org goals and effectiveness lecture 2

8/12/2019 Org Goals and Effectiveness Lecture 2

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Organizational Theory andthe Structure and

Strategies of Organizations

Adapted from:Slack, T., & Parent, M. M. (2005). Understanding sport

organizations: The application of organizational theory (2nded.).Champaign, IL: Human Kinetics.

And

Mintzberg, H., J. Lampel, J.B. Quinn & S. Ghoshal (Eds.) (2003) Thestrategy process: Concepts, contexts, cases (4thed). Upper Saddle

River, NJ: Prentice Hall.


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Last time

Compared organizational theory to

organizational behavior

Introduced structure and strategy What is theory

What a sport organization is (isnt)

Manager and management The Strategist


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Organizational Goals & Effectiveness

All organizations exist

Example of Canadian Swimming Natation

Organizations want to buthow do you measure that?

Productivity, , and

stability.

What about for sport organizations?


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Sport organization effectiveness The central task of the sport manager (Chelladurai et al., 1981)

11 Different criteria for effectiveness

Achieved

Spectator

C

S

C

S

O

A

S

S


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Effectiveness

All theories of organizations rely on some

conception of the difference between high-

quality (effective) performance and poor-

quality (ineffective). (Cameron, 1986, p. 540)

All


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Org. Goals and Effectiveness

Sport organizations are ,

structured to .

Communicate its purpose

Identity (employees and clients)

Conflicting goals (?) ProsWin or make money?

CollegeWin, make money, build up a campus, or educate? Dept of ConservationProvide opportunities in outdoor sport & rec, or conserve

natural & recreational resources.

Amateur sports organizationsDevelop elite athletes or promote participation


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Importance of organizational goals

Goals are statements that

Su

Provide guidelines for managers & employees De

P

Reduction

Motivational Legitimacy


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Types of Organizational Goals

Goals align

Official goals: the general purposes of the

organization as put forth in the charter, annual

reports, public statement by key executives, and

other authoritative pronouncement. (Perrow, 1961, p. 855)

Mission statement

Subjective, not measureable Legitimacy

Example: To provide a high quality football program to

both entertain and benefit the community.


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O goals Reveal what the organization is actually trying to do, regardless of

the official goal.

May not be explicitly stated

Example: To make money

O goals

Goals that can be measured objectively

Example: Sell over 50,000 tickets for each home game

Non Goals

Goals that can not be measured objectively

Example: To provide a fair return to shareholders

Official goals are often non-operational


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Long-term goals: Those a sport organization wouldlike to achieve over a relatively lengthy period of

time.

Example: To win the Super Bowl

Example: NASSM, Increase NASSM quality andenhance NASSMs position in the market. This is to be

done by enhancing research quality, networks, and

funding; enhancing teaching quality; and enhancing

services to the sport management industry throughnetworking, training, and consultancy.


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Short Term Goals: Set for a relatively briefperiod of time Example: Win the first 3 home games

Departmental and subunit goals Align

May be

May be

May be

The organization is still the final product, not the subunit


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Effectiveness and Efficiency

Effectiveness: the extent to which the

organization achieves its goals or goal.

Efficiency: Takes into account the amount ofresources used to produce the desired

output.

I

Examples

Slack, 1997, p. 23


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Effectiveness and Efficiency in Organizations

Low Goal Attainment

Low Use of Resources

Low Goal Attainment

High Use of Resources

High Goal Attainment

High Use of Resources

High Goal Attainment

Low Use of Resources

Low High

EFFECTIVENESS

Lo

w

High

EFF

ICIENCY

Chelladurai, 2001


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Approaches to Organizational

Effectiveness

Goal Attainment Approach

Based on the identification of goals and the

achievement of those goals

Goals must be

Slack, 1997


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Effectiveness


Goals within intercollegiate athletics

Putler and Wolfe (1999) identified four sets of

priorities within intercollegiate athletics

> Education:

> Revenue:

> Winning:

> Ethics:

Differences among stakeholder groups

> Student-athletes, athletic administrators, alumni


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Effectiveness


Advantages

Can be straightforward if goal-specification criteria are

satisfied

Disadvantages

Multiplicity of organizational goals

Goal measurement Temporal dimensions of goals

Whose goals?

Slack, 1997


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Effectiveness

Systems Resource Approach

From this approach, effectiveness defined as theability of the organization to exploit the

environment to acquire scarce and desiredresources

Effective organizations are those that receive thegreatest inputs from the environment

Examples: Professional sport; intercollegiate athletics; national

sport organizations; YMCAs

Slack, 1997


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Effectiveness

Systems Resource Approach

Advantages Organization treated as frame of reference

Organization and the environment Quantifiable nature of outputs

Disadvantages Research

What do we consider an input and what is an output?

process

Slack, 1997


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Effectiveness

Internal Process Approach

Focuses on the throughputs of the organization

Focus on internal processes

Examples in sport

Slack, 1997


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Effectiveness

Internal Process Approach

Advantages

Comparing

Disadvantages

Measurability

Organization

Ignores equifinality Organization

Slack, 1997


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Effectiveness

Multiple-Constituency Approach

The organization is comprised of various

constituencies (stakeholders), each possibly

holding a different criterion of effectiveness

An effective organization is one in which the

constituencies are satisfied

Who are the different constituencies within sportorganizations?

Athletic department? USOC?

Chelladurai, 1987


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Effectiveness

Multiple-Constituencies Approach

Whose Perspective Should Count?

R

P

S

E

Chelladurai, 1987


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Effectiveness

Multiple-Constituencies Approach

Advantages

Multidimensionality

Social responsibility Cognizant of all stakeholder groups

Disadvantages

Identification of stakeholders

Importance of stakeholder groups

Stakeholder priorities change over time

Stakeholder groups are not homogeneous in their priorities

Slack, 1997


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Integrative Model of Organizational Effectiveness

INPUTS

MaterialHuman

Values

Expectations

THROUGHPUTS

StructuralVariables

Human Variables

OUTPUTS

Products

Maintenance

Internal Feedback

Environmental Feedback

Environment

Multiple Constituency ApproachSystems

Resource

Process Goals

Chelladurai, 1987


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Effectiveness

Prime Beneficiary

Prime beneficiary is the group whose benefit isthe primary reason the organization exists

The organization is effective to the extent that issatisfies the needs and wants of the primebeneficiaries.

Who are the prime beneficiaries in

Intercollegiate athletics?

A fitness club?

The USOC?


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Wheel of Competitive Strategy

Michael Porter


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org goals and effectiveness lecture 2

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