Evaluating Effectiveness of NYU Polytechnic School of Engineering

1. You are a consultant to NYU Polytechnic. The President insists that effectiveness must be evaluated by an increase in student population, particularly at the undergraduate level. The Director of the Management Department insists that the main goal is to update the curriculum. The Dean of Academic Affairs states that controlling costs should be the key focus. What would you suggest that the school do to ensure that effectiveness is properly evaluated?

In my opinion, to properly evaluate effectiveness of NYU Polytechnic School of Engineering, we need to simultaneously consider all three ideas rather than to focus only one individual idea. We can fundamentally define effectiveness for NYU Polytechnic as “the degree to which NYU Polytechnic is successful in attracting students, in pursuing an updated curriculum that properly diagnoses changing needs finds solutions, and in controlling costs of these activities while not compromising success principles. Looking through these facts and perspective, the measurement of NYU Polytechnic effectiveness depends on current external applicant pool from which NYU Polytechnic chooses its undergraduate students, the degree to which current curriculum is updated and how efficiently NYU Polytechnic pursues its calendar activities.

To ensure the effectiveness of school, I would first suggest the President to prepare a detailed SWOT analysis of NYU Polytechnic because SWOT analysis will show internal strengths and weakness while helping the school to find external opportunities and threats. Since the President considers External Resource Approach by mentioning increasing undergraduate student population, to evaluate the effectiveness of school, it is of utmost importance for him to figure out ...

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... such environments, an organization prefers organic structure because this type of structure increases communication by cross-functional coordination, and finds innovative solutions to rapid changing and uncertain-volatile-environment problems.

Finally, we have to admit that there are no blade edge differences in organizational structures. A highly mechanistic organization may adopt some organic structure if it needs. For example, an organization may have a strictly formalized finance and human resources divisions while having an innovative marketing and product development divisions. Based on changing needs, a balanced between mechanistic structure and organic structure will help organization control its organizational assets, devise its tactical and strategic plans, and as a result, increase market share while gaining competitive advantage over its competitors.