Accounting technicians scheme west africa
Download 3.37 Mb. View original pdf
|
- Navigate this page:
- Review Questions Multiple Choice Questions
| Summary Organizational effectiveness is the degree to which an organization realizes its goals within its given environment. The approaches on the measurement of organizational effectiveness focuses on different parts of the organization in relation to its environment. Five approaches were discussed in this chapter namely, system resource, internal process, goal, strategic constituencies, and competing value approaches. The four models discussed above have different foci and cover different aspects of organizational effectiveness, yet they have many similarities. A direct link from the input factors through the transformation processes to the goals of the organization. The concept of strategic alignment which states that the input factors must be in optimum balance to result ineffective goal achievement. Consideration of hard (e.g. structures, processes) as well as 339 soft (e.g. people, culture) input factors. Inclusion of the external environment specifically the ability of the organization to adapt and adjust to the constantly changing situation and context and last but not least, a simple model which can be easily applied in practice Review Questions Multiple Choice Questions 1. System approach emphasizes Organization’s ability to all EXCEPT one of the following A. Acquire resources B. Measure performance in terms of profitability C. Maintain itself internally D. Interact successfully with the external environment 2. Which of the following models addresses the individual's contribution to organizational effectiveness based on personal values, preferences, and interests A. Competing values model B. Process model C. Systems model D. Goal model 3. _____________ approach assesses the efficient use of resources and harmonious internal functioning of management activities. A. Goal model B. Competing values model C. Process model D. Strategic constituencies model 4. The Five Factors Model of Intercultural Leadership Behaviour presumes that competent leadership in an operation is based on all of the following EXCEPT A. Situation B. Context C. Task D. Individual competence E. Team 5. The soft factors in the S model the following EXCEPT A. Structure B. Skills C. Staff D. shared values 6. The Five Factors Model of Intercultural Leadership Behaviour presumes that competent leadership in an operation is based on more than just individual competence. The behaviour of a leader is influenced by 340 A. The dynamics of the team the leader works with B. The organizational framework C. The present context D. The particular situation the leader is faced with. E. All of the above 7. Criteria for measuring organizational effectiveness include all of the following EXCEPT A. Adaptation to the external environment B. Integration C. Resource control D. Productivity E. Goal-attainment. 8. McKinsey’s S framework helps analyse organisations and improve their effectiveness. The seven elements to be coordinated are shared values, structure, systems, style and what A. strategy, service levels and specialization B. strategy, staff and skills C. service levels, stock and staff D. specialisation, skills and standards E. standards, stock and SBUs 9. According to the Command Team Effectiveness (CTEF) Model one of these is NOT a conditions that will affect team effectiveness A. Operation framework B. Task C. Leader D. Environment E. Team members Download 3.37 Mb. Share with your friends:
|