1.0 Firstly , the organization is productive .i.e., it is able to produce the goods or services it is intended to produce
2.0 Secondly , the organization is efficient.i.e., it produces the goods or services with a minimum expenditure of resources-- particularly the scarce resources and,
3.0 Thirdly, the organization has reputation for excellence .i.e. it has a public image that its goods or services are of a high quality and it's management is alert to its responsibilities within and without the organization.
Every large organization has a number of active feuds. Some of them are generic feuds, others are personal feuds. Generic feuds are a result of traditional rivalry, e.g., marketing vs. production, production vs. purchasing, accounting vs.engineering, head office vs. factory or branch office etc. Added to these are the conflicts generated by ambitions and jealousies of individual managers. Excessive compartmentalization, characteristics of large organizations, often accentuates the generic feuds and managers from different departments act as if they belong to different organizations.
Recently , I met a marketing manager. Normally he is a morose person. But that day he looked jubilant. "What makes you so happy today?" I asked. "Well, you know,"he replied,"our factory boiler has burst and they are screwed up for the next two months." He was already enjoying the nasty memos he would be sending to complain about lack of despatches and consequent loss of sales.