1. You are a consultant at New York Polytechnic Institute. The President insists that effectiveness must be assessed against the growth of the student population, particularly at university level. The Director of the Management Department insists that the main objective is to update the curriculum. The Dean of Academic Affairs says that cost control should be the primary focus. What would you suggest the school do to ensure effectiveness is adequately assessed? In my opinion, to properly evaluate the effectiveness of the NYU Polytechnic School of Engineering, we must consider all three ideas simultaneously rather than just focusing on a single idea. We can fundamentally define effectiveness for NYU Polytechnic as “the degree to which NYU Polytechnic is able to attract students, pursue an updated curriculum that adequately diagnoses changing needs, find solutions, and control the costs of these activities without compromising the principles successful. Looking at these facts and perspectives, measuring NYU Polytechnic's effectiveness depends on the current pool of external applicants from which NYU Polytechnic selects its undergraduate students, how current the current curriculum is, and how efficiently NYU Polytechnic pursues its calendar activities. To ensure the effectiveness of the school, I would first suggest the President to prepare a detailed SWOT analysis of New York University Polytechnic because the SWOT analysis will show the internal strengths and weaknesses while helping the school find external opportunities and threats. As the President considers the approach to external resources mentioning the increase in the university student population, to evaluate the effectiveness of the school, it is of the utmost importance for him to understand... middle of paper... such environments, a l' organization prefers organic structure because this type of structure increases communication through cross-functional coordination and finds innovative solutions to rapidly changing uncertain and volatile environment problems. Finally, we must admit that there are no cutting-edge differences in organizational structures. A highly mechanistic organization can adopt an organic structure if necessary. For example, an organization may have strictly formalized finance and human resources divisions and at the same time have innovative marketing and product development divisions. Based on changing needs, a balance between mechanistic structure and organic structure will help the organization to control its organizational resources, develop its tactical and strategic plans and, consequently, increase market share by gaining a competitive advantage over competitors. competitors.