Table of Contents

Acknowledgement:-.................................................................................................... 3
Introduction:............................................................................................................... 4
Problem statement:.................................................................................................... 5
Problem 1................................................................................................................ 5
Problem 2................................................................................................................ 5
Objectives:................................................................................................................. 5
Significance:............................................................................................................... 5
Limitation:-.............................................................................................................. 6
Literature review:....................................................................................................... 6
Scope of Operations................................................................................................ 7
Resources................................................................................................................... 8
Capacity..................................................................................................................... 8
Output........................................................................................................................ 8
Force field analysis:.................................................................................................... 9
Theoretical framework:............................................................................................. 11
Causal Variables.................................................................................................... 11
Intervening Variables............................................................................................. 12
End-Result Variables.............................................................................................. 12
Inter-Relationship of Variables............................................................................... 12
Schematic diagram:................................................................................................. 13
Hypothesis:............................................................................................................... 14
Research Design:...................................................................................................... 14
Methods of Analysis:............................................................................................. 14
Purpose of Study:-.................................................................................................... 15
Type of Investigation:-.............................................................................................. 15
Study Setting:-.......................................................................................................... 16
Cross-Sectional/Longitudinal Study:-........................................................................16
Unit of Analysis:-....................................................................................................... 16
Population:-.............................................................................................................. 16
Sampling technique:-............................................................................................... 16
Sample Size:-............................................................................................................ 16

Data Collection Methods:-........................................................................................ 19

Chapter No 6: Conclusion and Recommendations:...................................................21
Conclusion:-........................................................................................................... 21
References:............................................................................................................... 22
Crabtree, S. (2014). Can People Collaborate Effectively While Working Remotely?
Gallup Business Journal on Workplace......................................................................22
http://businessjournal.gallup.com/content/167573/people-collaborate-effectively-working-remotely.aspx
................................................................................................................................. 22
(Donald, C., &Joel, E., 2013). "Investigating work engagement in the service environment", Journal of
Services Marketing, Vol. 27 Iss: 6, pp.485 499. Doi: 10.1108/JSM-01-2012-0021.........................22
http://www.emeraldinsight.com/journals.htm?articleid=17090863...............................................22
Fleming, J., and Asplund, J. (2007). Where Employee Engagement Happens. Gallup Business Journal on
workplace.................................................................................................................... 22
http://businessjournal.gallup.com/content/102496/where-employee-engagement-happens.aspx...........22

Acknowledgement:First of all we would like to thank ALLAH Almighty for creating us and this universe. After that
thanks to our Professor for providing us with the opportunity to work on this project and
providing us with the basic and important knowledge of the methods for conducting a research.
After that those people without them this project would be impossible. We would like to thank
the employees of Allied and United Bank for participating in our project. Everyone played a part
and helped us in completing our project. Without any of these we would not be able to complete
the project so we would like to thank everyone for being there and helping us.

Introduction:
The "organizational effectiveness" approach focuses on how managers can
improve the organization and its elements (selection methods, job design,
reward systems, decision making, etc.) to increase performance, often by
increasing employee motivation and/or satisfaction. This approach is rooted
in the administrative and behavioral sciences with an emphasis on
organizational outcomes. Managers, theorists, and researchers in this
tradition often make the explicit assumption that employee outcomes and
organizational outcomes vary that is, if organizational effectiveness is
positive, so are employee outcomes.
In the organizational approach, work is seen primarily from management's
perspective. Employee views are relevant to the extent that employee
motivation and outcomes pay off for the organization.

Problem statement:
Organizational effectiveness involves an assessment before instituting
change. Determining the problems that interfere with effective operation is
one assessment to perform. I will be finding about what are the potential
problems that decreases overall organizational effectiveness.

Problem 1no shared vision and values: either the organization

has no mission statement or there is no deep understanding of and
commitment to the mission at all levels of the organization.

Problem 2no strategic path: either the strategy is not well

developed or it ineffectively expresses the mission statement and/or
fails to meet the wants and needs and realities of the stream.

Objectives:
I will be finding about what are the potential problems that decreases overall
organizational effectiveness.

Significance:
Effectiveness is often thought of as part of the all good things that a
successful organization desires to possess. Just like an individual wants to be
healthy, wealthy, and wise, we describe how our organizations aspire to be
efficient, effective, and productive. However, I have found over the years
that effectiveness means very different things to different people, even
people in the same organization.

Part of the reason for the variation in conception is the confusion that exists
between three related concepts:
1. Effectiveness
2. Efficiency
3. Efficacy.
Limitation:Well in this world the resources are scarce and we may lack some of the
resources as well. So what really happens is that these scarce resources may
lead toward any kind of lack of solidarity. These may include the biasness of
the respondents or may include the lack of interest in the study which may
lead toward less accurate results.

Literature review:
Emphasis on positivity in organizations in increasing, but the importance and
credibility of a positive approach to changeexemplified by Positive
Organizational Scholarshipremains controversial. More empirical evidence
is needed showing that positive practices in organizations produce desirable
changes in organizational effectiveness.
The key questions being investigated are:
(1) Do positive practices in organizations impact organizational performance?
Or, stated differently, Does positivity foster organizational effectiveness?
(2) If evidence exists for question 1, Which positive practices are most
strongly associated with elevated performance?

Evidence exists that positivity and organizational outcomes are related

(Cameron, Bright, & Caza, 2004; Losada & Heaphy, 2004), but not enough
information is available to formulate precise hypotheses about which specific
positive practices relate to which specific indicators of effectiveness.
Achieving organizational effectiveness depends on your ability to engage
managers in understanding business objectives, implementing your strategic
plan, and supporting that plan organization-wide. Evaluate the progress of
your specific business activities toward desired outcomes. Benchmarking and
monitoring your operations continuously eliminates inefficiencies such as
shortages of raw materials, excess inventory or overstaffing. For example, if
you own or manage a small manufacturing business, you can determine the
effectiveness of your production processes by monitoring your operations
against performance benchmarks -- from the procurement of raw materials
to the distribution of finished goods. Some businesses allocate the
responsibilities of monitoring the quality and efficiency of operations to
internal auditors and quality controllers.
To understand overall organizational effectiveness one must focus on
following aspects:
Scope of Operations
Operations are your business's day-to-day organizational activities that
create unique value and achieve core objectives. Operations play distinctive
roles that contribute towards the overall success of the organization. The
Merriam-Webster dictionary describes an operation as the performance of a
practical work or something involving the practical application of principles
or processes. The scope of operations varies with the type and size of your
business.

Resources
Resources are essentially the financial, labor, equipment and material
components you need to perform your production activities. The operations
role enables you to determine and schedule the resources you need to meet
your business targets. Matching your resource inputs and production targets
helps you achieve organizational effectiveness. This is because you are able
to regulate the speed, dependability, quality and flexibility of your
operations.

Capacity
Capacity is the ability to perform tasks to the required quality and quantity
standards. Operations allow you to evaluate and gauge the technical and
production capacity of your resources. For example, although having a
sufficient number of employees is a good measure, you cannot afford to
overlook the abilities of these employees to perform the tasks you assign to
them. Factors such as skills, work experience, academic qualifications and
talent of the employees are equally important.

Output
The effectiveness of operations limits both production output and employee
performance, whether measured in calls made, orders filled or units
manufactured. You can only achieve high production output when your
operations are sensitive to the needs of your customers as well as adaptable.
Operational procedures centered on customer relationship management are
essential in enhancing your customer orders and increasing your output.

Force field analysis:

If you were to map each problem area in a force field analysis format, how
would it look? (Place each on a line that indicates its a driving force
(positive) or a restraining force (problem). Remember: the line length
signifies the relative strength of each item.)

DRIVING FORCE

RESTRAINING FORCE

With force field analysis, youll recall that you attack the strongest
restraining force (problem) first, while continuing to reinforce the driving
forces (strengths). But, as Covey told us, if Problem 1 is not resolved, then
you will have the others in spades! Do you have a mission statement and
declaration of values that fits your community, is clear, people agree with
it, and are committed to it . . . ? If not, that should be your starting point.

What is your strongest restraining force?

What are two strategies you might use to weaken or eliminate this
restraining force?
Where might you use consultants or technical assistance to resolve the
problem

Theoretical framework:
In this framework I will talk about the different variables. There is an
independent Variable, dependent variable and an intervening variable. These
are the driving variable. Dependent variable is the one which tend to be
changed whenever we make any change in the independent variable.
Independent variable has an influence on the dependent variable.
Intervening variable add more information to the relationship of the other
two variables.
In this dependent variable is organizational effectiveness.
Likert has classified the factors affecting organizational effectiveness into
following three variables:

Causal

Intervening

End result

Causal Variables

Causal variables are those independent variables that determine the

course of developments within an organization and the objectives
achieved by an organization. These causal variables include only those
independent variables, which can be altered by organization and its

management. Causal variables include organization and

managements policies, decisions, business and leadership strategies,
skills and behavior.

Intervening Variables

Intervening variables according to Likert are those variables that

reflect the internal state and health of an organization. For example,
loyalties, attitudes, motivations, performance goals and perceptions of
all the members and their collective capacity for effective interaction,
communication and decision-making.

End-Result Variables

End-Result variables are the dependent variables that reflect

achievements of an organization such as its productivity, costs, loss
and earnings.

Inter-Relationship of Variables

The three variables such as causal, intervening and end-result ore

interrelated. The inter-relationship may be visualized as psychological
process where stimuli or causal variables acting upon the organism or
intervening variables and creating certain responses or end-result
variables. The causal, intervening and end-result variables comprise a
complex network with many interdependent relationships. The causal
variables are the key to organizational effectiveness. Hence, to make
organization effective, attempt should be made to improve the causal
variables, while other variables will be corrected or improved

automatically because of causal variables. Figure 19.1 shows the

relationship among various variables.

Schematic diagram:

Good
leadership

Causal
Variable

Motivation

Intervening
Variable

Organizatio
nal
effectivene
ss

Dependent
Variable

Casual Variables

Intervening Variables

Leadership Style

Management
Decision

Organizational
Philosophy
Objectives and
Policies

End Results
Variables

Commitment to
Objective

Motivation and
Morale

Communication

Leadership Skills

Conflict Resolution

Production

Cost

Sales

Earning

Turnover

Management
Union
Relationship

Hypothesis:
1. Good leadership provides motivation that increases organizational
effectiveness.

2. Good objectives and policies reduce conflicts within organization that

leads to increase in organizational effectiveness.

Research Design:
Methods of Analysis:
Statistical procedures utilized in analysis of the data have remained fairly
constant and satisfactory throughout the study series. Dimensions have
customarily been scored in such a way as to obtain one average score on
each dimension for each individual subunit studied; Split half scores are
derived so that dimension reliabilities can be estimated. The total scores are
then correlated with the criterion scores of organizational effectiveness by

means of the epsilon technique . Conservative corrections for rectangular

distributions in the criterion variable have been applied prior to testing
epsilon coefficients for statistical significance.
In all cases, regressions of dimension scores on criterion variables have been
employed. Perhaps the principal reason for this choice has been that critic
data in many cases are obtainable only in a limited number of categories.
With the regression of dimension scores, obtainable readily in many
categories, on criterion scores, no particular difficulty is encountered in
computing epsilon coefficients. The reverse regression would present
problems, in this respect. If we were interested in making predictions of
organizational effectiveness from dimension scores, this would be the wrong
regression to employ.
This does not constitute serious problem, of course, unless curvilinear
regressions are obtained. If the regression of dimension on criterion scores is
curved, prediction in the other direction would be greatly hampered anyway,
so no particular advantage would be gained by having epsilon for the reverse
regression. The regression convention employed is entirely adequate for the
purpose of exploring relationships which may exist in the domain studies, our
main purpose in. this work. It should be mentioned that the use of epsilon as
a research technique has made possible the discovery of significant
relationships which would have been overlooked had a linear type of analysis
been employed. This comment is particularly pertinent in view of the fact
that so many investigations relating items and item groups to criteria are
carried out in such a way that curvilinear results cannot possibly appear,
e.g., as in the case where two groups, "high" and "low" are used.

Purpose of Study:The purpose of the research is Hypothesis testing. I have made up

hypothesis to be tested. I have made up 2 hypotheses that we will be
testing.

Type of Investigation:The Investigation type is causal study. In this study I studied the effect of one
variable on the other variable.

Study Setting:As I have studied the effect in the natural environment and the interference
was minimum so i called it field experiment. The study is non-contrived
with minimum interference.

Cross-Sectional/Longitudinal Study:The study is cross-sectional as i have collected the data at one time.

Unit of Analysis:The unit of analysis is organization as the target respondents were the
employees of banks.

Population:The population of our research is the all employees of UBL AND ALLIED Bank.
They all would be included in the population.

Sampling technique:The sampling technique, I have used is the non-probability sampling. Here
the subject is all lower level employees of the organization from which we
will be collecting the data. The respondents have zero probability of being
selected as subject. In non-probability sampling we are using convenience

sampling, which means that we will be collecting all the data from the
employees which would be available at that particular point of study.

Sample Size:The size of the sample is 30. The number of employees being studied is 30.
N=30

Data Collection Method:The source of data collection was primary data in which we have
chosen to use the quantitative data in which the answers were
objective and acquired in numbers. In quantitative method i used the
survey questionnaires.

Chapter No 6: Conclusion and Recommendations:

Conclusion:After conducting the research I have concluded that if i provide the

employees with the better motivation and fewer conflicts the overall
organizational effectiveness will be high.
The other finding was that the better policies also leads towards effective
organizational conflicts.

References:
Crim, D., &Seijts, D. (2006). WHAT ENGAGES EMPLOYEES THE MOST OR, THE TEN CS OF EMPLOYEE
ENGAGEMENT. JOURNAL OF THE WORKPLACE,
http://iveybusinessjournal.com/topics/the-workplace/what-engages-employees-the-most-or-the-ten-cs-of-employeeengagement#.U050mGKSzTp
Crabtree, S. (2014). Can People Collaborate Effectively While Working Remotely? Gallup
Business Journal on Workplace.
http://businessjournal.gallup.com/content/167573/people-collaborate-effectively-working-remotely.aspx
(Donald, C., &Joel, E., 2013). "Investigating work engagement in the service environment", Journal of Services
Marketing, Vol. 27 Iss: 6, pp.485 499. Doi: 10.1108/JSM-01-2012-0021
http://www.emeraldinsight.com/journals.htm?articleid=17090863
Fleming, J., and Asplund, J. (2007). Where Employee Engagement Happens. Gallup Business Journal on
workplace.
http://businessjournal.gallup.com/content/102496/where-employee-engagement-happens.aspx