(1) Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). (According to Richard et al. (2009). (2) Organizational performance involves the recurring activities to establish organizational goals, monitor progress toward the goals, and make adjustments to achieve those goals more effectively and efficiently. (Carter McNamara, MBA, PhD, Authenticity Consulting, LLC.)
(3) Specialists in many fields are concerned with organizational performance including strategic planners, operations, finance, legal, and organizational development.
(4) Organizational Performance has been defined as the ability of an organization to fulfill its mission through sound management, strong governance and a persistent rededication to achieving results. Effective nonprofits are mission-driven, adaptable, customer-focused, entrepreneurial, outcomes oriented and sustainable. (Book : Human Resource Management by Bibhuti Bhusan Mahapatro, Ch # 10,page # 272 to 279.)
(5) “Creating flexible, high-performing, learning organizations is the secret to gaining competitive advantage in a world that won’t stand still” (William Pasmore. Creating Strategic Change: Designing the Flexible, High performing Work Organization 1994, p. ix [see annotation on page 21])
(6) “Flexible or lean manufacturing methods and associated employment-relation practices” (Jeffrey Pfeffer, “When it comes to ‘best practices’—Why do smart organizations occasionally do dumb things?” Organizational Dynamics, summer 1996, p. 35 [see annotation on page 95])
(7) “Self-managed teams and decentralization of decision making as the basic principles of organizational design” (Jeffrey Pfeffer, “Seven practices of successful organizations,” California Management Review, 1998, p. 96 [see annotation on page 22])
(8) “Employee involvement, participative management, democratic...