Managerial Efficiency and Effectiveness - Essay Example

Running head: W7Q W7Q Number and Number Number of Words 000 Q Compare and contrast managerial efficiency and effectiveness. Can both be accomplished in OD organizational development? Why or why not? Provide examples of the effects of imbalance between the two. Both managerial efficiency and effectiveness are necessary to ensure the profitability of the business. However, there are significant differences between the two in the sense that managerial efficiency is referring to the measurement of manager’s ability to become efficient and competent in terms of work performance whereas managerial effectiveness is referring to the ability of the managers to accomplish the business goals and objectives by producing effective results (Mullins, 2005, p. 260). In organizational development, managers are more focused on developing unique patterns of behavior and culture that could effectively solve organizational problems within the internal and external business environment. Normally, this can be done with the use of good leadership skills. Since managers are made responsible in aligning organizational culture and behavior in accordance to the business goals and objectives, it is safe to conclude that both managerial efficiency and effectiveness can be accomplished in organizational development. It is possible for manager to be efficient but not effective in terms of achieving the business goal. In general, there is a significant relationship between organizational work environment and musculoskeletal disorders such that a poor working environment like having insufficient lighting or the presence of excessive noise pollution could also lead to stressful working condition (Gershon et al., 2007). In relation to this example, a manager may be efficient in terms of his work attendance or the ability to communicate well with employees but not able to meet the business goal of increasing the production output because of controllable work environmental factors. Q.2 How might an organization evaluate the transformation of - and the organizational effect resulting from - a significant change? There are many ways in which a business organization can evaluate the transformation of– and organizational effect which could result from organizational change. Depending on the main purpose of the evaluation, managers can choose between internal and external auditing or by conducting internal survey to obtain feedback directly from employees. One of the best ways is to conduct organizational audits. Basically, the result of organizational auditing can be used as a bench mark when developing and implementing a cultural change plan (Gershon, 2010). Since managers will have a base line in measuring or evaluating the success or failure of a significant organizational change, managers can easily formulate a solution or alternative plan to increase the success rate of implementing organizational change. Internal and external auditing can be used in evaluating the profitability of the business in relation to the implemented organizational change. In line with this, the total monthly or annual sales and revenues can be audited regularly. Given that the sales and revenues of the company increased as a result of the change, we can conclude that the overall implementation of the plan is effective and successful. Another way to receive employee feedback is to conduct internal survey study wherein each employee will be requested to answer relevant questions regarding the impact of transformation of and organizational effects of implementing an organizational change plan. This particular evaluation method is effective in terms of measuring and monitoring significant changes in employees’ attitude and behavior towards reaching a common organizational goal. Q.3 How would you handle a situation in which there were two or more courses of action possible and you were not sure which would work best for a company? For example, you collected data and, to the best of your diagnostic ability, the problem is poor leadership or ill-trained employees; however, the organization does not have the budget to suggest leadership training and employee skill training. The use of external sources to conduct training and development program is not always necessary in terms of improving the leadership skills of each employee. Given that the company is short of financial budget for leadership and training development of staffs, I may decide to simply conduct my own research study and in-house training about the importance and classification of different leadership skills including the ways on how to teach employees how to become self-sufficient and a leader in their own little ways. Based on the gathered research findings, I can set a schedule for a meeting with the rest of the employees. In line with this, I will be directly in-charge of conducting employees’ leadership training development program. Another less expensive alternative way of improving employees’ leadership skills is to make use of transformational leadership when managing employees. Basically, emotional intelligence is more relevant to transformational leadership than other forms of leadership paradigm. When we talk about emotional intelligence, we are actually referring to a person’s ability to appraise, regulate and express their own emotions as a way to achieve their personal and professional goals (Salovey & Mayer, 1990). In other words, employees guided by transformational leaders possess the qualities of self-awareness, self-motivated and sensitive to the feelings of other people aside from their ability to handle social relationship and manage their own emotions. According to Graham & Unruh (1990), self-management or allowing the team members to make a contribution for the benefit of the whole team serves as an effective intrinsic motivation among the employees. When the team members are highly motivated with their work, they tend to become more inspired and alert in terms of providing the best services and work performance for the business organization. Therefore, the use of transformational leadership style empowers each employee to become more self-sufficient and learn how to become a leader in their own little way. Q.4 What are some advantages and disadvantages of using new technologies in the OD evaluation process? How might you incorporate some of these technologies into the process you are working through in this course? What metrics would you use to evaluate the integration of new technologies in the organization? Among the advantages of using new technologies in organizational development process includes the improvement in the flexibility and efficiency of the overall business operations evaluation program. Since managers can easily make use of computer technology in evaluating the entire business or employees’ overall work performance, managers will be able to come up with the evaluation results within the shortest time possible. The problem with using computer technology in the business’ evaluation process is that this strategy avoids interpersonal connection and communication with the rest of the employees. Therefore, evaluation results gathered with the use of computer technology may not properly explain the causes of poor organizational performances. The use of information technology in the evaluation process of organizational development could make it easier on the part of the managers to monitor and evaluate not only the overall business performance. Given that computer technology can be incorporated in measuring the overall HR performance, it is necessary to evaluate HR performance in terms of the staff’s turnover rate and absenteeism, the total costs of training and development or recruitment process, and employees’ work satisfaction. *** End *** References Gershon, D. (2010). Empowement Institute. Retrieved November 13, 2010, from The Empowering Organization: Changing Behavior and Developing Talent in Organizations: http://www.empowermentinstitute.net/eo/index.html#audit Gershon, R., Stone, P., Zeltser, M., Faucett, J., Macdavitt, K., & Chou, S. (2007). Organizational Climate and Nurse Health Outcomes in the United States: A Systematic Review. Industrial Health , 45(5): 622-636. Graham, G., & Unruh, J. (1990). The Motivational Impact of Non-Financial Employee Appreciation Practices on Medical Technologists. Health Care Supervisor , 8(3):9 - 17. Mullins, L. (2005). Management and organisational behaviour. Prentice Hall/Financial Times. Salovey, P., & Mayer, J. (1990). Emotional Intelligence. . Imagination, Cognition, and Personality , (9):185 - 211. Read More