To explain Organizational health, it is essential to examine the aggregate health in relation to the health of various components of the organization. Systems theory underpins this aggregate health scenario. Systems theory was conceived by a reach of scholars as a means of examining and engaging with a miscellany of topics in complex Organizational systems (Ashby, 1962; Boulding, 1956; Churchman, 1968). Systems theory elaborates into two fundamental issues: firstly, the correlation of several constituents within the organization and with the organization as a whole; and secondly, the kinship between the whole system and its feeder environment.
Yes , I would regard all the factors as mentioned by you as a measure for organizational health . All the above mentioned factors are the indicators for the organization in terms of its performance. Its somewhat like our body and soul. If we are having a good time in society , physically or mentally , indicates our health to be good. Same way sales is the quantitative indicator and brand performance is the qualitative indicator.
I would suggest you the paper for further study
A Spatial Model of Effectiveness Criteria: Towards a Competing Values Approach to Organizational Analysis
Robert E. Quinn
State University of New York at Albany,
John Rohrbaugh
State University of New York at Albany,
Brand performance may be quantitative also. If we go with an integrated form of Reid, 2005 and Kaplan & Norton, 1992 model, we can measure business performance with sales and brand together... right? What do you say? Sambit Sourav Praharaj
I agree. The balanced Scorecard model given by Kaplan and Norton , yeah it does talk about measuring the sales and brand together. It may be contradictory , but I hold a belief that until and unless we have a good brand value and past performance ( in case of startups it may differ) , it is very unlikely that we will get a good sales. In my view sales is directly proportional to Brand performance. Quoting Kaplan " The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements the financial measures with operational measures on customer satisfaction, internal processes, and the organization’s innovation and improvement activities—operational measures that are the drivers of future financial performance. The balanced scorecard allows managers to look at the business from three important perspectives. It provides answers to three basic questions:
How do customers see us? (customer perspective)
What must we excel at? (internal business perspective)
Can we continue to improve and create value? (innovation and learning perspective)"
- Badges
- Science topic
- Similar topics
- Psychology