Relevant bibliographies by topics / Organization effectiveness

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organization effectiveness'

Author: Grafiati
Published: 4 June 2021
Last updated: 31 January 2023

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Journal articles on the topic "Organization effectiveness"

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Setiawan, Hendra, Liliek Nur Sulistyowati, and Siska Diana Sari. "ORGANIZATIONAL CITIZENSHIP BEHAVIOR TOWARD ORGANIZATION EFFECTIVENESS." Jurnal Ilmiah Bisnis dan Ekonomi Asia 16, no. 2 (August 3, 2022): 345–55. http://dx.doi.org/10.32815/jibeka.v16i2.1076.

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This study aims to examine the effect of organizational citizenship behavior (OCB) on organizational effectiveness based on the employee's perspective. The study took a sample of 30 (thirty)employees of BPJS Employment in Madiun City. Determination of the number of samples based on the Central Limit Theorem approach. The analytical technique used to answer the research objectives is a simple linear regression analysis model. The conclusion obtained from the research is that organizational citizenship behavior (OCB) has a positive and significant effect on organizational effectiveness. OCB has an effect on organizational effectiveness by 78.9%.
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Barkai, Ofer. "The Control Process Effectiveness: Organization Versus Customer." Journal of Business & Economics Research (JBER) 11, no. 8 (July 29, 2013): 345. http://dx.doi.org/10.19030/jber.v11i8.7978.

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This research project, which was implemented in an organization whose primary function is providing service (Telecommunication company), studies the scope of the correlation between the quality of service from the customers point of view (customer survey) and the organization (Telecommunication company systems). The research is important both for economic and scientific reasons. It involves many organizational control units which require significant monetary investments. From a scientific point of view, the research is important because it can shed light on the asymmetrical point of view existing between customers and organizations. Organizations that are service providers place high importance on the quality of service and their image as perceived by their customers. Quality of service is measured through internal control processes and from there is passed on to the staff who are directly involved in customer service. In this study, we focus on a large organization which implements control processes and then provides service to customers. Therefore, the activities of this organization are judged first and foremost on the basis of the service quality provided. The existing internal control processes of the organization, which measure the standard of service provided on the basis of organizational benchmarks are separate from those that measure customer satisfaction. In this project, we analyze the correlation between the outlook of the customer and the results of internal control processes.
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Chelladurai, P. "Multidimensionality and Multiple Perspectives of Organizational Effectiveness." Journal of Sport Management 1, no. 1 (January 1987): 37–47. http://dx.doi.org/10.1123/jsm.1.1.37.

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Several models of organizational effectiveness are integrated into a comprehensive framework from a viewpoint of organizations as open systems. The multidimensionality of effectiveness is seen as emanating from both the input-throughput-output conceptualization of an organization and the distinctive domains of activities of an organization. The relevance of specific dimensions of effectiveness is said to be contingent upon the type of organization and/or the domain of activities the organization is engaged in. The paper describes the multiple constituency approaches that variously emphasize the need to satisfy the powerful groups, the least advantaged groups, or different groups at different times. The position taken in this paper, however, advocates the perspective of the “prime beneficiary.”
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Dang, Chau Ngoc, and Long Le-Hoai. "Relating knowledge creation factors to construction organizations’ effectiveness." Journal of Engineering, Design and Technology 17, no. 3 (June 3, 2019): 515–36. http://dx.doi.org/10.1108/jedt-01-2018-0002.

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PurposeThis study aims to relate knowledge creation factors (KCFs) to construction organizations’ effectiveness, which can be measured by different effectiveness outcomes (EOs).Design/methodology/approachData with regard to KCFs and EOs are collected from construction organizations in Vietnam using a survey questionnaire. Regression analysis is used to relate KCFs to EOs.FindingsVarious lists of specific KCFs that may significantly affect EOs are identified. Furthermore, several key KCFs that could play a vital role in enhancing different EOs are highlighted.Research limitations/implicationsOwing to the use of data collected from construction organizations in Vietnam, the results of this study cannot be directly applied to other types of organization in other countries without using any other extra data.Practical implicationsBased on the results of relating KCFs to different EOs, construction organizations would know which specific KCFs are vital to their organizational effectiveness. Hence, they may enhance different organizational effectiveness aspects by focusing more on such KCFs.Originality/valueIn this study, 16 KCFs and 10 EOs which may be useful for organization-level knowledge management practices in construction are introduced. Furthermore, the specific controllable KCFs vital to different EOs are identified. Hence, construction organizations would establish KCFs-based strategies for their management activities to improve various organizational effectiveness aspects.
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Fedyk, Wojciech, Mariusz Sołtysik, Piotr Oleśniewicz, Jacek Borzyszkowski, and Jeffrey Weinland. "Human resources management as a factor determining the organizational effectiveness of DMOs: a case study of RTOs in Poland." International Journal of Contemporary Hospitality Management 33, no. 3 (January 21, 2021): 828–50. http://dx.doi.org/10.1108/ijchm-07-2020-0702.

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Purpose This study aims to investigate the human resources management of regional tourism organizations (RTOs) in Poland as a condition for organization effectiveness and presents a model of RTO operation in destination management organizations for improved effectiveness. Design/methodology/approach The study was of qualitative nature because of the scope of the examined features and analyses of RTO effectiveness (here in relation to human resources). The research involved the following stages: desk research of secondary sources, pilot diagnostic survey and diagnostic survey proper, qualitative and statistical analyses. First, an analysis of secondary sources regarding conditions of RTO operation effectiveness took place. Next, a questionnaire was used to collect empirical data from 137 respondents from the same 13 group types, in equal numbers from each organization in the entire population of 16 RTOs. Findings The research identified 197 organizational effectiveness variables, in four feature groups: the effectiveness of statutory and economic objectives, stakeholders’ benefits from cooperating with RTOs and general characteristics of RTO operation effectiveness. The findings suggest that the characteristics of RTO employees influence organizational effectiveness, especially from the perspective of the organization’s stakeholders. There is a need for strong support for RTO employee structures as a measure to raise organization effectiveness. Practical implications Specific human resources practices are identified for the effectiveness of non-enterprise organizations (employee character and structure) that constitute an essential component of the management system at regional and national levels. New directions for RTO operations are also proposed. Originality/value The study fills a substantial and identified knowledge gap in assessing organization effectiveness level against the quality characteristics of RTO human resources. The analysis allowed the creation of a multidimensional and universal model of RTO effectiveness investigation, which facilitates comparative analysis of organizations despite their strong diversity. It can be implemented in assessing the effectiveness of other non-enterprise organizations in the context of tourism.
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Ajay Ahuja and Vinayshil Gautam. "Towards Cost Effective Data Centers." Journal of Technology Management for Growing Economies 3, no. 2 (October 29, 2012): 105–17. http://dx.doi.org/10.15415/jtmge.2012.32009.

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Data Centers are sub organizations within an IT organization and form an integral part of e-enabled services infrastructure. Their effectiveness is essential for effectiveness of overall IT organization leading to efficient and effective delivery of e-services. Data Center organizations aim for Organizational Effectiveness. Many factors and measures can contribute to Organizational Effectiveness of Data Centers. This paper presents some of the findings from a research study on “Select aspects of Organizational Effectiveness of Data Centers”. As an outcome of this study, amongst other measures, Total Cost of Ownership (TCO) was derived as a critical measure for effective Data Centers. Lower TCO leads to cost effective Data Centers, leading to overall effectiveness. In this paper, we briefly introduce various measures of Data Centers’ Organizational Effectiveness and present a detailed analysis of Total Cost of Ownership (TCO) as a key measure of Data Centers’ Organizational Effectiveness. We also present various factors contributing to reduced TCO and a comparison between the factors contributing to TCO for Government and Corporate Data Centers.
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Nisa', Nurul Hidayatin, Masreviastuti Masreviastuti, and Ayu Febriyanti Puspitasari. "ANALISIS FAKTOR MOTIVASI TERHADAP EFEKTIVITAS ORGANISASI PADA KARYAWAN MEDICAL REPRESENTATIF AREA MALANG." Jurnal Riset Entrepreneurship 4, no. 2 (August 22, 2021): 37. http://dx.doi.org/10.30587/jre.v4i2.2997.

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Organizational effectiveness is an issue that is being considered by many organizations, organizational effectiveness can be a reference for whether the organization has succeeded in achieving its planned goals or objectives. Several factors affect the effectiveness of the organization, one of which is the motivational factors of the members of the organization. According to research from K.P. Singh (2017) the dominant motivational factors for organizational effectiveness are: recognition and empowerment. This study was conducted on medical representative employees who are the spearhead of pharmaceutical companies. It is known that medical representatives have a significant role in the company, so the company is expected to pay attention to the factors that affect employee motivation so that employee effectiveness is formed. This study includes a quantitative method of explanatory research using a questionnaire questionnaire to medical representative employees. The data analysis technique used is multiple linear regression analysis. The results of this study indicate that the motivational factors, namely recognition and empowerment, have a dominant influence on organizational effectiveness and partially or jointly have a significant effect on organizational effectiveness.
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Mohan, Addanki Murali, and Dr Koneru Kalpana. "Organizational Effectiveness through HRD." Alinteri Journal of Agriculture Sciences 36, no. 2 (July 15, 2021): 144–46. http://dx.doi.org/10.47059/alinteri/v36i2/ajas21127.

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Organizations face challenges while they live in a dynamic and competitive environment because of day to day competition. The effectiveness of a business constitutes its ability to perform a function with optimal levels of input and output. Improving organizational effectiveness is a sober concern for any organization as a matter of existence. This has to be achieved through implementation of important organizational effectiveness elements or factors. Enhancing organizational effectiveness is the key for success of business and consequently employees are expected to increase the efficiency of their work environment. Fundamentally, this paper offers a framework for improving organizational effectiveness. The findings revealed that essential elements are to be identified right from the employment and deployment of employees along with related aspects viz: physical resources, money, community development, legal aspects and also survival in the competitive business which has shown significant effect on Organizational Effectiveness.
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Sasmita, Nitta C., and Charisma A. Fitrananda. "THE EFFECTIVENESS OF ORGANIZATIONAL WORK IN PUBLIC ADMINISTRATION." Journal of Economic Empowerment Strategy (JEES) 3, no. 2 (August 31, 2020): 50. http://dx.doi.org/10.30740/jees.v3i2.84.

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Human efforts to work together systematically in the sense of deliberate, planned and directed towards a goal, called organization. Complexity in organizations is increasing day by day and requires a new dimension in modern management in dealing with changes and their consequences. The main task of management is to try to ensure and plan everything, especially related to the emergence of changes outside the organization which ultimately requires the holding of strategic changes in the organization so that it can survive that is equipped with strong human resources. The success of a job is very dependent on all parties involved in implementing the achievement of organizational goals, both in government and the private sector in carrying out their duties in accordance with the management functions carried out correctly. One of the management functions that must be considered is coordination, which is very instrumental in determining organizational steps to achieve its objectives. Coordination is one of the management functions in carrying out these various jobs precisely, quickly and effectively to reduce mistakes. Such coordination is the task of the administrator at the top level of the organization for the activities of his subordinates. Group activities carried out with the awareness of cooperation can be called organized activities which in modern society the activities will be carried out in a more formal arrangement. All of this is intended to achieve work at various levels in order to achieve organizational effectiveness. The effectiveness of the organization in question is the result of work that is right on target and is appropriate in accordance with predetermined planning or in accordance with the desired results at various levels of the organization in order to achieve the targets set together
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Nnah Ugoani, John Nkeobuna. "Organizational Behaviour and its Effect on Corporate Effectiveness." International Journal of Economics and Financial Research, no. 66 (June 25, 2020): 121–29. http://dx.doi.org/10.32861/ijefr.66.121.129.

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Organizational behaviour involves the design of work as well as the psychological, emotional and interpersonal behavioural dynamics that influence organizational performance. Management as a discipline concerned with the study of overseeing activities and supervising people to perform specific tasks is crucial in organizational behaviour and corporate effectiveness. Management emphasizes the design, implementation and arrangement of various administrative and organizational systems for corporate effectiveness. While the individuals, and groups bring their skills, knowledge, values, motives, and attitudes into the organization, and thereby influencing it, the organization, on the other hand, modifies or restructures the individuals and groups through its structure, culture, policies, politics, power, and procedures, and the roles expected to be played by the people in the organization. This study conducted through the exploratory research design involved 125 participants, and result showed strong positive relationship between the variables of interest. The study was never exhaustive due to limitations in terms of time and current relevant literature, therefore, further study could examine the relationship between personality characteristics and performance in the public sector, where productivity is not outstanding, when compared with the private sector. Based on the result of this investigation it was recommended that organizations should provide emotional intelligence programmes for their membership as an important pattern of increasing co-operative behaviours and corporate effectiveness.
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Dissertations / Theses on the topic "Organization effectiveness"

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Harris, Cheryl Lynne. "Collaboration for Organization Success: Linking Organization Support of Collaboration and Organization Effectiveness." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4962/.

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What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.
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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.

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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Foster, Allison. "A Communication Plan for Organizational Effectiveness in a Youth Development Organization." Scholarly Commons, 2018. https://scholarlycommons.pacific.edu/uop_etds/3116.

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This project addresses communication issues within a youth development organization, Northern California DeMolay, which endures an annual change in youth leadership. This paper relies on the foundation of research within the field of youth development organizations and incorporates public relations strategies to provide specialized help for the organization. The outcome of this project is a communication plan for Northern California DeMolay developed through research, strategies, and the strategic plan for the organization. The balance of power between youth and adult leadership highlighted in youth development organization research is manifested in the communication plan through the division of responsibility between youth and adult leadership
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Sheehan, Robert W. "Mission accomplishment as philanthropic organization effectiveness." The Ohio State University, 1994. http://rave.ohiolink.edu/etdc/view?acc_num=osu1259089953.

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Sheehan, Robert M. "Mission accomplishment as philanthropic organization effectiveness /." The Ohio State University, 1994. http://rave.ohiolink.edu/etdc/view?acc_num=osu1487854314871292.

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Sudharatna, Yuraporn. "Towards a stage model of learning organization development." Title page, table of contents and abstract only, 2004. http://hdl.handle.net/2440/37968.

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Becoming a Learning Organization (LO) is widely recognized as a process through which organizations can develop characteristics that enable them to be competitive in an increasingly competitive business environment. While there is an assumption that LOs have the ability to manage change, few empirical studies are available to prove whether an organization with strong LO characteristics also has a high level of change readiness. In developing itself into an LO, an organization seems to gain possession of relevant characteristics through knowledge acquisition, knowledge sharing and knowledge utilization. There is, however, a lack of clarity on what LO characteristics are developed at each of the three stages. The relationship among these stages is also confusing. The purpose of this research is to confirm whether organizations with a high level of LO characteristics also have a high level of readiness-to-change. It also attempts to verify the relationship among the LO development stages of knowledge acquisition, knowledge sharing and knowledge utilization. A questionnaire has been designed following an extensive review. It incorporates "an Inventory of LO Characteristics" to measure the level of LO characteristics formed in an organization. There are also questionnaire to gauge the level readiness-to-change. The questionnaire has been distributed to employees in two leading mobile phone service companies in Thailand. The industry is selected because of its changing business environment. Thailand has been chosen for as the location for the research because few studies in LO have been conducted outside the more developed economies. The findings demonstrate two major insights. Firstly, the correlation coefficient between the six categories of LO characteristics - cultural values, leadership commitment and empowerment, communication, knowledge transfer, employee characteristics and performance upgrading - and readiness-to-change confirms that if an organization has a high level of LO characteristics, it will also have a high level of readiness-to-change. Secondly, the correlation coefficient between the three LO development stages - of knowledge acquisition, knowledge sharing and knowledge utilization - and readiness-to-change, support the hypothesis that they follow a sequential order. Results of the research are analysed and discussed, providing valuable contributions to both research and practice in the area.
Thesis (Ph.D.)--Adelaide Graduate School of Business, 2004.
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Maurer, Laura Levy. "Board Member Perceptions of Nonprofit Organization Effectiveness." Thesis, Walden University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3637335.

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In contemporary American society, the nonprofit board is accountable for ensuring that an organization has sufficient resources to carry out its mission. Filling the gap between demands for services and the resources to meet them is often a struggle for small, local nonprofit organizations. This hermeneutic phenomenological study examined how board members of small, local nonprofits in the focal community perceive organizational effectiveness. Understanding the nature of nonprofit organization effectiveness according to board members contributes to understanding how those accountable meet their organizational objectives. A review of the literature revealed that nonprofit effectiveness involves the action of contributing and the motivation behind the action, both of which are associated with trust and reciprocity. Guided by social constructivism, this study employed a qualitative analysis of repeated iterations of semiotic data from board members (n = 30) and text analysis of organizational mission statements (n = 21), generating thick descriptions of the board members' understanding of effectiveness. Findings were derived from successive coding iterations starting with the raw data, through locating text related to specific codes, to verifying relationships among codes, and incorporating researcher reflection. The analysis revealed that strategies focused on developing reciprocity and mitigating mistrust among board members contribute to board members' perceiving their organizations as effectively achieving their objectives. The study's findings support positive social change by informing social scientists and members of local nonprofit boards of the perceived gap between services demands and the resources to meet them among board members.

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Maurer, Laura Levy. "Board Member Perceptions of Nonprofit Organization Effectiveness." ScholarWorks, 2011. https://scholarworks.waldenu.edu/dissertations/1152.

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In contemporary American society, the nonprofit board is accountable for ensuring that an organization has sufficient resources to carry out its mission. Filling the gap between demands for services and the resources to meet them is often a struggle for small, local nonprofit organizations. This hermeneutic phenomenological study examined how board members of small, local nonprofits in the focal community perceive organizational effectiveness. Understanding the nature of nonprofit organization effectiveness according to board members contributes to understanding how those accountable meet their organizational objectives. A review of the literature revealed that nonprofit effectiveness involves the action of contributing and the motivation behind the action, both of which are associated with trust and reciprocity. Guided by social constructivism, this study employed a qualitative analysis of repeated iterations of semiotic data from board members (n = 30) and text analysis of organizational mission statements (n = 21), generating thick descriptions of the board members' understanding of effectiveness. Findings were derived from successive coding iterations starting with the raw data, through locating text related to specific codes, to verifying relationships among codes, and incorporating researcher reflection. The analysis revealed that strategies focused on developing reciprocity and mitigating mistrust among board members contribute to board members' perceiving their organizations as effectively achieving their objectives. The study's findings support positive social change by informing social scientists and members of local nonprofit boards of the perceived gap between services demands and the resources to meet them among board members.
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SHARFMAN, MARK PHILLIP. "ENVIRONMENTAL PRESSURE, ORGANIZATIONAL BUFFERS AND ORGANIZATIONAL PERFORMANCE: A STRUCTURAL EQUATIONS MODEL (SLACK)." Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188130.

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This dissertation addresses questions concerning slack's nature and its relationships with the environment and performance. The research investigates which view of slack (the operations or behavioral approach) best predicts performance. It examines the relationship of environment and slack using both interaction and mediation models. The PIMS database was used for 610 assembly manufacturing firms. The results support both the behavioral and the operations perspectives. This combined view suggests that slack capacity is optimized to improve sales while being minimized to improve profits. Excess inventory is minimized to improve sales but optimized to improve average ROS. In all cases, excess cash is minimized. In all equations, the slack variables entered the equations as costs. These results also support the argument that slack interacts with the environment rather than being in a functional relationship with it. Interaction terms of the slack types and the environment were significant in predicting sales. A mediation model was also tested but had a poorer fit with the data. Slack was found to be a multi-dimensional concept. The slack variables did not all intercorrelate positively. The negative relationships suggest that management makes decisions as when to use each slack resource. The slack variables (when lagged) had significant effects on each other, but not on performance. This indicates that the time horizon for slack may be shorter than was investigated in this research. The research demonstrated that slack inventory and non-slack supply buffers were negatively related. The conditions under which the firm trades slack for other buffering mechanisms were not clear. Predicted positive relationships between size and slack were found except that excess capacity and size were negatively related. This suggests that larger firms were holding slack in ways that are more discretionary and less obvious to their control systems. What is not clear from this research are the conditions under which management will choose a specific type of slack. In one case (excess working capital), technology predicts the level of this variable. Additional research is suggested to determine how, when and where these decisions are made.
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Madpak, Anthony. "PHARMACEUTICAL INDUSTRY CONTRACT SALES ORGANIZATION IMPACT AND EFFECTIVENESS." NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/69.

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The principle behind outsourcing is that an organization outsources tasks it strategically elects not to do within the organization. It is estimated that outsourcing has become a $4 trillion a year business (Corbett, 2005). In today's competitive healthcare marketplace, many sponsors outsource functions that were once considered core to the organization. U.S. Census data show that 10% of all business-to-business sales originated from outsourced sales (Rogers, 2008). The objective of engaging in outsourcing of sales is to improve sales efficiency and gain an edge in today's challenging market. Competition within the pharmaceutical industry coupled with increased regulatory uncertainties and cost concerns have necessitated outsourcing of sales to maintain competitiveness and to apply internal resources more effectively. This research will contribute to the current available works specific to the outsourcing of pharmaceutical sales.
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Books on the topic "Organization effectiveness"

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I, Reed M., and Hughes Michael 1947-, eds. Rethinking organization: New directions in organization theory and analysis. London: Sage Publications, 1992.

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Burton, Terence T. The future-focused organization: Complete organizational alignmentfor breakthrough results. Englewood Cliffs, N.J: Prentice Hall, 1995.

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Professionalizing the organization: Reducing bureaucracy to enhance effectiveness. San Francisco, Calif: Jossey-Bass, 1987.

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Hanna, David P. Designing organizations for high performance. Reading, Mass: Addison-Wesley Pub. Co., 1988.

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The coming shape of organization. London: Butterworth-Heinemann, 1998.

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Head, Thomas C. Organization behavior and change: Managing human resources for organizational effectiveness. Champaign, Ill: Stipes Pub., 1996.

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1944-, Moran John W., ed. The future-focused organization: Complete organizational alignment for breakthrough results. Englewood Cliffs, N.J: Prentice Hall PTR, 1995.

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Luis, Montaño, ed. Mito y poder en las organizaciones: Un análisis crítico de la teoría de la organización. 2nd ed. México, D.F: Trillas, 1987.

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The competitive organization: Managing for organizational excellence. London: McGraw-Hill, 1992.

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Benveniste, Guy. Professionalizing the organization: Reducing bureaucracy to enhance effectiveness. San Francisco, Calif: Jossey-Bass, 1987.

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Book chapters on the topic "Organization effectiveness"

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Medland, A. J., and Glen Mullineux. "System Effectiveness and Organization." In Principles of CAD, 149–76. Boston, MA: Springer US, 1988. http://dx.doi.org/10.1007/978-1-4684-1514-8_7.

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Scheerens, Jaap. "School Effectiveness and School Organization." In The SAGE Handbook of School Organization, 285–300. 1 Oliver's Yard, 55 City Road London EC1Y 1SP: SAGE Publications Ltd, 2019. http://dx.doi.org/10.4135/9781526465542.n17.

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Carasco, Marie. "Small-Group Interventions: Achieving Effectiveness Through Interpersonal Training." In Organization Development Interventions, 129–56. New York: Productivity Press, 2021. http://dx.doi.org/10.4324/9781003019800-7-9.

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Brannman, Lance E., and J. Douglass Klein. "The effectiveness and stability of highway bid-rigging." In Studies in Industrial Organization, 61–75. Dordrecht: Springer Netherlands, 1992. http://dx.doi.org/10.1007/978-94-011-2795-0_4.

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Pavičić, Jurica, Nikša Alfirević, Goran Vlašić, Zoran Krupka, and Bozena Krce Miočić. "School Principals, Environments and Stakeholders: The Blessings and Heresies of Market Organization." In School Effectiveness and Educational Management, 27–48. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-29880-1_3.

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Stopper, Angela L. M., and Jennifer L. Myers. "Chapter 2 Diagnosing and Assessing Organization Development Effectiveness." In Assessment and Diagnosis for Organization Development, 11–28. CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742: CRC Press, 2017. http://dx.doi.org/10.1201/9781315310602-3.

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Grant, Ken, Clifford E. Young, David W. Cravens, Thomas N. Ingram, and Raymond W. LaForge. "Analysis of Sales Organization Effectiveness in Australian Companies." In Proceedings of the 1991 Academy of Marketing Science (AMS) Annual Conference, 338–41. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-17049-7_69.

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Andersen, Torben, and Torben Andersen. "Tstrive for Greater Efficiency and Effectiveness within a Human Resources Division." In Information and Organization Design Series, 123–40. Boston, MA: Springer US, 2008. http://dx.doi.org/10.1007/978-0-387-77776-4_7.

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Imaeva, E. Z., Yu V. Kostikova, and N. A. Sukhareva. "The Effectiveness of Online Organization of Educating Psychology Seminars." In Proceedings of the International Scientific Conference “Smart Nations: Global Trends In The Digital Economy”, 330–37. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-030-94870-2_42.

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Wertheimer, Jean. "Evaluation of Effectiveness of a Psycho-Geriatric Sector Organization." In Child and Adolescent Psychiatry, Mental Retardation, and Geriatric Psychiatry, 437–41. Boston, MA: Springer US, 1985. http://dx.doi.org/10.1007/978-1-4615-9367-6_70.

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Conference papers on the topic "Organization effectiveness"

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Dorrer, M. G., E. I. Trishkina, V. D. Demidyuk, Е. M. Gritsenko, and A. A. Popov. "Approach to the assessment of the organizational maturity of business processes of the contingent of students of higher educational institutions." In All-Russian Scientific Conference "Russian Science, Innovation, Education - 2022". Krasnoyarsk Science and Technology City Hall, 2022. http://dx.doi.org/10.47813/rosnio.2022.3.41-49.

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The article examines the methods of assessing the effectiveness of business processes in the organization, including in organizations of higher educational institutions and professional educational organizations. A approach to assessing the level of maturity of the main proceedings of the contingent management of higher education institutions is proposed. To assess maturity as a basis, a five-level model Capability Maturity Model (CMM) is taken. The method of measuring maturity is based on an existing VOYAGER Plant Optimization (VPO) method oriented to improve the efficiency of the organization's processes. Based on the methodology, a structure for the survey of employees of the Higher Educational Institution, as well as a questionnaire, which allows to evaluate the effectiveness of existing business processes of organization and how to improve their improvement. An analysis of the effectiveness of the proposed approach to the assessment of the organizational maturity of the process of management of the contingent of students. The results obtained on the survey in the further study will be based as the assessment of organizational maturity for each process, based on the proposed technique of Anheuser-Busch InBev.
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Vrecl, Nike, and Simona Sternad Zabukovšek. "Issues of the Implementation of ERP in Manufacturing Companies." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.33.

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An enterprise resource planning (ERP) solution is a system that combines business functions with the management and organization of data and information. Its purpose is to facilitate the flow of information between all business functions within an organization and to manage the organization’s connections with external stakeholders. Proper information management helps an organization to connect organizational units, which further encourages the process of communication and the immediate exchange of information between members of the organization, thus leading to improved organizational processes and better decision-making at all levels. It is important to be aware of the complexity of implementing an ERP solution. Without the support of top management, a proper business plan and vision, business process transformation, effective project management, user involvement, and education and training, organizations cannot reap the full benefits of such a complex system. For implementation to be successful, it is crucial to consider the critical success factors. Identifying these factors is important as it allows companies successfully implement an appropriate ERP solution. The purpose of this study is to discuss the implementation of ERP solutions in the manufacturing industry. The manufacturing industry has discovered the effectiveness of ERP, however, it also faces some challenges in its implementation.
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Danilina, Elena Ivanovna. "CRITERIA FOR THE EFFECTIVENESS OF THE PERSONNEL MANAGEMENT SYSTEM." In VIII Международная научно-практическая конференция «Инновационные аспекты развития науки и техники». KDU, Moscow, 2021. http://dx.doi.org/10.31453/kdu.ru.978-5-7913-1176-4-2021-14-20.

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This article discusses the concept and role of criteria for the effectiveness of the personnel management system. The analysis of methods for studying the current state of the organization's personnel management system is also presented. The necessity of creating a model of criteria for the effectiveness of the personnel management system for a specific organization is justified.
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Islamova, Oksana V., and Rimma M. Volkova. "Effectiveness of internal audit of processes in the organization." In 2017 International Conference "Quality Management,Transport and Information Security, Information Technologies" (IT&QM&IS). IEEE, 2017. http://dx.doi.org/10.1109/itmqis.2017.8085852.

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Aytes, Kregg, and John Beachboard. "Using the Information Orientation Maturity Model to Increase the Effectiveness of the Core MBA IS Course." In InSITE 2007: Informing Science + IT Education Conference. Informing Science Institute, 2007. http://dx.doi.org/10.28945/3125.

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This paper describes the use the Information Orientation (IO) Maturity Model as the basis of a MBA course-based project. The IO model explicitly draws the relationship between business performance and several information and technology management concepts. More importantly, the IO Model is accompanied by a specific method of gathering and analyzing data, and includes general recommendations on how to improve the “IO Maturity” of an organization. The concepts of the model, coupled with the structure present in the data collection and analysis process, allow students to experience the dynamic environment of a live organization in a manner beneficial to both them and the organization. Both the students and the cooperating organizations found the projects valuable. At the completion of the project, the students had a greater appreciation and understanding of the role of information and technology management in the success of an organization, and simultaneously benefited from observing the management issues in the organization.
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Zhao, Li-fen, and Jian-hui Long. "How to Improve Effectiveness of Group Decision-Making in Organization." In 2010 International Conference on Multimedia Technology (ICMT). IEEE, 2010. http://dx.doi.org/10.1109/icmult.2010.5630992.

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Plotnikov, Professor Vladimir, and Professor Julia Vertakova. "Evaluation the effectiveness of the information provision in management organization." In 4th Annual International Conference on Qualitative and Quantitative Economics Research (QQE 2014). Global Science & Technology Forum (GSTF), 2014. http://dx.doi.org/10.5176/2251-2012_qqe14.30.

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Soneji, Shikha, Araceli Zavala, Hoong Yan See Tao, Pamela Burke, Suchita Kothari, Sergio Luna, Nicole Hutchison, and Jose Ramirez-Marquez. "Text Analysis Approach to Systems Engineers’ Effectiveness in an Organization." In 2019 IEEE International Systems Conference (SysCon). IEEE, 2019. http://dx.doi.org/10.1109/syscon.2019.8836829.

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Ateh, Muhammad Yusuf, Eko Prasojo, and Martani Huseini. "The Impact of Performance Management Implementation on Effectiveness and Efficiency of Government Budget Use: Indonesian case." In Eastern Regional Organization for Public Administration Conference (EROPA 2018). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/eropa-18.2019.7.

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Rymaniak, Janusz. "Capability, Profit or Waste? Organizational and Economic Dilemma Criteria for Measuring the Effectiveness of Enterprises." In Applied Human Factors and Ergonomics Conference. AHFE International, 2020. http://dx.doi.org/10.54941/ahfe100448.

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The paper presents a literature review on enterprise efficiency. It is argued that the economic efficiency perspective needs to be broadened with organizational dimensions of evaluation. The paper presents an evolution of economic criteria from the market-based to the organizational and resources-related ones. The relations between organizational and economic criteria are discussed. In the final part of the paper, praxeological criteria for enterprise effectiveness are presented. The Author taps into the research output of Polish researchers such as: Adamiecki (organization and management), Lange (economics) and Kotarbiński (praxeology).
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Reports on the topic "Organization effectiveness"

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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Appleget, Andrew T., Wilfred M. Canto, Rothstein Jr., and Larry W. Case Study: The Application of ISO 9001:2000 to a Government Organization: A Study of the Benefits, Drawbacks and Effectiveness of ISO 9001:2000 for Navy Undersea Range Programs. Fort Belvoir, VA: Defense Technical Information Center, September 2004. http://dx.doi.org/10.21236/ada427157.

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Urquidi, Manuel, Gloria Ortega, Víctor Arza, and Julia Ortega. New Employment Technologies: The Benefits of Implementing Services within an Enterprise Architecture Framework: Executive Summary. Inter-American Development Bank, July 2021. http://dx.doi.org/10.18235/0003403.

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Public employment services (PES) offer tools through different channels to both employers and job seekers. The multiplicity of services and channels, paired with processes that are sometimes inadequately mapped, creates challenges when implementing digital systems. This document discusses how using enterprise architecture can provide a framework for defining and representing a high-level view of the organizations processes and its information technology (IT) systems, as well as their relationship with different parts of the organization and external entities. Having a strategic vision and a high-level design allows implementing systems in phases and modules to organize services to improve their efficiency and effectiveness. This document aims to support policy makers, managers and officials working with employment policies in understanding the benefits of implementing a comprehensive digital transformation in institutions within the framework of a strategic tool such as enterprise architecture.
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Lavrentieva, Olena O., Lina M. Rybalko, Oleh O. Tsys, and Aleksandr D. Uchitel. Theoretical and methodical aspects of the organization of students’ independent study activities together with the use of ICT and tools. [б. в.], September 2019. http://dx.doi.org/10.31812/123456789/3244.

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In the article the possibilities and classification of ICTs and tools that can be used in organizing students’ independent study activities of higher education institutions has been explored. It is determined the students’ independent study activities is individual, group, collective activity and is implemented within the process of education under the condition of no pedagogy’s direct involvement. It complies with the requirements of the curriculum and syllabus and is aimed at students’ acquisition of some social experiences in line with the learning objectives of vocational training. The analysis of the latest information and technological approaches to the organization of students’ independent study activities made it possible to determine the means of realization of the leading forms of organization for this activity (independent and research work, lectures, consultations and non-formal education), to characterize and classify the ICTs and tools that support presentation of teaching materials, electronic communication, mastering of learning material, monitoring of students’ learning and cognitive activity, such as ones that serve for the sake of development and support of automated training courses, systems of remote virtual education with elements of artificial intelligence, which implement the principle of adaptive management of learning and the organization of students’ independent study activities. The paper provides the insight into the essence of the conducted investigation on the assesses of the effectiveness of ICTs and tools in the process of organizing students’ independent study activities.
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Best, Michael Carlos, Jonas Hjort, and David Szakonyi. Individuals and Organizations as Sources of State Effectiveness. Cambridge, MA: National Bureau of Economic Research, April 2017. http://dx.doi.org/10.3386/w23350.

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Perkins, Steven R. Organizational Effectiveness Information System (OEIS) User's Manual. Fort Belvoir, VA: Defense Technical Information Center, September 1986. http://dx.doi.org/10.21236/ada175615.

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Militello, Laura G., Anne K. Offner, Greg Padula, Stephanie D. Swindler, and Joseph B. Lyons. Organizational Effectiveness in the Tanker Airlift Control Center. Fort Belvoir, VA: Defense Technical Information Center, May 2008. http://dx.doi.org/10.21236/ada486822.

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Iatsyshyn, Anna V., Iryna H. Hubeladze, Valeriia O. Kovach, Valentyna V. Kovalenko, Volodymyr O. Artemchuk, Maryna S. Dvornyk, Oleksandr O. Popov, Andrii V. Iatsyshyn, and Arnold E. Kiv. Applying digital technologies for work management of young scientists' councils. [б. в.], June 2021. http://dx.doi.org/10.31812/123456789/4434.

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The publication explores the features of the digital technologies’ usage to organize the work of the Young Scientists’ Councils and describes the best practices. The digital transformation of society and the quarantine restrictions caused by the COVID-19 pandemic have forced the use of various digital technologies for scientific communication, the organization of work for youth associations, and the training of students and Ph.D. students. An important role in increasing the prestige of scientific activity and encouraging talented young people to participate in scientific projects belongs to the Young Scientists’ Councils, which are created at scientific institutions and higher education institutions. It is determined that the peculiarities of the work of Young Scientists’ Councils are in providing conditions for further staff development of the institution in which they operate; contribution to the social, psychological and material support of young scientists and Ph.D. students; creating an environment for teamwork and collaborative partnership; development of leadership and organizational qualities; contribution to the development of digital competence. The advantages of using electronic social networks in higher education and research institutions are analyzed, namely: general popularity and free of charge; prompt exchange of messages and multimedia data; user-friendly interface; availability of event planning functions, sending invitations, setting reminders; support of synchronous and asynchronous communication between network participants; possibility of access from various devices; a powerful tool for organizing the learning process; possibility of organization and work of closed and open groups; advertising of various events, etc. Peculiarities of managing the activity of the Young Scientists’ Council with the use of digital technologies are determined. The Young Scientists’ Council is a social system, and therefore the management of this system refers to social management. The effectiveness of the digital technologies’ usage to manage the activities of the Young Scientists’ Council depends on the intensity and need for their use to implement organizational, presentation functions and to ensure constant communication. The areas to apply digital technologies for the work managing of Young Scientists’ Councils are sorted as the presentation of activity; distribution of various information for young scientists; conducting questionnaires, surveys; organization and holding of scientific mass events; managing of thematic workgroups, holding of work meetings. It is generalized and described the experience of electronic social networks usage for organizing and conducting of scientific mass events.
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Murray, John M. The Key to Unit Effectiveness - A Supportive Organizational Climate. Fort Belvoir, VA: Defense Technical Information Center, March 2003. http://dx.doi.org/10.21236/ada414172.

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Heerwagen, J. H., J. G. Heubach, B. W. Brown, J. A. Sanchez, J. C. Montgomery, and W. C. Weimer. Work environments and organizational effectiveness: A call for integration. Office of Scientific and Technical Information (OSTI), July 1994. http://dx.doi.org/10.2172/10172195.

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