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    considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no
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    People Inefficiencies: Organizations are run by individuals. Each individual who is part of the organization has some degree of responsibility for certain number of actions, processes, etc. Let us call these “people tasks.” For example, the hiring process requires the use of an interviewer; thus, the interview process is partly a people task. Each people task has the opportunity to be performed to a certain degree of efficiency—maximum efficiency being the actualization of their respective potentials. Effectiveness is usually considered to be a high degree of efficiency. An interviewer who hires right 95% of the time would no doubt be considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no g
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    r of actions, processes, etc. Let us call these “people tasks.” For example, the hiring process requires the use of an interviewer; thus, the interview process is partly a people task. Each people task has the opportunity to be performed to a certain degree of efficiency—maximum efficiency being the actualization of their respective potentials. Effectiveness is usually considered to be a high degree of efficiency. An interviewer who hires right 95% of the time would no doubt be considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no
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    s partly a people task. Each people task has the opportunity to be performed to a certain degree of efficiency—maximum efficiency being the actualization of their respective potentials. Effectiveness is usually considered to be a high degree of efficiency. An interviewer who hires right 95% of the time would no doubt be considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no
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    r respective potentials. Effectiveness is usually considered to be a high degree of efficiency. An interviewer who hires right 95% of the time would no doubt be considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no
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    considered effective. In fact, one could even argue that the greatest true level of efficiency (practical rather than theoretical) in such and such a firm is no greater than 96% efficiency. However, this makes for a whole other topic in itself.

    Back to our main concern: Logically, we find that the efficiency of these people tasks are in part a direct derivation of the person carrying them out. Further, we know that people may be very good at some things and not so good at others. It is in this concept that we find some of the greatest inefficiencies within organizations.

    We find that many of the greatest inefficiencies of an organization are brought about by the incompatibility of the person and the task. Going back to the interviewer example, the task requires that the person have gr

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