expected behaviours, and social knowledge necessary to assume their roles in the organization.
The way an organization positions itself in its setting in relation to its stakeholders, given the organization’s resources, capabilities, and mission. The division of labour and the patterns of coordination, communication, work flow, and formal power that direct organizational activities. The process of evaluating and analyzing an organization’s structure and other major components to determine whether they are suitably meeting the organization’s current and future needs. The scientific management movement and human relations school were two early organisational theories. Both had impact on the development of human resources management.
Refers to organization-wide changes, such as restructuring operations, introducing new technologies, processes, services or products, implementing new programs, reengineering, etc. An organizational unit is any component that is part of the contractor’s corporate structure. In a more traditional organization, it might be a department, division, section, branch or group. In a less traditional organization, it might be a project team or job family. Groups of people who work interdependently toward some propose. A management style, developed by Motorola, that involves employees in the decision-making process.
A contingency theory of leadership based on expectancy theory of motivation that relates several leadership styles to specific employee and situational contingencies. The process of selecting, organizing, and interpreting information in order to make sense of the world around us. A written statement that reflects the employer’s standards and objectives relating to various employee activities and employment-related matters. A view held in quantitative research in which reality exists independent of the perceptions and interpretations of people. Organizational Effectiveness
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 7 Organizational theories Organizational Effectiveness Organizational transformation 10 Organizational Effectiveness Organizational unit 10 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizations Participative management Path-goal leadership theory Perception Policy Positivism 3 10 3 3 10 3
Postdecisional justification Power power distance Procedural justice Process losses Process technology Process theories of motivation Process-based forecasting Product complexity Product contribution margin Product cost Product margin Product variety Production blocking Production cost 3 3 Justifying choices by unconsciously inflating the quality of the selected option and deflating the quality of the discarded options. The capacity of a person, team, or organization to influence others. The extent to which people accept unequal distribution of power in a society. The fairness of the procedures used to decide the distributions of resources.
Resources (including time and energy) expended toward team development and maintenance rather than the task. Manufacturing technology that produces a single product in a series of continuous sequential steps. Motivational theories that focus on understanding what humans are thinking about when they make choices about specific actions they will take. Forecasting based on the sequencing of several work activities within an organization. A product is said to be complex if it has a high number of components or is subject to a high number of processes or operations. Revenue minus variable cost of goods sold.
Cost incurred by manufacturing or acquiring inventory or providing a service. The net sales minus the cost of goods and services sold. The number of different types of products or services provided. A time constraint in team decision making due to the procedural requirement that only one person may speak at a time. Costs associated with production of a product, such as buying materials, paying for labour and overhead costs. The amount of work produced in a given period of time. Productivity relates to the person’s ability to produce the standard amount or number of products, services or outcomes as described in a work description.
It is not considered in isolation but is considered based on the interrelationship with, performance and profitability. A perceptual error in which an individual believes that other people have the same beliefs and behaviours that he/she does. Information associated with a company’s products, business or activities, including such items as financial data; trade secrets; product research and development; product designs; marketing plans or techniques; computer programs; processes; and know-how that has been clearly identified and communicated by the company as proprietary, a trade secret or confidential.
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Organizational Effectiveness Projection bias 3 Organizational Effectiveness Proprietary information 10 Organizational Effectiveness Prospect theory Prospector corporate strategy Psychological contract Psychological harassment Psychological involvement Punishment Quality assurance 3 An effect in which losing a particular amount is more disliked than gaining the same amount. Organizational strategy that focuses on identifying and exploiting new opportunities quickly.
The individual’s beliefs about the terms and conditions of a reciprocal exchange agreement between that person and another party. Repeated and hostile or unwanted conduct, verbal comments, actions or gestures, which affect an employee’s dignity or integrity and result in a harmful work environment for the employee. The degree to which a person’s self-concept revolves around a particular role. Occurs when a consequence decreases the frequency or future probability of a behaviour.
Activities or programs whose purpose is to demonstrate and ensure that products and services meet specifications and are consistently of high quality. The process of examining the elements of a quality management system in order to evaluate how well they comply with quality system specifications. Activities or programs whose purpose is to ensure that all quality specifications for products or services are being met and are of consistently high quality.
Any system or process designed to enhance an organization’s ability to meet quality requirements. The process or system of ensuring that a product or service should do what the user needs or wants and has a right to expect. There are five dimensions to quality, design, conformance, availability, safety and field use. The difference between the actual inputs and the standard inputs for the actual output, multiplied by standard price. The actual plan as it is implemented.
Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 3 3 3 10 Quality audit 10 Quality control Quality improvement 0 10 7 Quality management Quantity variance Realized strategy Reciprocal review Reengineering Referent power Refreezing Repatriate Replacement planning 10 An appraisal method where the subordinate and the manager are evaluated by each other based on agreed-upon performance criteria. The redesigning of business and work processes, policies or organizational structure. The capacity to influence others based on the identification and respect they have for the power holder. The latter pt of the change process in which systems and conditions are introduced that reinforce and maintain the desired behaviors.
The process of returning to the United States after being placed on a long-term international assignment. Planning for the eventuality that key managerial positions will be vacant, finding replacement employees. 10 3 3 10 Request for proposal (RFP) Resilience Restructuring 3 In outsourcing, it is an invitation to potential product or service providers to present their proposal for carrying out the job. The capability of individuals to cope successfully in the face of significant change, adversity, or risk.
Changing an organizational structure in order to make it more efficient and cost effective. An approach to reducing staff, whereby jobs are prioritized in order to identify and eliminate unnecessary work. This method uses a selection criteria based on individual jobs, rather than people, in order to avoid possibly laying off the wrong employees. The series of events caused by one promotion or transfer within the organization, causing several other movements in the organization as a series of employees are promoted to fill the sequential openings.
The programmed routines of daily organizational life that dramatize the organization’s culture. A set of behaviours that people are expected to perform because they hold certain positions in a team and organization. Uncertainty about job duties, performance expectations, level of authority, and other job conditions. Conflict that occurs when people face competing demands. Characteristics and skills needed in specific positions within an organization. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness 0 Rightsizing 10 Ripple or chain effects 3 Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness
Rituals Role Role ambiguity Role conflict Role or specific competencies Satisficing Scenario Scenario planning Scientific management Scrap Selective attention Self-actualization Self-directed work teams (SDWTs) Self-efficacy 3 3 3 3 Selecting a solution that is satisfactory, or “good enough” rather than optimal or “the best. ” A proposed sequence of events with its own set of assumptions and associated program details. Anticipatory planning based on forecasting scenarios that differ from those created by interpretation of present trends.
Involves systematically partitioning work into its smallest elements and standardizing tasks to achieve maximum efficiency. Inputs that do not become part of the product or service, and have very minor values. The process of filtering information received by our senses. The need for self-fulfillment in reaching one’s potential. Cross-functional work groups organized around work processes that complete an entire piece of work requiring several interdependent tasks, and that have substantial autonomy over the execution of those tasks.
An individual’s beliefs about their abilities to perform a specific task. 3 3 3 3 Self-fulfilling prophecy 3 Occurs when out expectations about another person cause that person to act in a way that is consistent with those expectations. The process of influencing oneself to establish the selfdirection and self-motivation needed to perform a task. A personality trait referring to an individual’s level of sensitivity and ability to adapt to situational cues. Occurs whenever an employee has control over a rein-forcer but delays it until completing a self-set goal.
A perceptual error whereby people tend to attribute their favourable outcomes to internal factors and their failures to external factors. Talking to ourselves about our own thoughts or actions for the purpose of increasing our self-confidence and navigating through decisions in a future event. The belief that leaders serve followers by understanding their needs and facilitating their work performance. Developed by Hersey and Blanchard, suggests that effective leaders vary their style with the “readiness” of followers.
The knowledge and other resources available to people or social units due to a durable network that connects them to others. States that self-perception and social perception are shaped by a person’s unique characteristics (personal identity) and membership in various groups (social identity).
A theory stating that much learning occurs by observing others and then modelling the behaviours that lead to favourable outcomes and avoiding the behaviours that lead to punishing consequences. A situation in which people exert less effort (and usually perform at a lower level) when working in groups than when working alone.
Any situation where people view their differences as personal attacks rather than attempts to resolve an issue. A theory stating that effective work sites have joint optimization of their social and technological systems, and that teams should have sufficient autonomy to control key variances in the work process. The number of people directly reporting to the next level in the organizational hierarchy. Individuals or organizations that have a vested interest in an organization’s activities.
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Self-leadership Self-monitoring Self-reinforcement Self-serving bias 3 3 3 3 Self-talk Servant leadership Situational leadership theory Social capital 3 3 3 3 Social identity theory 3 Social learning theory 3 Social loafing Socioemotional conflict Sociotechnical systems (STS) theory Span of control Stakeholder Stereotyping 3 3 3 3 3 Strategic alliance Structural capital The process of assigning traits to people based on their membership in a social category.
An agreement between two or more firms or individuals with complementary core competencies to pursue a set of agreed upon goals in order to meet a business need while remaining independent entities. Formal structures, systems, procedures and informal relationships that allow employees to communicate, solve problems, and make decisions. Substitutability Superordinate goal Survivor 3 3 The extent to which people dependent on a resource have alternatives.
A common objective held by conflicting parties that is more important than their conflicting departmental or individual goals. A term for an employee who retains employment with an organization after a downsizing. A SWOT Analysis is a strategic planning tool used to collect and evaluate information on an organization’s current Strengths, Weaknesses, Opportunities, and Threats involved in a specific project or business venture. A long-term strategy focused on changing the culture of an organization, and also reducing costs and enhancing quality.
One company purchasing another company. Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness Organizational Effectiveness
