Organizational Effectiveness and Its Attainment

A Cultural Perspective
  • Uma Sekaran
  • Coral R. Snodgrass

Abstract

Organizations have been defined as purposeful systems choicefully designing their subsystems to attain organizational effectiveness (OE). With the growing complexity of modern organizations and globalization of competition, the concept of OE and how it can be achieved through appropriate motivational structures and reward systems have gained increased attention but hitherto eluded satisfactory answers. This chapter proposes that attempting a universally applicable definition of OE and a universal prescription for its attainment are nonfunctional. Instead, a meaningful, culture-specific approach to understanding and attaining OE is advocated. That is, rather than fruitlessly attempting to integrate the plethora of OE models suggested in the literature, this chapter conceptualizes a model of OE from the perspective of the cultural orientations of the members within organizations. With such a perspective, purposeful theory building can progress. The model proposed also indicates how managers operating in different parts of the world will differ both in the criteria they set to measure OE and in designing the organizational systems to attain it.

Keywords

Integrate System Cultural Dimension Organizational Member Uncertainty Avoidance Organizational Effectiveness 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Copyright information

© Springer Science+Business Media New York 1989

Authors and Affiliations

  • Uma Sekaran
    • 1
  • Coral R. Snodgrass
    • 1
  1. 1.Department of Management, College of Business and AdministrationSouthern Illinois UniversityCarbondaleUSA

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