Putting Organizational Effectiveness Into Practice: The Preeminent Consultation Task

Abstract

Successful consultation relies on the consultant's ability to conceptualize the operations of the total organization. An overview of the theoretical and practical applications of the construct "organizational effectiveness" (OE) is presented in relation to consultation. Barriers limiting earlier conceptualizations and applications of the construct are identified and discussed. A model of OE that melds open systems, organizational, and consultation theories is presented as a tool for guiding maximally beneficial consultation interventions. The implications of this model for consultation practice, advancing theory and research, and professional ethics are discussed. . . . excellent companies were, above all, brilliant on the basics. (Peters & Waterman, 1982, p. 13) C onsultants often fail to envision the "big picture" or the grander scheme of operations in organizations. This is true even among the most experienced consultants. By failing to see the big picture, consultants reduce the likelihood that their consultation will be beneficial. For example, consultants may use intervention strategies that are counterproductive, arrive at an inaccurate assessment of an organization and its relationship to other systems, overlook important areas requiring intervention, miss key evaluation criteria, and make proposals that solve problems in the short term but not in the long term.To grasp the big picture, we contend that consultants need a wellgrounded conceptualization of organizational effectiveness (OE). Such a conceptual framework must simplify the complexity of the total organization, identifying general elements and processes that contribute to effective functioning and hypothesizing how these systematically relate to one another. We believe that most consultants, unfortunately, have no such conception or a flawed conception of OE.Metaphorically speaking, approaches to consultation that are loosely grounded, atheoretical, or generic result in "visual disabilities." Consultants lacking a well-grounded framework of OE engage in consultation with myopia, tunnel vision, distorted vision, partial vision, or, in the worst case, no vision at all. A well-grounded conceptualization of OE, on the other hand, can correct optical illusions and blindness by broadening the field of vision as well as bringing into sharper focus important details that otherwise would be indiscernible to the consultant. Furthermore, the framework can direct the consultant's sight to elements of the organization that are critical to its effective functioning. To complete the metaphor, the framework can act as a corrective lens, a source of illumination, and a guiding light.Open systems theory is perhaps the most extensively applied framework to consultation (e.g., Dougherty, 1990;Gallessich, 1982;Kurpius, 1985). It also may be the best framework available to assist consultants in conceptualizing the total organization. The theory certainly has been fruitful in expanding our understanding of how organizations operate. It has also provided a mean...

Workforce Planning and Organizational Effectiveness: Perspective from Osun State Civil Servant

“…[19] contend that organizational effectiveness deals with the perspectives and degree to which an organization "scores high" in all operations, including job involvement and satisfaction, independence, and control. [20] identifies that organizational effectiveness stems from establishing organizational goals and controlling operations to ensure their attainment. This view by [20] relates effectiveness closely to efficiency.…”

Les critères d'efficacité en consultation : le point de vue des praticiens

“…Efficacité organisationnelle Survie de l'organisation Maximisation du retour sur la contribution faite par l'organisation Sensibilité à ce qui affecte l'organisation Contribution à l'environnement Transformation de l'organisation à produire un résultat différent à partir d'un contexte semblable Transactions avantageuses qui favorisent les échanges de ressources organisationnelles dans ses différents systèmes Flexibilité pour s'ajuster aux pressions de l'externe ou de l'interne Adaptabilité aux contraintes opérationnelles de l'organisation Efficience : ratio input/output de l'énergie dans le système Ridley & Mendoza (1993) Block (2000 Qualité des activités de consultation et de formation : pour chacune des activités en cours de processus Lippitt & Lippitt (1980) ; Block (2000) Pertinence du déroulement et des résultats de l'intervention en fonction des orientations et des priorités du système ou des personnes en cause Lescarbeau et al (1996) Atteinte des objectifs dans la direction souhaitée, objectifs atteints en conformité avec les critères établis en commun Lescarbeau et al (1996) Lippitt & Lippitt (1980) Block (2000) Absence d'effets secondaires indésirables (conflits latents, compétition, etc.) Lescarbeau et al (1996) Enracinement des changements effectués, qui commencent à s'enraciner et seront, selon toute probabilité, durables.…”

“…Toutefois, en consultation, cette tendance est partiellement inversée. Malgré un manque de consensus, il faut constater que les rares auteurs qui conjuguent efficacité et consultation (Lescarbeau et al, 2003 ;Noell & Gresham, 1993 ;Ridley & Mendoza, 1993 ;Kellogg, 1984 ;Stern & Tutoy, 2001Erchul et al, 1992 traitent bien sûr des résultats mais y ajoutent également, les moyens utilisés pour les atteindre. Cette particularité est conforme à l'esprit même du processus de consultation qui est une démarche structurée en vue de l'atteinte de résultats.…”

A Review of Models for Measuring Organizational Effectiveness Among For‐Profit and Nonprofit Organizations

“…With the noted refinements, the model might be used for both sectors. The second OE construct considered for this article is also based on interrelated organizational processes and was developed primarily as a tool for management consultants (Ridley and Mendoza, 1993). This model, which integrates foundational concepts of systems theory, organizational theory, and consultation theory, is formulated on the most basic processes of OE, namely, the need for organizational survival and the maximization of return on contributions.…”

“…From these concerns emerged the multiple-constituency models designed to measure effectiveness not only internally but also as a function of customer satisfaction (Connolly, Conlon, and Deustch, 1980). The most recently developed models that have managed to obtain some level of agreement among organizational theorists assume a multidimensional construct (Robbins, 1983;Ridley and Mendoza, 1993). A literature review conducted for this article yielded four multidimensional models worthy of consideration and analysis.…”