Objectives and purpose of organisations - Effectiveness effi...

Learning Outcomes

By completing this article, you will be able to explain why organisations exist, define and distinguish effectiveness, efficiency, and economy, and apply these concepts to practical business scenarios. You will understand how these objectives shape organisational behaviour, decision-making, and performance measurement. You will be prepared to analyse scenarios to identify which principle(s) are being applied and evaluate business actions accordingly.

ACCA Business and Technology (BT) Syllabus

For ACCA Business and Technology (BT), you are required to understand the fundamental objectives of organisations and how these drive operations and decision processes. In this article, focus your revision on:

• The reasons behind the formation of business organisations
• The distinction and relationship between effectiveness, efficiency, and economy (the ‘3Es’)
• How these principles are used to measure and improve organisational performance
• The impact of different objectives on business decisions in commercial and not-for-profit contexts
• Recognition of examples of effectiveness, efficiency, and economy in exam scenarios

Test Your Knowledge

Attempt these questions before reading this article. If you find some difficult or cannot remember the answers, remember to look more closely at that area during your revision.

1. Which of the following statements describes 'efficiency' in an organisation?
   1. Achieving objectives regardless of resources used
   2. Using the minimum resources possible to achieve desired output
   3. Spending as little money as possible without regard to results
   4. Ensuring full customer satisfaction even if it increases costs
2. A charity distributes all received donations promptly, but sometimes makes errors in allocations. This is an example of:
   1. Effectiveness
   2. Efficiency
   3. Economy
   4. None of the above

3. Briefly define the '3Es' and provide an example of each in a business context.

4. True or false? An organisation can be efficient without being effective.

Introduction

Organisations are established to achieve purposes that individuals cannot easily attain alone. Every organisation, whether a private company, public body, or charity, must carefully manage the way it uses resources to reach its objectives. This leads to three core concepts—effectiveness, efficiency, and economy—collectively known as the ‘3Es’. These principles are essential for evaluating an organisation’s performance and guiding its decision-making.

Key Term: Objectives
The specific, measurable results or outcomes that an organisation seeks to achieve within a defined timeframe.

Why Do Organisations Exist?

The main reason businesses and other organisations are formed is to achieve shared aims through structured co-operation. These aims might include maximising profit, delivering public services, or providing goods to a community.

Organisations bring together people, capital, and resources. Success is judged not just by what is achieved, but by how well resources are used to achieve it.

The ‘3Es’: Effectiveness, Efficiency, Economy

To manage performance, organisations and their stakeholders assess three separate but related measures:

Key Term: Effectiveness
The extent to which an organisation achieves its planned objectives or desired outcomes.

Key Term: Efficiency
The relationship between the resources used (inputs) and the outputs produced, aiming to minimise input for a given output or maximise output for a given input.

Key Term: Economy
Obtaining resources of appropriate quality at the lowest possible cost.

These principles are often used in evaluating both private sector and public sector entities.

Applying the 3Es

• Effectiveness focuses on doing the right things—meeting goals regardless of how much it costs.
• Efficiency focuses on doing things right—using minimal resources to achieve output.
• Economy is about getting resources at the best value—spending as little as possible without sacrificing necessary quality.

Relationship Between the 3Es

Organisations should aim for all three, but they sometimes conflict. It is possible to be efficient but not effective, or economical but not efficient.

Exam Warning
Do not assume that cost-cutting always leads to good outcomes—an organisation can operate on a tight budget (economy) but still fail to meet its objectives (not effective).

Worked Example 1.1

A city council is responsible for running public libraries. Due to budget constraints, it reduces opening hours but maintains the same number of staff. As a result, more people complain they cannot access library services.

Question: Evaluate this decision in terms of the 3Es.
Answer:
While the council may achieve economy (lowering costs), and may become more efficient (staff serve more people per hour), the decision has reduced effectiveness (fewer citizens are able to use the library), undermining the core objective.

Worked Example 1.2

A factory introduces new machinery that allows it to produce twice as many units per hour using the same amount of electricity and staff.

Question: Which ‘E(s)’ are improved, and why?
Answer:
Efficiency is improved (higher output for same input). Effectiveness may also improve if the new output helps meet organisational goals (e.g., more sales). Economy is unchanged unless input costs are reduced.

Worked Example 1.3

A hospital switches to a cheaper supplier of disposable gloves. The gloves tear easily, increasing patient infection rates.

Question: What is achieved and lost in terms of the 3Es?
Answer:
Economy is achieved (lower purchase price), but effectiveness decreases (increased infections), and efficiency may decrease if staff use more gloves per procedure.

Measuring and Managing Organisational Performance

Organisations must measure the 3Es using performance indicators. For example:

• Effectiveness: Customer satisfaction surveys, market share, service delivery rates
• Efficiency: Units produced per employee, administrative costs per output
• Economy: Price comparisons, procurement analysis

Managers use these indicators to assess performance, improve operations, and support strategic decisions.

Revision Tip

If an exam scenario describes meeting targets or goals, think ‘effectiveness’. If it mentions using fewer resources or lowering costs per unit, consider ‘efficiency’ and ‘economy’. Always ask whether the main objective is being fulfilled.

Effectiveness, Efficiency, and Economy in Different Sectors

• Commercial organisations aim to balance all three, but typically focus on effectiveness (profits, growth) and efficiency (productivity).
• Not-for-profit and public sector organisations may prioritise effectiveness in meeting public needs, while being scrutinised for efficiency and economy to ensure public funds are well used.

Key Term: Performance indicator
A quantitative or qualitative measurement used to assess how well an organisation is achieving its objectives.

Summary

Organisations exist to achieve objectives by aligning people and resources in a structured way. Measuring and managing effectiveness, efficiency, and economy is critical for ongoing success. A balanced approach ensures objectives are reached without wasting resources or overspending. The 3Es principle remains a core part of performance evaluation in all sectors and is fundamental for your ACCA understanding.

Key Point Checklist

This article has covered the following key knowledge points:

• The main reasons why organisations are created
• The definition and practical application of effectiveness, efficiency, and economy
• How the 3Es are used to measure and manage organisational performance
• Examples and differences between effectiveness, efficiency, and economy
• The significance of the 3Es in public, private, and not-for-profit organisations
• The use of performance indicators to assess achievement of objectives

Key Terms and Concepts

• Objectives
• Effectiveness
• Efficiency
• Economy
• Performance indicator