mgt240
MGT B240 TMA1
Q2：
(a)(i)
I think managers can improve both efficiency and effectiveness simultaneously. But I think managers should improve the effectiveness first than efficiency if the managers cannot improve both efficiency and effectiveness simultaneously.
Improve the efficiency and effectiveness simultaneously is not conflict. Efficiency is getting the most output from the least amount of inputs in order to minimize resource costs, which is called “doing things right”. Effectiveness is completing work to achieve the organizational goals, which is also called “doing the right things”. So if managers want to get the best manage, the managers need to achieve the organizational goals with the minimal input and resources.
So managers can improve both efficiency and effectiveness simultaneously.
But if the managers cannot improve both efficiency and effectiveness simultaneously, it should improve the effectiveness first, because effectiveness is not only an operating method, but also important management thinking. “Doing the right things” is makes sure that we can achieve the goals on the right way, it is a strategy. But “doing things right” is a tactic which push us to achieve the goals faster and better. “Doing the right things” is a prerequisite before we doing a work. Otherwise, “doing things right” is makes no sense without that prerequisite. So effectiveness is important than efficiency.
So managers should improve the effectiveness first, then trying to improve the efficiency if the managers cannot improve both efficiency and effectiveness simultaneously.
(ii)
I think Toyota’s leaders should respond to the safety situation by the following point:
Organizational culture- One of Toyota’s organizational culture is a goal of quality should be taken precedent over a goal of efficiency; thinking about what is the consumer really want and produce the product according to the want of consumer. Because of the wrong effectiveness, lead to the Toyota’s
Q2：
(a)(i)
I think managers can improve both efficiency and effectiveness simultaneously. But I think managers should improve the effectiveness first than efficiency if the managers cannot improve both efficiency and effectiveness simultaneously.
Improve the efficiency and effectiveness simultaneously is not conflict. Efficiency is getting the most output from the least amount of inputs in order to minimize resource costs, which is called “doing things right”. Effectiveness is completing work to achieve the organizational goals, which is also called “doing the right things”. So if managers want to get the best manage, the managers need to achieve the organizational goals with the minimal input and resources.
So managers can improve both efficiency and effectiveness simultaneously.
But if the managers cannot improve both efficiency and effectiveness simultaneously, it should improve the effectiveness first, because effectiveness is not only an operating method, but also important management thinking. “Doing the right things” is makes sure that we can achieve the goals on the right way, it is a strategy. But “doing things right” is a tactic which push us to achieve the goals faster and better. “Doing the right things” is a prerequisite before we doing a work. Otherwise, “doing things right” is makes no sense without that prerequisite. So effectiveness is important than efficiency.
So managers should improve the effectiveness first, then trying to improve the efficiency if the managers cannot improve both efficiency and effectiveness simultaneously.
(ii)
I think Toyota’s leaders should respond to the safety situation by the following point:
Organizational culture- One of Toyota’s organizational culture is a goal of quality should be taken precedent over a goal of efficiency; thinking about what is the consumer really want and produce the product according to the want of consumer. Because of the wrong effectiveness, lead to the Toyota’s