Örgütsel Verimlilik Ve Etkenlik

Efficiency and effectiveness are the two concepts which have \nbeen widely used in the past to determine the level of organizational \nhealth and success and the degree to which organizations achieve \ntheir goals. In spite of the existence of an extensive literature on the \nsubject, the social and behavioral scientists have not been able to \ncome to an agreement on the meanings of these terms yet. \nThis paper is an attempt to clarify the meanings of organi zational efficiency and effectiveness and examine the different \napproaches so far developed to measure them. A large number of \nboth theoretical and empirical research findings related to organi zational effectiveness are summarized and determinants of effec tiveness are detected. \nThe study reveals that efficiency, as the ratio of organizational \noutputs to organizational inputs, is an economic, technological and \nquantitative term which is closely related to the internal processes \nof an organization. In the past, usually the rate of profit has been \nutilized in measuring the efficiency of an organization. The term \nefficiency has even been given the same meaning as profit making. \nNevertheless, the large complex business organizations of today \nhave undertaken some new objectives and responsibilities which \nare of a social nature. Thus, profit alone is not any more considered \nto be adequate in measuring the success of a business organization. \nMoreover, the concept of profit either does not exist or is not \nemphasized m many public and professional organizations. There fore, the concepts of efficiency and profit making have recently been \nreplaced by the broader term organizational effectiveness. Organi zational effectiveness has proven itself over time to become a more \nreliable indicator of organizational success than organizational \nefficiency. \nOrganizational effectiveness is usually defined as the degree of \ngoal-achievement. The goals, however, are not only those of pro duction and profit making and goal-achievement is not only related \nto the internal processes of organizations. The environment and \nthe nature of the relationships with that environment are as impor tant in determining the effectiveness of an organization as the in ternal process. The research studies reviewed in the paper have \nindicated that such variables as environment, ability to change and \ninnovate, adaptation, survival, growth, job satisfaction and efficiency are some of the most important determinants of organizational \neffectiveness. However, a single measure of organizational effecti veness has not been found yet. Instead, depending upon the charac teristics of organization and environment, the most relevant variables \nof organizational effectiveness are usually specified within the \nconceptual framework of the researchers. \nThe problem of «how to increase the effectiveness of an organi zation» is not treated in this paper because it covers the extensive \ndiscussions on the various aspects of organization and manage ment. It may suffice, however, to say that it is the contemporary \ntheories of organization and management, mostly formulated around \nthe «systems» concepts, which have helped to clarify the meaning \nand facilitated the measurement of organizational effectiveness and \nit seems that it is the systems approach which will eventually cont ribute organizations to discover the most appropriate processes, \ntechniques and relationships in which they can further increase \ntheir effectiveness in the future.