ABSTRACT
The logic of much of the literature suggests that it would seem essential that any serious consideration of company strategy and organizational design must, at least in part, be based on an understanding of the concepts of organizational goals and organizational performance. After all, it would seem difficult to understand the basis for the formulation of organizational strategies without some concept of the goals or objectives towards which such strategies are directed. Equally, there would not seem to be any obvious basis for the evaluation of such strategies, or of organizational designs, unless they can be examined against some assessment of the level of performance or effectiveness achieved as a consequence. For these reasons consideration of these issues will form the focus of the present chapter, and act as a prelude to further consideration of company strategy and organizational design.
