Efficiency in Social Service Organizations: A Dynamic Model

Health and Human Services, pursuant to the provisions of the Equal Opportunity Act of 1964. Thanks to Mary L. Fennell and Alan Acock for their comments. This paper addresses two unresolved issues in the study of organizational ef-ficiency. First, I consider the problem of evaluating organizations. Second, I discuss the interrelationships of efficiency, structure, and organizational environ-ments. Answering these questions requires careful consideration of the divergent concerns of various organizational interest groups. i Efficiency in Social Service Organizations: A Dynamic Model. Organizational efficiency may, in general, be defined as the value of benefits. 1 relative to the costs of acquiring those benefits. As such, it is an important problem both for those who in some way are affected by a particular organization and for those who wish to study and understand organizations. Though the word "effi-ciency " conjures up notions of profit-motivated corporations seeking to maximize earnings and minimize costs, the issue of efficiency is also becoming an increas