Organizational Effectiveness

In this model, the organizations effectiveness is based on stability and continuity. The internal process model expresses the process of measurement, documentation, and record keeping. The role of managers in this

When manipulating a business’s strategy, it is important to focus on the external factors in the environment. An external analysis is where a business conducts environmental scanning that present a company with the key external forces influencing the organization. The facets of external forces examined are the business environment, remote environment, or the competitive environment. A business environment is all of the external factors in the general environment that a firm cannot control, but can affect their strategy. The remote environment is the forces that affect most firms. Lastly, a competitive environment is the firm’s specific industry and its entirety. The external analysis is pertinent to a company called Dick’s Drive- In; without it, Dick’s would not be a thriving popular business today.

The assessment of internal factors analyze inside the physical confines of the organization. These factors are within the control of the organization. The internal assessment considers plan implementation, structure, culture, innovation, diversity, ethics, processes and technology. All of the factors can have a grave impact on the success of an organization. This is why the planning function of management is so important. Technology is rapidly changing, and for a business to succeed it must change with the time to adapt to

Organizational effectiveness is the ability of a particular organization to run as a well-oiled machine that meets goals set in place for success throughout an organization. An organization must work efficiently; therefore obtainable goals must be set within achievable timeframes in order to meet all expectations of the organizations main purpose. This allows an organization to produce productive work with a desired effect throughout the organization without wasteful use of valued assets (Charrier, K. 2007).

The Institute of Medicine (IOM) introduced five core competencies for healthcare professionals, to improve the United States healthcare system: provide patient-centered care, work in interdisciplinary teams, employ evidence-based practice, apply quality improvement, and utilize informatics (Institute of Medicine of the National Academies, 2003). IOM insists that should all five competencies are met, quality patient care can be achieved. Thus, healthcare organizations need to continually seek quality improvement in order to enhance patient care. The organization need to revamp their current charting system, in order to improve patient care.

Internal controls, no matter how well designed and operated, provide only reasonable assurance to management regarding the achievement of a department’s objectives. Certain limitations are inherent in all internal control systems. Despite these limitations, the reasonable assurance that internal control does provide enables a department to focus on reaching its objectives while minimizing undesirable events. Managers can start by analyzing the two circumstances most likely to threaten the achievement of objectives, change and inherent risk. The examples listed below are not all-inclusive, nor will every item apply to every department. The risk to accomplishing objectives increases dramatically during a time of change. Because any change increases risk, managers must diligently monitor and assess all significant changes within their departments. Some examples of change that expose a department to increased risk are: Changes in personnel. Changes in the regulatory environment. New or revamped information systems and technology. Rapid growth or expansion of operations Moving to a new location. New programs or services. Reorganizations within or between

SNOP is the Systematized Nomenclature of Pathology. Published by the American College of Pathologists, it has been “useful in classifying pathological specimens” (McWay, 2008). Although SNOP was commonly used in pathology departments, it has gradually lost favor because focus was placed on standardized nomenclatures by accrediting agencies (McWay, 2008).

The purpose of this organizational assessment paper is to provide a clear unbiased analysis of my place of employment. I began my employment at the Human Behavioral Institute (HBI) in Las Vegas under the supervision of Dr. Marie Cid and Dr. Anis Abi-Karam on August 17, 2009. To date I have averaged approximately thirty-two hours per week of face-to-face contact with clients.

One of the first steps in helping a struggling reader is to be able to reach out and assist the areas where they are lacking. One way a teacher can assist is to help the students discover and set reading goals for themselves. Having a reading goal can help the students have a purpose for reading. Some students may need motivation and a reason to read if the ease of reading isn’t there for them. Having a goal may help these students feel the sense of reading has a purpose. Trying new procedures and having organizational strategies can be beneficial to teachers when helping students achieve their reading goals. Michael Opitz and Michael Ford have found organizational strategies to be successful when implemented in the classroom as part of the reading strategy. According to Michael Opitz and Michael Ford, “when teachers are able to expand the way they think and use Guided Reading it will help the students become more successful at reading.” (Hillman, 2002). The concerns from Opitz and Ford are as follows: 1. Roles and Goals; 2. Assessment and Grouping; 3. Texts; 4. Instruction; and 5. Organization and Management.”

External environment consists of forces that directly or indirectly influence organization’s business activities. The actors and forces outside marketing that affect management’s ability to build and maintain successful relationship with target customers.

Bay State Medical Center’s mission statement is to improve the health of the people in our communities every day with quality and compassion. This mission statement is very clear and I am sure that every hospital has this very same mission in mind for just being in the system of health care. Bay State Medical Center also has forecasts for the future of Health Care and look at themselves with a vision for the Hospital of the Future. This vision is named “Vision 2025” according to their online website and they look to the future of the hospital with goals of having surgical precision, robotics and patient simulation and how medical students will be trained. Currently every health system is looking at a

Every organization strives to become a high performing organization. The essential elements of effective organizations include a practical business structure, an excellent communication strategy, competent managers, and influential leaders. The elements of success are the same for all organizations; however, the process of incorporating the elements are different because every organization is unique.

Organizations do not exist in a vacuum, but evolve in an environment consisting of internal and external factors. Taken into consideration, the above statement erodes the omnipotent view of management, which assumes that the performance of an organization relies solely on the quality of the management, and implies that external factors, which are most often out of the managers’ control, will affect the operations of the said organization. However, Chapman (2001) argues that a manager’s job is to exercise judgement, and that a company’s performance will depend greatly on how the manager’s ability to adapt and respond to changes in the general environment. Indeed, the system theory approach (Barnard, 1938) would suggest that organizations, nowadays more than ever, operate

An evaluation of the external environment illuminates the challenges the organization has no direct influence, however it must navigate successfully to survive. This analysis can assist in identifying specific opportunities that may arise and the threats that exist to achieving strategic goals. The external environment includes political, economic, societal, technological, legal and environmental.

The need for administration and management to focus on managerial strategies is paramount within an organization. The potential impact these strategies may have on an organization are extraordinary. Managerial strategies and organizational cultures impact decision making and organizational performance. Management strategies shape and define organizational culture, which in turn affects decision-making and performance. Successful organizations of the 21st century are those that can manage change effectively; they have the right management strategy in place to develop a strong organizational culture which leads to correct decision making and strong performance. Failed organizations are those that were aware that changes needed to take place, but were challenged with implementing a managerial strategy that stuck. Organizational culture is a living entity in which all members share meaning, and the management strategies within the organization are the driving force behind performance. Successful organizational culture is a philosophy, ideology, value, assumptions, beliefs, hope, behavior, and norms which bind an organization together (Kilmann, 1985). Strong organizational culture is an asset because it increases the adaptability of and fit between an organization and its environment (Kotter and Heskett, 1992). When