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Books on the topic 'Organizational outcome'

Author: Grafiati
Published: 4 June 2021
Last updated: 30 January 2023

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1

Firstenberg, Iris R. (Iris Rubinstein), 1957- author, ed. Extraordinary outcome: Shaping an otherwise unpredictable future. John Wiley & Sons, Inc., 2014.

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2

Everson, Jane M. Person-centered planning and outcome management: Mazimizing organizational effectiveneess in supporting quality lifestyles among people with disabilities. Habilitative Management Consultants, 1999.

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3

Evaluating health interventions: An introduction to evaluation of health treatments, services, policies, and organizational interventions. Open University Press, 1998.

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4

H, Hall Richard. Organizations: Structures, processes and outcomes. 5th ed. Prentice-Hall, 1991.

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5

H, Hall Richard. Organizations: Structures, processes, and outcomes. 9th ed. Prentice Hall, 2005.

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6

Hall, Richard H. Organizations: Structures, processes and outcomes. 6th ed. Prentice-Hall, 1996.

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7

Marsh, T. W. The influence of personality on organizational outcome: An investigation of a general disposition to satisfaction and commitment,`Big Five' theory and congruence. UMIST, 1993.

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8

1949-, Walburg Jan, ed. Performance management in health care: Improving patient outcomes : an integrated approach. Routledge, 2006.

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9

Exemplary professional practice: Criteria for nursing excellence. 2nd ed. American Nurses Credentialing Center, 2014.

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10

Karadağ, Engin, ed. Leadership and Organizational Outcomes. Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-14908-0.

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11

McGillis, Hall Linda, ed. Quality work environments for nurse and patient safety. Jones and Bartlett Publishers, 2005.

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12

Walburg, Jan. Performance management in healthcare: Improving patient outcomes : an integrated approach. Routledge, 2006.

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13

H, Hall Richard. Organizations: Structures, processes, and outcomes. Pearson Prentice Hall, 2009.

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14

H, Hall Richard. Organizations: Structures, processes, and outcomes. 5th ed. Prentice Hall, 1991.

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15

Organizations: Structures, processes, and outcomes. 7th ed. Prentice Hall, 1999.

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H, Hall Richard. Organizations: Structures, processes, and outcomes. 6th ed. Prentice Hall, 1996.

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H, Hall Richard. Organizations: Structures, processes, and outcomes. 4th ed. Prentice-Hall, 1987.

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18

Leap of reason: Managing to outcomes in an era of scarcity. Venture Philanthropy Partners, 2011.

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19

Cappelli, Peter. Computers, work organization, and wage outcomes. National Bureau of Economic Research, 2000.

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20

1945-, Duffy Jo Ann, and Kohers Gerald 1965-, eds. Benchmarking for hospitals: Achieving best-in-class performance without having to reinvent the wheel. ASQ Quality Press, 2008.

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21

Spady, William G. Outcome-based education. Australian Curriculum Studies Association, 1993.

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22

Gallery, Michael E. Outcomes, performance, structure (OPS): Three keys to organizational excellence. ASQ Quality Press, 2014.

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23

Essentials for the improvement of healthcare using Lean & Six Sigma. Productivity Press, 2011.

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24

Sanders, Betsy. Fabled service: Ordinary acts, extraordinary outcomes. Jossey-Bass Publishers, 1997.

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25

Outcome and process concerns in organizational dispute resolution. American Bar Foundation, 1991.

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26

Lind, Allan E., Crol T. Kulik, Maureen Ambrose, and Maria De Vera Park. Outcome and Process Concerns in Organizational Dispute Resolution/9109. Amer Bar Foundation, 1992.

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27

Forum, Evaluation, ed. Managing the transition to outcome-based planning and evaluation. Evaluation Forum, 1991.

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28

Sarkar, Soumodip. Innovation, Market Archetypes and Outcome. Springer, 2008.

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Sarkar, Soumodip. Innovation, Market Archetypes and Outcome: An Integrated Framework. Sarkar Soumodip, 2010.

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30

Innovation, Market Archetypes and Outcome: An Integrated Framework. Physica-Verlag Heidelberg, 2007.

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31

Sarkar, Soumodip. Innovation, Market Archetypes and Outcome: An Integrated Framework. Springer London, Limited, 2007.

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32

Reid, Dennis H., and Jane M. Everson. Person-Centered Planning and Outcome Management: Maximizing Organizational Effectiveness in Supporting Quality Lifestyles Among People with Disabiliti. Habilitative Management Consultants, 1999.

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33

Worth, William Frederick. THE EFFECTS OF ORGANIZATIONAL CLIMATE AND LEARNER MOTIVATION ON THE OUTCOME OF A HOSPITAL TRAINING PROGRAM. 1991.

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34

Kulik, Carol T., and Isabel Metz. Women at the Top. Edited by Michael A. Hitt. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780199935406.013.7.

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There is now an international agenda to increase women’s representation at the top of organizations. This agenda is driven in part by a business case arguing that gender diversity brings value, particularly economic value, to organizations. In this article, we review the empirical evidence linking women’s representation in senior leadership roles to countable, verifiable organizational outcomes (e.g., organizational financial performance, practices, and demographics). We consider women’s impact when they are CEOs, directors on corporate boards, members of the top management team, and managers. We conclude that women at the top have an impact on organizational outcomes, but this impact is more visible on organizational practices and organizational demography than on financial performance. We recommend that researchers studying the gender-performance link at the organizational level make their theoretical perspectives explicit, distinguish among mediating mechanisms, be selective in their outcome choices, and increase their emphasis on contextual moderators.
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35

Kulik, Carol T., and Isabel Metz. Women at the Top. Edited by Michael A. Hitt, Susan E. Jackson, Salvador Carmona, Leonard Bierman, Christina E. Shalley, and Douglas Michael Wright. Oxford University Press, 2015. http://dx.doi.org/10.1093/oxfordhb/9780190650230.013.7.

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Abstract:
There is now an international agenda to increase women’s representation at the top of organizations. This agenda is driven in part by a business case arguing that gender diversity brings value, particularly economic value, to organizations. In this article, we review the empirical evidence linking women’s representation in senior leadership roles to countable, verifiable organizational outcomes (e.g., organizational financial performance, practices, and demographics). We consider women’s impact when they are CEOs, directors on corporate boards, members of the top management team, and managers. We conclude that women at the top have an impact on organizational outcomes, but this impact is more visible on organizational practices and organizational demography than on financial performance. We recommend that researchers studying the gender-performance link at the organizational level make their theoretical perspectives explicit, distinguish among mediating mechanisms, be selective in their outcome choices, and increase their emphasis on contextual moderators.
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36

Bridging The Evidence Gap In Obesity Prevention A Framework To Inform Decision Making. National Academies Press, 2010.

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37

Reiter-Palmon, Roni, and Mackenzie Harms. Team Creativity and Innovation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780190222093.003.0001.

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For the past two decades, creativity and innovation have been viewed by researchers as critical to organizational success and survival. Understanding the factors that facilitate or inhibit creativity and innovation at the individual level has been the focus of much of the research in the area. In recent years, research in organizational psychology and management has focused on understanding creativity and innovation in teams. However, while earlier work on teams and creativity focused on the team as a context variable, and individual creativity as the outcome, more recent research emphasizes creativity as the outcome. This chapter provides an overview of the state of research and practice as it relates to team creativity and innovation in organizations.
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38

1949-, Walburg Jan, ed. Performance management in healthcare: Improving patient outcomes : an integrated approach. Routledge, 2005.

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39

Brand, Caroline A., and Ilana N. Ackerman. Delivery (organization and outcome). Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199668847.003.0036.

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This chapter considers the organization and delivery of care for osteoarthritis (OA) within the broader context of chronic condition management, and with a specific focus on the current OA literature. It describes factors that have influenced healthcare reforms for people with chronic conditions such as OA, and the development and characteristics of chronic condition models of care. The chapter also examines existing models of care for OA, which are commonly multidisciplinary in nature and situated within primary care, community care, or secondary/tertiary care settings. It summarizes current evidence for the effectiveness and cost-effectiveness of OA models of care, acknowledging that limited data are available regarding access and efficiency outcomes. Barriers to the successful development, implementation, and sustainability of OA models of care are discussed, as well as enablers that could facilitate the success of models of care. The chapter also presents points to consider when planning the implementation and evaluation of models of care, such as the development of a program logic, use of theoretical models or frameworks, and careful selection of appropriate research designs (including mixed-methods approaches). Finally, it considers future challenges for OA models of care, particularly the rise of multi-morbidity among patient populations that will necessitate integrated chronic condition management rather than stand-alone OA services. Future models of care may require the design of specific OA modules that can be integrated with generic chronic condition models that address risk behaviour modification and optimize self-management and mental health outcomes.
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40

Changing Organizations: A Meta-Analysis of Change Implementation Strategies' Effects on Organizational Outcomes. Storming Media, 2001.

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41

H, Hall Richard. Organizations: Structures, processes and outcomes. 4th ed. Prentice Hall, 1987.

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42

Hall, Richard H. Organizations: Structures, Processes, and Outcomes. 6th ed. Prentice Hall College Div, 1995.

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43

Hall, Richard H. Organizations: Structures, Processes, and Outcomes. Prentice Hall College Div, 1995.

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44

Tolbert, Pamela S., and Hall Richard H. Organizations: Structures, Processes and Outcomes. Taylor & Francis Group, 2015.

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45

Tolbert, Pamela S., and Hall Richard H. Organizations: Structures, Processes and Outcomes. Taylor & Francis Group, 2018.

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46

Tolbert, Pamela S., and Hall Richard H. Organizations: Structures, Processes and Outcomes. Taylor & Francis Group, 2015.

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47

Tolbert, Pamela S., and Hall Richard H. Organizations: Structures, Processes and Outcomes. Taylor & Francis Group, 2015.

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48

Tolbert, Pamela S., and Hall Richard H. Organizations: Structures, Processes and Outcomes. Taylor & Francis Group, 2015.

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49

Howell, Simon J. Clinical trial designs in anaesthesia. Edited by Jonathan G. Hardman. Oxford University Press, 2017. http://dx.doi.org/10.1093/med/9780199642045.003.0030.

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A clinical trial is a research study that assigns people or groups to different interventions and compares the impact of these on health outcomes. This chapter examines the design and delivery of clinical trials in anaesthesia and perioperative medicine covering the issues outlined below. The features of a high-quality clinical trial include well-defined inclusion and exclusion criteria, a control group, randomization, and blinding. Outcome measures may be broadly divided into counting the number of people who experience an outcome and taking measurements on people. The outcome measures selected for a clinical trial reflect the purpose of the study and may include ‘true’ clinical measures such as major postoperative complications or surrogate measures such as the results of a biochemical test. Outcome measures may be combined in a composite outcome. Assessment of health-related quality of life using a tool such as the SF-36 questionnaire is an important aspect of many clinical trials in its own right and also informs the economic analyses that may be embedded in a trial. Determining the number for recruits needed for a clinical trial requires both clinical and statistical insight and judgement. The analysis of a clinical trial requires a similarly sophisticated approach that takes into account the objectives of the study and balances the need for appropriate subgroup analyses with the risk of false-positive results. The safe and effective management of a clinical trial requires rigorous organizational discipline and an understanding of the ethical and regulatory structures that govern clinical research.
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50

Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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