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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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Khawaja, Khurram Jawad, Sarwer Azhar, and Attique Arshad. "Examining Strategic human resource management and organizational effectiveness in Pakistani organizations." International Journal of Human Resource Studies 4, no. 3 (August 20, 2014): 214. http://dx.doi.org/10.5296/ijhrs.v4i3.5992.
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PurposeSHRM is facing potential theoretical challenge in terms of unveiling “black box” mystery lies between logical and strategic application of SHRM and its impact on organizational effectiveness. To explore the gap between HR contribution and competitive advantage gained by the organizations, a viable mediating framework is needed in SHRM.Design/Methodology/ApproachIn the awake of rising world interest in SHRM, this paper aimed to analyze the scholarly works on SHRM those offer to stimulate mechanisms and configurations through which SHRM can serve to improve organizational effectiveness. Outcome of the debate is likely to use in future empirical research.FindingsOrganization needs to distinguish itself in performance and strategy from the other organizations. Improvement in resources helps the organizations to gain competitive advantage. Resource-based view of the firm used as a lens for this study explains that difference in business’s performance is dependent upon resources owned by the business. This study attempts to offer a framework that proposes a strategy to distinguish itself in performance. HRM management set up in an organization gets influenced by HR system, and practices prevalent in the organization, workforce skills, employee level of competence, employee commitment and engagement. An organization cannot remain aloof from the repercussions of extraneous conditions such as political, economic, sociological, technological, legal and environment.Limitations and Future Research DirectionsThis conceptual study is limited to state and status of strategic HRM activities in Pakistani organizations. Future study may conduct empirical research by including employee perceptions as unit of analysis at the province level.Practical Implications The study is of great value to Pakistani organizations to excel on organizational effectiveness to optimize financial performance. This study offers a practical and rudimentary framework to implement desired strategic human resource management to gain organizational effectiveness.Key wordsSHRM, organizational effectiveness, Pakistan, framework
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Jain, Ravi K. "Metrics of Organization Effectiveness." Journal of Management in Engineering 13, no. 2 (March 1997): 40–45. http://dx.doi.org/10.1061/(asce)0742-597x(1997)13:2(40).
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Syamsuriadi, SYAMSURIADI. "LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI." Adaara: Jurnal Manajemen Pendidikan Islam 8, no. 1 (February 1, 2019): 816–34. http://dx.doi.org/10.35673/ajmpi.v8i1.420.
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Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.
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Tunowski, Remigiusz. "Organization Effectiveness and Business Intelligence Systems. Literature Review." Management and Business Administration. Central Europe 23, no. 4 (December 15, 2015): 55–73. http://dx.doi.org/10.7206/mba.ce.2084-3356.157.
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Mayasari, Riana, Jovan Febriantoko, Fernando Africano, and Mesa Loressa. "EFISIENSI DAN EFEKTIVITAS BELANJA LANGSUNG PADA BALAI BAHASA PROVINSI SUMATERA SELATAN." Balance : Jurnal Akuntansi dan Bisnis 6, no. 2 (November 1, 2021): 180. http://dx.doi.org/10.32502/jab.v6i2.4172.
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Budget as a means of controlling sources of public funds. New guidelines emerge for public sector organizations to pay attention to value for money in carrying out their activities. The benchmarks in the budget of an organization, both private and public sector organizations include economic assessment, effectiveness and efficiency. Effectiveness Budget is one of the principles in the organization of an organization, to be able to determine the level of achievement of organizational goals. This study focuses on the efficiency and effectiveness of Direct Expenditure Finance at the Language Center of South Sumatra Province. The purpose of this study was to determine the level of efficiency and effectiveness of direct expenditure performance at the Language Center of South Sumatra Province 2014-2017. The results showed that the level of efficiency and effectiveness of direct spending fluctuates every year. Suggestions for future research are to become input, improve coordination between fields and increase socialization and technical guidance
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Ghavidel, Ali, and Mohammad Safari. "Investigating Effectiveness of In-Service Training Courses: Applications for In-Service Training of Tehran Municipality." International Letters of Social and Humanistic Sciences 57 (August 2015): 1–9. http://dx.doi.org/10.18052/www.scipress.com/ilshs.57.1.
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SMaking a responsive, favorable and efficient official system can be realized thorough training courses based on its current and future needs. The main aim of organizational trainings is facilitating organizations staff improvement in all aspects. On the other hand, what makes planning and administering organizational trainings legal, is their efficiency degrees. Since, the constant improvement of training system is a vital necessity in advancing organizational goals, this study tries to examine components affecting efficiency and effectiveness of in-service training in organizations. The results can be applied by authorities of short-term training courses of Tehran Municipality Organization. Outcomes of the present study revealed that some components like training need assessment and adjusting education system with organization strategies have key roles in improving efficiency and effectiveness of in-service training courses in organizations.
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Shet, Sateesh V., S. V. Patil, and Meena R. Chandawarkar. "Competency based superior performance and organizational effectiveness." International Journal of Productivity and Performance Management 68, no. 4 (April 8, 2019): 753–73. http://dx.doi.org/10.1108/ijppm-03-2018-0128.
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Purpose The purpose of this paper is to explore the relationship between competency-based performance management and organizational effectiveness (OE). It signifies the importance of developing competency-based performance concept in organizations. Since conventional performance management systems (PMSs) are diminishing and as organizations are looking for breakthrough PMSs, this research attempted to fill the gap from stakeholder’s perspective – employee, manager and organization in devising new approach in PMS. Design/methodology/approach The research design involved developing scale for “competency-based superior performance” and validating scale for “organizational effectiveness,” The data for this survey are collected from 292 respondents through structured questionnaire. Hypotheses depicting aforementioned relationships were empirically tested in the context of competency-based performance practices in organizations based in India. Structural equation modeling (SEM) technique was used for data analysis. Findings The empirical results provide methods to accelerate the performance management initiatives based on a leadership competency model (LCM), which are necessary for building performance culture in the organization. The paper contributes by developing a new scale for measuring competency-based performance practices. The scale for OE is revisited. A positive relationship between competency-based superior performance and OE with productivity, adaptability and flexibility has been empirically confirmed using SEM. Research limitations/implications The paper limits the performance measurement concept using leadership competencies. Practical implications The developed model will act as a building block for performance measurement in organizations. This paper promotes LCM to be applied in creating a performance-based culture. Originality/value This is a unique attempt to test the relationship between competency-based performance management and OE.
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Rieley, James B. "The circular organization: How leadership can optimize organizational effectiveness." National Productivity Review 13, no. 1 (1993): 11–19. http://dx.doi.org/10.1002/npr.4040130104.
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Vanderpyl, Tim H. "HR’s role in organizational effectiveness." Human Resource Management International Digest 26, no. 6 (August 13, 2018): 40–43. http://dx.doi.org/10.1108/hrmid-07-2018-0141.
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Purpose HR leaders need to see their role as one of building and valuing personal networks that bolster their organization’s effectiveness. Design/methodology/approach This paper discusses three primary ways that HR departments can bolster their organization’s effectiveness, namely, harnessing social power, empowering alpha employees, and influencing organizational design. Findings These three focuses will give HR leaders’ opportunities to further contribute to the overall effectiveness of the organization. Originality/value In the conceptual literature, the author’s own viewpoints and other ideas are weaved together to present a unique perspective on HR’s role in creating effective organizations.
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Zainal, Haznil. "THE EFFECT OF TRANSFORMATIONAL LEADERSHIP AND ORGANIZATIONAL CULTURE ON EMPLOYEE PERFORMANCE PT TELKOM RIAU DARATAN (Survey of PT Telkom Riau Mainland offices)." Jurnal Apresiasi Ekonomi 7, no. 1 (January 31, 2019): 79–89. http://dx.doi.org/10.31846/jae.v7i1.198.
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The importance of organizational behavior (OCB) to achieve organizational effectiveness has long been recognized by practice managers. Some recent research in this area highlights the importance of OCB for almost all organizational forms and notes that OCB can improve organizational effectiveness in many ways. Over the past decade, organizational justice and trust in organizations have been the concern of scientists and practitioners of organizational studies, particularly with regard to their impact on organizational effectiveness and employees' desire to cooperate and be productive in the organization. However, some researchers in organizational studies have differences in researching organizational justice and organizational beliefs. With regard to organizational justice, some empirical studies address only one or two dimensions of organizational justice, while other empirical studies address the overall (three) dimensions of organizational justice such as distributive justice, procedural jus- tice, and interactional justice. For some of these reasons, research relating to the three dimensions of organizational justice (distributive justice, procedural jus- tice, and interactional justice) and organizational trust is still needed. Research that discusses the impact of organizational justice on the organizational beliefs of non-Western countries especially in Indonesia is still rarely found in scientific publications. Given that there is a knowledge gap (scientific publication) in the study of organization and human resource management on the subject, this study tries to prove whether the organizational justice dimension consisting of distributive justice, procedural jusctice, and interactional justice influence the level of employee trust in the organization especially at the College of Economic Sciences in Pekanbaru City, Riau, Indonesia.
Keywords: Distributive Justice, Procedural Justice, Interactional Justice, OCB, Organizationa Trust
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ANDERSEN, JON AARUM, and PATRIK JONSSON. "DOES ORGANIZATION STRUCTURE MATTER? ON THE RELATIONSHIP BETWEEN THE STRUCTURE, FUNCTIONING AND EFFECTIVENESS." International Journal of Innovation and Technology Management 03, no. 03 (September 2006): 237–63. http://dx.doi.org/10.1142/s0219877006000788.
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Managers often see new organizational design as the solution to many problems. This paper explores the relationship between organization structure (design), functioning of organizations, and effectiveness. A study of 320 companies showed that the structural variable, decentralization, marginally affected the way in which organizations function. Functional variables had a minor impact on profitability. No direct relationship between structure and effectiveness was found. When functioning is conceptualized as a mediating factor no direct causality between structure and effectiveness is implied, but a relationship between structure, function and effectiveness. To improve effectiveness, reorganizing is probably not the first option to consider.
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Najar, Boushra W. "Efficiency and/or Effectiveness in Managing Organizations." Journal of Education and Culture Studies 4, no. 2 (May 25, 2020): p131. http://dx.doi.org/10.22158/jecs.v4n2p131.
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Does efficiency or effectiveness lead to successful organization management? Being efficient means investing as minimum resources as possible in order to get a desired result. Being effective by contrast means to achieve a desired result by using the right means or pursuing the right action. The question is not how to do this or that but rather, in what way the resources and efforts of a business should be directed to produce superior results rather than the usual efficient outcomes it can create. Organizational efficiency is the ratio between inputs and outputs in an organization. Organizational effectiveness is whether the organization fulfills its goals in doing the right thing. Concentrating on efficiency rather than effectiveness may limit an organization, so the argument of this article is that an organization should focus on effectiveness that is to pursue the right action. An effective organization is one that succeeds in adapting itself in place, time and content to a rapidly changing reality; such a business or public organization would succeeds over time in fulfilling and achieving its goals.
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Baporikar, Neeta. "Logistics Effectiveness Through Systems Thinking." International Journal of System Dynamics Applications 9, no. 2 (April 2020): 64–79. http://dx.doi.org/10.4018/ijsda.2020040104.
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Various emerging concepts influence logistics management as scholars are developing the body of knowledge. So also, the progress and the multidisciplinary aspect of knowledge that has been influencing logistics management has changed the way scholars and researchers think about logistics as an arena of application. This, in turn, influences the logistics practices. There has been an incredible shift in organizations towards an inter-disciplinary approach where all functions of an organization interact towards the achievement of organizational objectives. This shift, therefore, calls for logistics to adapt to the emerging concepts in order to contribute meaningfully to the overall goals of the organizations. Hence, adopting a grounded theory approach with in-depth literature review this article endeavors to discuss the application of systems thinking the approach to logistics management.
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Schmid, Hillel. "Relationships between Organizational Properties and Organizational Effectiveness in Three Types of Nonprofit Human Service Organizations." Public Personnel Management 31, no. 3 (September 2002): 377–95. http://dx.doi.org/10.1177/009102600203100309.
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This paper presents and analyzes the relationships between organizational properties (centralization of authority, formalization, workers' autonomy, coordination, control, empowerment, and training) and organizational effectiveness in three types of nonprofit human service organizations: community centers, home care organizations, and residential boarding schools. The findings indicate that the distinctive properties of each type of organization, in addition to presenting a comparative analysis of the factors that contribute toward attainment of organizational effectiveness. It discusses the theoretical and practical implications of the findings for management of nonprofit organizations. This paper describes and analyzes the relationships between organizational properties and organizational effectiveness in three types of nonprofit organizations that provide personal, social, and community services. Home care organizations, residential boarding schools, and community centers.
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Thakore, Digvijaysinh. "Training - A Strategic HRM Function." International Letters of Social and Humanistic Sciences 11 (September 2013): 84–90. http://dx.doi.org/10.18052/www.scipress.com/ilshs.11.84.
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People are the most important and valuable resources every organization has in the form of its employees. There is a realization that people sub system is a critical dimension in organizational effectiveness. Training is an important and integral part of HRD and is crucial to organizational effectiveness. Many organizations appreciate the value of adequate, consistent and long term investment in such functions. Training helps employees to prepare for change to face the challenges. Training helps individual to acquire competencies necessary to achieve organizational objectives. Every organization wants to prosper and grows. New materials, new products, new systems and techniques and above all new and constantly increasing customer expectations means that people have to learn. Training improves the capability of an organization. So training plays an important role in the effectiveness of people at work. Training has implication for productivity, health and safety at work and personal development.
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Hong, Soon-Bok, and Jun-Cheul Park. "Organization Culture and Organization Effectiveness of Tax Officials." Journal of the Korea Contents Association 9, no. 2 (February 28, 2009): 318–25. http://dx.doi.org/10.5392/jkca.2009.9.2.318.
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Umana, Etebong Attah, and L. C. Okafor. "Employee/Management Sabotage Effects on Organizational Output." Journal of Management and Strategy 10, no. 3 (March 27, 2019): 37. http://dx.doi.org/10.5430/jms.v10n3p37.
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This study examines how employee sabotage affects organizational output in First Bank Plc, Calabar. The purpose was to identify the causes of employee sabotage, to examine how employee sabotage destroys the image and reputation of the organization, to examine how employee insubordination thwart the achievement of team work accomplishment and organizational effectiveness, to examine how employee refusal to produce product/service affect organizational output and to determine how employee sabotage reduce the security strength of the organization. The study employed survey design and used questionnaire to gather data from sampled respondents. Data was analyzed using simple percentage method. Based on the findings, it was revealed that sabotage at workplace by employee can damage the property, image and reputation of an organization. It was also revealed that employee insubordination thwart the achievement of team work accomplishment and organizational effectiveness. It was equally shown that employee sabotage reduces the security strength of the organization, thus expose the organization to competitive thread and that sabotage by employee leads to waste of resources in the organization, thus low organizational output. It was thus recommended that organizations should do a thorough background checks to know the type of employee that has been hired. Also, organizations should reinforce codes of conduct which will add weight to disciplinary response (court claim) to regulate employees’ behaviours if the employee abuses the rules.
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Surace, Alberto. "Complexity and leadership: the case of a military organization." International Journal of Organizational Analysis 27, no. 5 (November 4, 2019): 1522–41. http://dx.doi.org/10.1108/ijoa-12-2018-1614.
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Purpose This paper aims to adopt the complexity theory (CT) as a frame of reference to analyze leadership action within a military organization. Through the CT framework, it considers a military organization as a complex adaptive system (CAS), which evolves and adapts to the environment to survive, similarly to a living organism. This case study identifies complex dynamics, which are proper to CAS and it proposes avenues to harness them to increase organizational performance. Ultimately, this paper provides insights on how a CT framework may be used in describing and understanding an effective leadership action and grant it with mechanisms to measure its effectiveness. Design/methodology/approach This paper rests on a single case study, which examines a leadership action in a military organization. Capitalizing on privileged access to top managers of an Air Force’s Major Command, the author carried out tailored surveys aimed at identifying organizational leadership effectiveness. Findings Based on these data, the study provides qualitative evidence that suggests a relevant relationship between CT-based leadership action and organizational effectiveness. Originality/value The CT-based leadership approach challenges the paradigm of ordered, hierarchical organizational design by proposing a more flexible, networked approach in relation to organizational effectiveness. The complexity-based approach to leadership proposed in this paper suggests an adaptive leadership model that better corresponds to complex human organizations, and helps leaders identify more effective management solutions.
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Shafiee Kristensen, Saeedeh, Mitra Shafiee, and Sara Shafiee. "ORGANIZATION DESIGN IN MOTION: DESIGNING AN ORGANIZATION FOR AGILITY." Proceedings of the Design Society 1 (July 27, 2021): 2349–58. http://dx.doi.org/10.1017/pds.2021.496.
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AbstractIncreasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.
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Azeem, Mohammed Abdul, and Saneem Fatima. "Factors Hindering Managerial Effectiveness – A study of Select Public and Private Sector Organizations." Asia Pacific Business Review 3, no. 2 (July 2007): 52–63. http://dx.doi.org/10.1177/097324700700300206.
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Success of any organization depends to a large extent on the effectiveness of its managers. Managerial effectiveness is seen as the degree to which management achieves the organizational goals given its environmental constraints and unpredictable events entailing the growth, adaptability, health and viability of the organization. Managerial effectiveness implies the handling of the managerial functions with competence. This paper attempts to study the factors which hinder managerial effectiveness in select public and private sector organizations. In this respect, two public and private sector organizations in India were selected. Data was collected from managers at different levels i.e., top, middle and lower level managers through a structured questionnaire designed for this specific purpose. The data collected was then subjected to Factor Analysis i.e., Principal Component Analysis with Varimax rotation. A total of eight and seven factors hindering managerial effectiveness came to the forefront from this study of Public and Private sector organizations respectively.
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Endriulaitiene, Aukse, Aurelija Stelmokiene, Giedre Geneviciute-Janoniene, Loreta Gustainiene, Gabija Jarasiunaite, and Loreta Buksnyte-Marmiene. "Attitudes of staff members towards development of elder care organizations." International Journal of Public Leadership 13, no. 1 (February 13, 2017): 40–50. http://dx.doi.org/10.1108/ijpl-04-2016-0012.
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Purpose The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions. Design/methodology/approach A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations. Findings The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid. Originality/value This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.
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Brookfield, David. "Risk and organizational effectiveness." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 110–23. http://dx.doi.org/10.1108/joepp-01-2018-0005.
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PurposeThe purpose of this paper is to explore how risk management is supported by and interacts with process or transactions “technologies” to inform and influence organizational behavior as it changes in the face of risk. Accounting systems represent a collection of processes that are designed to support broader organizational or firm activities. As such, they represent information processes that help inform finance management and control, strategy, and risk management.Design/methodology/approachThe paper synthesizes work relating to transaction cost economics that describes the nature of the organization and indicate how this perspective may be developed to incorporate the dynamic forces that change an organization’s approach to risk. From a practical perspective, the value, relevance and limitations of accounting information may be more clearly determined.FindingsThe information perspective of accounting helps practitioners understand and decide how activities within their organization have impact and are related with one another. In this sense, accounting is not merely a book keeping system, nor a payments process, nor merely a narrow functional device that seeks to minimize tax liabilities, for example. Instead, accounting-based information conveys the importance of context and of viewing the organization as a whole as an open system within the organization that both transmits and receives information, including accounting information, and then adapts and co-evolves with whole-organizational forces to shape how the firm responds to environmental factors, such as risk.Practical implicationsThe paper raises challenges to the conceptualization and compartmentalization of risk as typified in risk management frameworks such as COSO and provides direction and focus to identify how accounting systems can contribute to risk management.Originality/valueThe paper offers a perspective that allows us to synthesize our understanding of how management can seek to manage risk by seeing risk as part of a broader range of “transactions technologies” with which a firm engages. It identifies how accounting technologies interact with risk in shaping organizational or whole firm, architecture as an adaptation that mitigates or embraces risk.
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Bielić, Toni, Robert Mohović, and Renato Ivče. "Sociotechnical Model of Ship Organization Effectiveness." PROMET - Traffic&Transportation 23, no. 1 (January 26, 2012): 49–57. http://dx.doi.org/10.7307/ptt.v23i1.148.
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This article investigates the possibility of optimizing the organization of a ship as a highly complex technical system. In this sense, the existing relationship between technology and the human as a user is considered. Using the socio-technical approach the aim is to identify the weaknesses in the existing technological and organizational ship’s system. Based on research conducted on the navigation simulator, socio-technical components that affect the safety of navigation have been observed. By subsequent comparative analyses of the implementation of technical solutions in accordance with the human requirements certain solutions are proposed and conclusions made. KEY WORDS: socio-technical model, ship organization, safety, effectiveness, technology indulgence, control systems, automation
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Yahaya, Ibrahim, and Umar Mato. "Workforce Diversity and Organizational Effectiveness in 21st Century Business Arena." Asian Accounting and Auditing Advancement 8, no. 1 (December 31, 2017): 24–29. http://dx.doi.org/10.18034/4ajournal.v8i1.46.
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The paper critically examines workforce diversity and its effect on the organizational efficiency which has become the concern of the business environment in the present globalized business Arena in the 21st century, the objectives examined the recognition of workforce diversity by organizations, the anatomy of workforce diversity, and extent of organizational workforce diversity, the researched was based on secondary data and the findings are organizations in 21st century realized and committed to workforce diversity and it concluded for business competitive advantage, strategic workforce diversity is required in the globalized organization, and its recommended the high degree of leadership and managerial commitment in action for workforce diversity.
Keyword: , , ,
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Anggara, Tony. "EVALUASI PELAKSANAAN PERATURAN DAERAH NOMOR 08 TAHUN 2008 TENTANG ORGANISASI DAN TATA KERJA KECAMATAN DI KABUPATEN KUTAI BARAT." Jurnal Administrative Reform 6, no. 1 (January 16, 2019): 1. http://dx.doi.org/10.52239/jar.v6i1.1894.
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This article describe and analyze the evaluation of West Kutai District Regulation No. 08 Year 2008 on Organization and Work Procedure In the District of Kutai Barat and explain the factors supporting and inhibiting. This study focused on the effectiveness organiasasi, organizational efficiency, organizational performance, and justice organizations. This study is qualitative descriptive. Data was obtained through interviews, observation and document, and then analyzed using an interactive model. The results of the study explained that the effectiveness of the organizational structure, less equally effective in the tasks and functions of planning. Organizational Structure Efficiency, inefficient execution of tasks because of time and energy is used only for financial affairs.Keyword : Evaluation, Organization and Working Procedure, West Kutai.
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Shah, Snehal, and Anil Sachdev. "How to develop spiritual awareness in the organization." Journal of Management Development 33, no. 8/9 (September 2, 2014): 871–90. http://dx.doi.org/10.1108/jmd-07-2013-0098.
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Purpose – The purpose of this paper is to propose a theoretical model that leverages the practical wisdom of the Panch-Kosa framework of yogic philosophy to develop an awareness of spirituality in the organization. It also provides quasi-quantitative empirical evidence to demonstrate its potential application. Design/methodology/approach – A survey was designed and administered in four different organizations. Correlation, ANOVA and χ2 analysis were conducted to explore the applicability of the proposed framework. Findings – The results indicate that values, as reflected in the physical aspects of an organization such as its logo, symbols and organizational elements characterized as “practice of Fair Governance” and “HR Effectiveness”, influence employee-related outcomes. Further, the study found that when there is a perfect “alignment” between an organization's intent to honor values and its corresponding actions, employees perceive the highest levels of holistic engagement. Research limitations/implications – This study has an implication on how to leverage practical wisdom from Hindu philosophy to enable individuals and organizations to transform to a higher level of consciousness. Originality/value – The paper has ventured into an uncharted territory of integrating the yogic framework of Panch-Kosa to the organizational elements and has provided preliminary support for its applicability in organizations. Moreover, it operationalizes the notion of alignment between organization's value-centric strategy and actions and its impact on employee-related outcomes.
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Albers Mohrman, Susan, and Edward E. Lawler III. "Designing organizations for sustainable effectiveness." Journal of Organizational Effectiveness: People and Performance 1, no. 1 (March 4, 2014): 14–34. http://dx.doi.org/10.1108/joepp-01-2014-0007.
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Purpose – The purpose of this paper is to examine design features that enable an organization to address today's complex and increasingly pressing global issues in ways that are sustainably effective. It identifies key social and environmental issues and reviews research examining how organizations can respond to them. Design/methodology/approach – Research and theory on the interface between organizations and their environments are reviewed and evaluated. Proposals are offered with respect to organizing and designing to be sustainably effective. Findings – There is a significant knowledge gap about how organizations can perform in sustainably effective ways. The globalization of business, increased stakeholder expectations, and environmental issues have created major challenges for corporations. Research that focusses on creating a sustainable future is needed. Practical implications – Leaders need to help their organization envision new strategies and purposes, and companies will have to develop new capabilities and fundamentally alter their designs. Originality/value – Important new points about the types of outcomes organizations need to produce and how they can be structured and managed in order to produce them.
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Haney, Linda, and Mary C. Amann. "Cultivating Effectiveness in Your Organization." AAOHN Journal 49, no. 8 (August 2001): 369–73. http://dx.doi.org/10.1177/216507990104900802.
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Wimmer, Ralf. "Organizational Impacts on Effectiveness of Self-Directed Team Work Organization." Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, no. 12 (July 2000): 2–579. http://dx.doi.org/10.1177/154193120004401236.
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In the last decade, in the German industry self-directed work teams (SDWT) became a tremendous significance as a work organization for simultaneously improving productivity, flexibility and motivation. Several field and case studies show economical and social effects of self-directed work teams, but just as much show the opposite. This leads to the conclusion, that effects (and risks) of self directed work teams depend on complex and interconnected influences. Current researches focus on attributes of organizational structure and the process of implementation of self directed work teams. Additionally, we assume that the maturation of self-directed team work organization and organizational impacts like leadership, formalization of communication or degree of professionalism have to be taken in account.
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Shoraj, Dritan, Adem Zogjani, and Fadil Govori. "Organizational Change and Organizational Effectiveness of Secondary Banking System in Albania." International Journal of Management Excellence 3, no. 2 (June 30, 2014): 427–31. http://dx.doi.org/10.17722/ijme.v3i2.204.
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Continuous organizational changes are required as well as successful implementation approaches of modern managerial methods. However, organizational changes in Business Organizations may often occur at inconvenient time, subject to the psychological preparation of employees or the whole staff in general. In these circumstances, the employees displayed strong resistance to accept changes although they may be decisive for the survival of Business Organizations. Further, what makes the Business Organization employees accept or refuse organizational changes? Which is the impact of their resistance on change implementation? Is it closely connected with their personal interests or is it merely a contradiction for the purpose of convenience? These questions and many others will be answered during this investigation through an empirical and theoretical analysis. The study will show the connection between organizational changes in terms of organizational effectiveness. Additionally, it will present a clear overview of the reality of Albanian Business Organizations regarding the organizational change and their mode of operation
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Ruekert, Robert W., Orville C. Walker, and Kenneth J. Roering. "The Organization of Marketing Activities: A Contingency Theory of Structure and Performance." Journal of Marketing 49, no. 1 (January 1985): 13–25. http://dx.doi.org/10.1177/002224298504900102.
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Previous analysis of marketing organization has focused on the coordination of marketing activities and on organizational forms used to accomplish this, while ignoring the organization of marketing tasks at the work unit level. This article develops a contingency approach to the structure and performance of marketing activities at the work unit level, as well as higher levels within organizations, by blending the theoretical implications of traditional organization theory and transaction cost economics. Four propositions are developed to explain the effectiveness, efficiency, and adaptiveness of various marketing organizational structures. In addition, four basic structures of marketing organization are also explored.
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Tarigan, Zeplin Jiwa Husada, Wahju Astjarjo Rini, and Sundring Pantja Djati. "DAMPAK SHARING KNOWLEDGE TERHADAP BEST OPERATIONAL PRACTICE MELALUI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN SERVICE QUALITY DI POLWILTABES SURABAYA." EKUITAS (Jurnal Ekonomi dan Keuangan) 14, no. 2 (February 2, 2017): 210. http://dx.doi.org/10.24034/j25485024.y2010.v14.i2.2143.
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Sharing Knowledge is originated from the interaction between individuals which will form a group or working group in a company, while the working group with expertise/skills is called teamwork. The working group should be developed to be able to communicate and have good relationships within the department, between departments and between organizations. Good communication within the organization will improve the working relationship to be more intense and faster. There are no boundaries either between individuals or individuals and departments in the organization so as to create an effective working relationship and a strong team work which lead to the creation of the best practices operational. Based on the survey by interviewing and spreading questionnaires to 266 police members of the police in POLWILTABES SURABAYA about sharing knowledge of best operational practices (BOP) in the police organization through team work's affectivity and OCB (organizational citizenship behavior). The results showed that sharing knowledge does not directly impact organizational citizenship behavior as an organizational culture, but it is indirectly give impact through the team work's affectivity moderator variable. Sharing knowledge as an organizational culture has an impact on enhancing the effectiveness of team work. The Effectiveness of team work influence organizational citizenship behavior in police organizations to increase the best operational practice. Team work's affectivity has influence towards Best Operational Practices (BOP) in the police organization. OCB (Organizational citizenship behavior) also has influence towards the best operational practices (BOP) in the police organization.
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Tarigan, Zeplin Jiwa Husada, Wahju Astjarjo Rini, and Sundring Pantja Djati. "DAMPAK SHARING KNOWLEDGE TERHADAP BEST OPERATIONAL PRACTICE MELALUI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN SERVICE QUALITY DI POLWILTABES SURABAYA." EKUITAS (Jurnal Ekonomi dan Keuangan) 14, no. 2 (September 17, 2018): 210–24. http://dx.doi.org/10.24034/j25485024.y2010.v14.i2.282.
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Sharing Knowledge is originated from the interaction between individuals which will form a group or working group in a company, while the working group with expertise/skills is called teamwork. The working group should be developed to be able to communicate and have good relationships within the department, between departments and between organizations. Good communication within the organization will improve the working relationship to be more intense and faster. There are no boundaries either between individuals or individuals and departments in the organization so as to create an effective working relationship and a strong team work which lead to the creation of the best practices operational. Based on the survey by interviewing and spreading questionnaires to 266 police members of the police in POLWILTABES SURABAYA about sharing knowledge of best operational practices (BOP) in the police organization through team work's affectivity and OCB (organizational citizenship behavior). The results showed that sharing knowledge does not directly impact organizational citizenship behavior as an organizational culture, but it is indirectly give impact through the team work's affectivity moderator variable. Sharing knowledge as an organizational culture has an impact on enhancing the effectiveness of team work. The Effectiveness of team work influence organizational citizenship behavior in police organizations to increase the best operational practice. Team work's affectivity has influence towards Best Operational Practices (BOP) in the police organization. OCB (Organizational citizenship behavior) also has influence towards the best operational practices (BOP) in the police organization.
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Sobandi, A., A. Adman, and Edi Suryadi. "Effectiveness Of Archive Management by Digitizing Documents." Jurnal MANAJERIAL 19, no. 2 (July 19, 2020): 91–98. http://dx.doi.org/10.17509/manajerial.v19i2.23649.
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ABSTRACT The organization's expectation of implementing Information Systems (IS) is the presentation of fast information, precise, and accurate in supporting decision making so there is an increase in company performance. But in reality, not all applications of information systems in an organization can provide an increase in the operational activities of the organization / company. There is one method which is taken as one of the efforts to increase the application of information systems in an organization so it can be accessed or processed quickly by its employees is with apply the digitizing documents. Digitizing documents can facilitate the processing and distribution of documents in an organization, where processing and distributing documents is the most carried out activity in an organization. Therefore, it is important to observe the Effectiveness of Document Digitalization Implementation in Organization. This article aims to see how effective the application of documents digitalization in Organization. The method used is direct observation and using Total Quality Management to measure the effectiveness of the application of digitizing documents.
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Boissoneau, Robert, and Paul Belton. "CEO Perceptions of Current Union Activity." Public Personnel Management 20, no. 4 (December 1991): 505–20. http://dx.doi.org/10.1177/009102609102000411.
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The purpose of this study is to examine the relationship between the organizational environment and unions as observed by chief executive officers in various industries. The organizational environment in which an executive functions is fruitful ground for management study. Organization theorists and organizational behaviorists are concerned with environmental concepts, structures and processes in analyzing organizational effectiveness. The focus usually is centered on several components of the organization. While undeniably important, such analyses often do not incorporate the antecedent considerations of the particular industry in which the organization is located. For example, the appendage of the medical staff in the hospital organization and the centrality of the faculty in the university organization undoubtedly influence the practice and behavior of the chief executive officer. Since hospital and university organizations are considered two of the most “democratic” organizations, do the CEOs of these institutions use certain management concepts, tools and techniques more than CEOs in other industries?
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Najar, Boushara Waked. "The Effectiveness Management in Organizations." Journal of Education and Culture Studies 4, no. 4 (September 14, 2020): p19. http://dx.doi.org/10.22158/jecs.v4n4p19.
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The paradigmatic change that is emerging in modern western managerial thinking influences, among other things, the development of basic concepts in management, and radically changes their meaning. This change is not merely theoretical, and has many ramifications for existing management patterns and managers’ ability to improve the value of the organization they are in charge of. This is illustrated by the changing meaning of two concepts in the management literature and practice of organizations - effectiveness and efficiency. This article will attempt to examine and demonstrate the importance of effective management of the organization, and ways to achieve it.
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Noval Nasrudin, Mochamad. "Budaya organisasi sebagai kekuatan dan perspektif: Kuat dan lemah, Internal dan eksternal serta potensi pada organisasi "virtual"." JEBDEER: Journal of Entrepreneurship, Business Development and Economic Educations Research 1, no. 2 (December 3, 2020): 103–8. http://dx.doi.org/10.32616/jbr.v1i2.225.
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The objectives of this study are: 1) to describe the characteristics of successful and unsuccessful organizations with regard to culture and its changes. 2) Describe the approach to internal and external variables of organizational elements that can be studied and can be used to predict organizational effectiveness. 3) Describe how the new form of organization, with regard to the concept of cultural strength. This study uses a qualitative approach examining cultural phenomena conducted through field studies and literature studies. Data were collected using literature study techniques and documentation studies. Secondary data source used. Data were analyzed using qualitative data analysis approaches and techniques. From the discussion it can be concluded that: 1) The characteristics of a successful organization have a strong and unique culture, including those that can enhance the organizational subculture. Organizations that fail have different work cultures, and past cultures prevent organizations from adapting to changing environments. 2) The internal variable approach assumes that culture is one of the organizational elements that can be studied and can be used to predict organizational effectiveness. Likewise, the external variable approach considers culture as a force outside the organization, such as a larger national cultural norm. 3) In the new organizational form, the concept of cultural power becomes very important. For example, we now see many "virtual" organizations with social networks, whose members rarely interact face-to-face and apply their culture to cyberspace. Even in this virtual organization, when groups make rules about position, or when members of certain organizations develop strength and status through interactions, it is also interesting how to shape the culture of the interactions.
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Malik, Kamna, and D. P. Goyal. "Organizational Environment and Information Systems." Vikalpa: The Journal for Decision Makers 28, no. 1 (January 2003): 61–74. http://dx.doi.org/10.1177/0256090920030105.
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The convergence of information technologies has opened new vistas of opportunities as well as risks for organizations. Organization structure, controls, and management have all witnessed a sea change with their information systems (IS) becoming technology driven. IS is seen as a strategic tool that must be watched carefully in order to lead to corporate vision. For the first users, IS may bring competitive advantage but, for most, it becomes a need for survival. To sustain in this dynamic environment, executives need to be on all- time-alert to make sure that they do not lag behind competition. A study of best-run organizations indicates that to keep business and IS aligned, they have highly collaborative behaviour as well as well-defined policy for evaluating IS. This paper suggests an ACE Model – a 3-ring model, comprising of processes to (A)dapt, (C)ollaborate and (E)valuate, in order to establish and evaluate organizational effectiveness for improved IS effectiveness in the organizations. At the core is the need to cultivate a culture to adapt the latest tools and techniques for higher end use. Next, the people must collaborate and work in teams for faster and beneficial plans and implementation. Finally, a well-defined process for constant monitoring and refinements of the plans is required. The rings signify continuity of the three processes. These processes should not be triggered at specific intervals. Rather, these must be imbibed in the culture of the organization so that the employees breathe in and breathe out the same thoughts and execute them together. The model offers a simple, flexible, and modular approach to assess organization's environment for IS effectiveness on a 5-point scale. This paper highlights the following issues: There is a need for IS evaluation vis-a-vis organizational environment. In order to realize value from IT, it is worthwhile to analyse and ensure an effective environment in the organization that is conducive to change of technology and systems. This can ensure alignment of organization, its purpose, employees, functions, and stakeholders. Irrespective of the technologies in use, organizational evaluation process must be an indicator of contribution of IS towards growth or sustenance of business though the opponents of IS evaluation may like to conclude this as infeasible on the ground that IS benefits are largely intangible and hence unquantifiable. The findings of this study can help the business organizations in identifying and improving the environment for cultivating IS in their organizations. It is recommended to have more software tools for decision-making and information analysis so that the spending on IT can be utilized better. Decision makers can deploy the suggested model on their intranets to keep a constant watch on the culture of the organization and act accordingly in order to keep the effectiveness index to the highest level.
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Rana, Geeta, Renu Rastogi, and Pooja Garg. "Work Values and Its Impact on Managerial Effectiveness: A Relationship Study in Indian Context." Vision: The Journal of Business Perspective 20, no. 4 (December 2016): 300–311. http://dx.doi.org/10.1177/0972262916668713.
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Competent managers are very important assets to any organization as they drive it to success through the challenges of global competition. Managerial effectiveness has gained much research attention in recent years due to its importance to the organization as a whole. The purpose of this study is to test the impact of work values on managerial effectiveness in Indian organizations. To this end, a survey was conducted on a sample of 300 managers working in different organizations in India. The article employs factor analysis, Pearson’s r and step-wise multiple regression analysis to determine the effect of work values on managerial effectiveness. Findings indicate that work values have a positive and significant relationship with managerial effectiveness. The study provides valuable implications for practitioners and researchers by providing a deep understanding of the relationship between work values and managerial effectiveness, and between the dimensions and aspects of the two constructs. Practitioners could use the findings of the study to identify which work values influence managerial effectiveness most and work towards incorporating those values in the organizational culture.
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Bezzina, Frank, David Baldacchino, and Vincent Cassar. "Relating Knowledge Management Enablers, Knowledge Management Processes, and Organizational Effectiveness." International Journal of Knowledge Management 16, no. 4 (October 2020): 109–24. http://dx.doi.org/10.4018/ijkm.2020100106.
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This study investigates the relationship between knowledge management (KM) enablers (aspects of organizational structure, learning, strategy, transformational leadership, and information technology) and organizational effectiveness. It also examines the mediating role of KM processes (knowledge creation, knowledge organization, knowledge application, and knowledge protection). Using a web-based questionnaire and the responses from 201 organizations in the Maltese Pharmaceutical Sector, structural equation modelling revealed that various KM enablers produced direct effects on KM processes, and in turn, two KM processes produced direct effects on organizational effectiveness and also mediated the relationship between some KM enablers and organizational effectiveness. This study contributes towards a better understanding of specific aspects of the KM phenomenon and provides several implications that could better assist the management of knowledge to enhance organizational effectiveness.