ORGANIZATIONAL ANALYSIS

Organizational Analysis & Systems



Table of Contents

Introduction to Entire Assignment1

Part 1 Assignment1

Analysis for Outputs Measuring Organizational Performance1

Identification of Groups3

Contribution of these Outputs to Group Outputs4

Interaction of Outputs at Different Levels6

Case for Chosen Proposition at National Presto Industries, Inc6

Overview6

Statement of Outcome8

Part 2 Assignment9

Analysis of Seven Throughput Variables9

Organizational Structure9

Tasks and Skills9

Management practices10

Systems and Policies10

Work unit climate11

Motivation12

Individual needs and goals12

How These Variables Interact13

How These Interactions Generate the Amount of Motivation in the Company14

Case for Amount of Motivation in the Company Having a Direct Effect on the Performance14

Part 3 Assignment16

Reinforcing Feedback that causes growth16

Balancing Feedback that provides stabilizing effects17

Causal Loop Diagram17

Theory of Organizational Learning18

Case for the Learning Opportunities20

References22

Organizational Analysis & Systems

Introduction to Entire Assignment

Organizations are very selective about their choice of evaluation metrics that assess a company's performance and outlines future discourses. Organizational performance is critically related to a number of factors including its outputs in terms of the primary way that a company measures its performance is financially: sales, profit, Return on Sales (ROS), Return on Assets, market share; its business functions, key areas of interaction between processes and many other elements that help in evaluation of the organizational performance and analysis compared to benchmarks.

This assignment is based on a case formulation for an esteemed company, National Presto Industries, Inc. we will go about the assignment in a systematic manner, considering organizational analysis in three parts: using outputs, using throughput variables, and reinforcement and balance of feedback in the loop. Each part of the assignment will assess the organizational in a thorough manner, assessing the key perspectives and making effective utilization of certain theoretical concepts and reviews, as well.

Part 1 Assignment

Analysis for Outputs Measuring Organizational Performance

The stakeholders of any organization are concerned with the outputs that the organizations produce. These outputs relate to certain specific benchmarks and include the products and services that it produces. These products and services are offered after a comprehensive amount of material and human efforts are put in. however, these outputs lead the organization to financial benefits that are realized over time. Sales, Profit, Return on Sales (ROS), Return on Assets and market share are some of the financial factors that evaluate how a company is successful in comparison to its internal and external benchmarks. Bowen and Bullock and Lawler (1984) describe several features related to context and activities that distinguish service organizations manufacturing. In a service organization, the output is intangible, production and consumption are made ??simultaneously, the workforce is based on extensive knowledge, interaction with the consumer is generally high, the human element is important, quality is perceived and difficult to measure and time response is high (Bullock, Lawler, 1984). 

Given that customers play a central role in services, important roles attribute to them such as that of performance evaluation mechanisms through their purchase experiences (E.g., performance appraisal 360) and even "partial employees" subject to the influence some HRM practices. On the contrary, in a medium of manufacturing, the product is tangible, it can be inventoried, the extent of capital assets is high, there is little direct ...