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Executive Summary

To be effective and achieve its goals, an organization must successfully respond to environmental factors. How can the effectiveness of an organization be measured? Various models of determining organizational effectiveness exist because organizations face different environments, they produce different products, their organizational members are made up of different kinds of people, and the organizations are at different stages of development. Each model is most useful to an organization having a particular combination of these environmental and organizational attributes. Here is an analysis on Starbucks to obtain experiences in establishing an effective organization for Waitrose’s international expansion as a Reference.
 

Introduction

Organizational effectiveness is high on the agenda of every chief executive. As the pace of change quickens, and as organizations become flatter, organizational effectiveness has become a competitive weapon. Possession of it is a major strategic advantage; the lack of it is a potentially career-ending weakness.
This report is intended to give a reference to Waitrose for establishing an effective organization in the process of its international expansion. Firstly it presents a framework of organizational effectiveness; then takes Starbucks as an example to analysis those factors affecting organizational effectiveness one by one. Finally this paper gives some recommendations for Waitrose’s establishing an effective organization. 
 A framework of organizational effectiveness
Organizations are living organisms with an ecosystem all of their own. Every element of the organization, whether positive or negative, has evolved for a purpose and plays a role. Changes must be thought through from the perspective of the overall system.
Solving for one element of an organization is rarely effective.
 An integrated framework and approach are essential. There are five things to get right, and organizational effectiveness is as strong as the weakest link. They are:
1. Provide sustained leadership; 2.drive effective decisions; 3. Focus people on performance; 4. Align the front line; 5. Drive a high performance culture

See Fig1 in Appendix for reference.

 Beacon-on-the-Hill

As with all complex issues, it helps to have a clear picture in mind from the outset of what success looks like. Call this the Beacon-on-the-Hill, which includes the following 10 specific items:
1. Values and goals; 2.leadership behaviors; 3.decision making; 4.management processes; 5.talent; 6.measures and incentives; 7.customer-facing frontline; 8.frontline support; 9.performance culture; 10.capacity to change.
See Fig.2 in Appendix for reference.
 Starbuck analysis
Starbucks has consistently been one of the fastest growing companies in the United States. Over a 10-year period to $3.3 billion starting in 1992, the company’s net revenues increased at a compounded annual growth rate of 20%, in fiscal 2002. Net earnings have grown at an annual compounded growth rate of 30% to $218 million in fiscal 2002, which is the highest reported net earnings figure in the company's history (See Exhib本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。