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Tesis sobre el tema "Organisational effectiveness"

Autor: Grafiati

Publicado: 4 de junio de 2021

Última modificación: 25 de julio de 2025

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1

Denton, John. "Organisational learning and organisational effectiveness in five major manufacturing companies." Thesis, Royal Holloway, University of London, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285451.

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2

Argyropoulou, Maria. "Information systems' effectiveness and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.

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For many years researchers have been troubled with the evaluation of Information Systems (IS) concluding to a lack of understanding as to the time, methods and tools for measuring the impact of IS on organisational performance. Motivated by this lacuna in the literature, this thesis explored the relationship between Information Systems’ Effectiveness and Organisational Performance. The theoretical framework is based on the Delone and McLean’s (D&M) IS success model which is widely adopted in the IS research. Based on a comprehensive literature review on the older and more recent studies the re

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3

Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.

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Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers

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4

Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.

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Thesis (MA) -- University of Stellenbosch, 2000.<br>ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is wides

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5

Rankonyana, Lawrence. "An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96698.

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Thesis (MPA)--Stellenbosch University, 2015.<br>ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, mana

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6

Shin, Jaejoon. "Dilemmas of cultural values and organisational effectiveness." Thesis, University of Cambridge, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368606.

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7

Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.

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Thesis (MBA)--Stellenbosch University, 2001.<br>Organisations find themselves in a challenging and changing environment. The focus of the study is to use the Marden diagnostic model of change management as a guide to transform organisations in order to meet competitive challenges of changing market conditions. The first half of the study underlines the need for organisations to stay in a mode of constant change. It explains the systems approach to organisational change that is prescribed by the Marden diagnostic model of change. The change process is initiated by focusing the organisati

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8

Veloen, Monita. "The influence of paternalistic leadership on organisational commitment and organisational citizenship behaviour at selected organisations in the Western Cape Province." Thesis, University of the Western Cape, 2016. http://hdl.handle.net/11394/5274.

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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisat

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9

Connell, Michael F. "An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99581/1/Michael_Connell_Thesis.pdf.

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In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based goals. Findings are drawn from simultaneous case studies conducted over three years in two companies, one public and private. Based on the position that corporations are moral agents, a theoretical framework is developed and validated, which explains how effectiveness and goals are interrelated but separate constructs dependent on the common good of the organisation for their achievement. The thesis therefore provides a basis

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10

Koigi, Alice Nyambura. "Improving organisational effectiveness of public enterprises in Kenya." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1316.

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To achieve effectiveness and efficiency in public enterprises, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan public sector since 2003. The public enterprises in Kenya, like in most countries in Sub-Saharan Africa, have been characterised by slow and bureaucratic processes that retard organisational performance. Employees and managers in these enterprises have been perceived as not performing as they should. Kenyan public enterprises are important to the economy

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11

Mootheril, Feeba, and feeba m@gmail com. "Achieving Organisational Effectiveness with B2E E-business Model." RMIT University. Business Information Technology, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20081029.162232.

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This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory;

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12

Mathew, Jossy. "Organisational culture and effectiveness : a three perspective analysis." Thesis, Cardiff University, 2008. http://eprints.mdx.ac.uk/9137/.

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Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge-intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisati

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13

Messaris, Annette. "The role of leadership style and organisational structure in organisational effectiveness: a case study." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/54452.

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This research explores the role leadership style and organisational structure play in organisational effectiveness. Organisational effectiveness is one of the more complex terms to define although essential to understand in order for an organisation to grow and develop. A small to medium wine sales and distribution organisation, its leadership style and organisational structure were chosen as a focus of this case study. Organisational effectiveness in this study is understood by the terms growth and development using the Greiner Theory of Evolution and Revolution (1983). The literature explore

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14

Paul, Stephanie. "Determining the impact of emotional intelligence on organisational effectiveness." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/591.

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Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. Thi

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15

Küppers, Tanja. "Role of organisational culture when shaping a shared service organisation into a lean system." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4431/.

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The importance of managing organisational culture for the sustainable implementation of lean systems in shared services is of increasing interest to researchers and practitioners. The current state of research demonstrates that companies have failed to establish a sustainable lean system with a virtuous continuous cycle of improvements. People and conflicting organisational cultures are conceived as the predominant reasons for lean failures. This study explains and explores the interdependencies of organisational culture and lean systems in captive shared services with regard to their potentia

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16

Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.

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In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and

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17

Farquharson, Kathleen. "An evaluation of the effectiveness of an HIV." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5858.

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18

Kahn, Susan Rachel. "The role of anger in managerial effectiveness." Master's thesis, University of Cape Town, 1986. http://hdl.handle.net/11427/14397.

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Bibliography: leaves 194-227.<br>The aim of this study was to investigate the role of anger on managerial effectiveness. To this end, a sample of male managers in a South African financial organisation completed questionnaires on the experience of anger, the expression of anger, and Type A behaviour. Managerial effectiveness was assessed in terms of the behavioural dimensions of the organisation's assessment centre and performance appraisal, as well as a managerial achievement quotient. A factor analysis computed separately for the 11 assessment centre dimensions and the 11 performance apprais

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19

Albrecht, Simon L. "The dimensions and consequences of trust in senior management." Thesis, Curtin University, 2001. http://hdl.handle.net/20.500.11937/917.

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Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature and the results of pilot studies, a six dimensional model of trust in senior management - consisting of dispositional, cognitive, affective, social and behavioural intent dimensions - was tested using confirmatory factor analysis (n = 416). The result

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20

Smith, Brian D. "The effectiveness of marketing strategy making processes in medical markets." Thesis, Cranfield University, 2003. http://hdl.handle.net/1826/1123.

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This thesis contributes to the understanding of the effectiveness of marketing strategy making processes. It examines how such effectiveness is contingent upon the internal and external environments in which the process operates and, therefore, how the requisite process is contingent upon its organisational and market context. It builds on the fields of strategy content and strategy process and of organisational effectiveness, organisational culture and organisation theory. It tests and develops Burrell and Morgan’s congruency hypotheses as an explanation of the effectiveness of marketing stra

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21

Mesani, Anele. "How organisational behaviour is influenced in an acquired firm." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/9925.

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In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perce

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22

Dove, Jean Tracy. "Establishing effective organisational coaching strategies." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/496.

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To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study wa

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23

Boyce, Lavinia. "Impact of shift working on organisational effectiveness in policing." Thesis, Queen's University Belfast, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.534637.

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24

Noor, Rechard. "A systems approach to decentralising power for organisational effectiveness." Master's thesis, University of Cape Town, 1997. http://hdl.handle.net/11427/9496.

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Bibliography: leaves 105-106.<br>Organisational effectiveness has become more and more of a prerequisite in today's demanding and ever changing business environment. The democratisation of our country and mobilisation of unions whose demands includes the implementation of workplace forums has given rise to the need for business to re-evaluate the way management practices and decisions are being carried out. These demands have placed a significant strain on our company, Howden Air Industries, the company under review. The company has been through turbulent times during the past three years with

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25

Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/1092.

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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational ef

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26

Meintjies, Jean. "The influence of organisational climate on job performance." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.

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Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive

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27

Whittal, Daryl James. "An assessment of organisational change at S.P. Metal Forgings Uitenhage." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1017559.

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The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understandin

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28

Papadimitriou, Dimitra A. "The organisational effectiveness of Greek national sports organisations : an empirical application of the multiple constituency approach." Thesis, University of Sheffield, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324350.

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29

Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Curtin University of Technology, Curtin Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=18868.

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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational ef

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30

Mok, Wee Piak. "Exploring organisational learning and knowledge management factors underlying innovation effectiveness." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/13561.

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Innovation is widely seen as a basis for competition and knowledge plays a key role in underlying its effectiveness in the present economy which is knowledge-based. The innovation process is highly complex and uncertain; it is fraught with ambiguity, risks, errors and failures. How organisations respond to these downsides is not well reflected in the literature. They are often placed in a black box and left empirically unexplored. This researcher attempts to penetrate this box with an exploratory empirical study consisting of two research phases rooted in positivism. In Phase 1, a questionnair

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31

Malherbe, Johann. "Investigating the relationship between transformational leadership style and organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5534.

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Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new global economy

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32

Bond, Kevin P. "The organisational effectiveness of policing in an age of complexity." Thesis, Aston University, 1988. http://publications.aston.ac.uk/12181/.

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33

Scott, Margaret Ann. "Organisational factors that drive fundraising effectiveness in Australian health charities." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/74880/1/Margaret_Scott_Thesis.pdf.

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This research sought to explore organisational factors that drive successful fundraising. Drawing on Strategic Management theory, this qualitative study examined the key intraorganisational factors that organisations develop to be effective at fundraising within the context of extraorganisational factors that can affect fundraising effectiveness. In this way, it helps build a fundraising effectiveness theory. The findings from this study afford leaders of nonprofits an opportunity to reflect on their reasons for pursuing fundraising as an income stream, their level of understanding of fundr

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34

Caley, L. "Fostering the effectiveness of work-related learning." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324203.

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35

Raghubeer, Sandhia. "Firm Financial Performance in The Global 1000: Does Human Capital Effectiveness Matter?" Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/29286.

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Organisations worldwide spend a substantial proportion of revenue on salaries and benefits (compensation) as an investment in employees who are regarded as human capital. The justification behind this investment is the theoretical assertion that investments in human capital predict financial performance but empirical support for this relationship is limited. The present study contributes to the extant literature by examining the relationship between human capital effectiveness (HCE) and financial performance. A further contribution of the research is to consider alternative criteria of financi

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36

Pollanen, Raili M. "Budgetary criteria in performance evaluation and organizational effectiveness in the public sector : an empirical investigation in Ontario colleges and universities." Thesis, Lancaster University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337554.

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37

Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.

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A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The d

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38

Coomer, Karen. "Work ability as a risk marker of employee health and organisational effectiveness in four UK manufacturing organisations." Thesis, University of Nottingham, 2017. http://eprints.nottingham.ac.uk/44382/.

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Work ability (WA) concerns a worker’s capacity to manage their job demands in relation to their physical and psychological resources. Over the last decade, the WA construct and its associated measurement instrument, the Work Ability Index (WAI), have become established within occupational health practice in several countries, particularly within Scandinavia. One consequence of this is that occupational health researchers have begun to utilise WA in the prediction of worker health and operational effectiveness outcomes. Anecdotal evidence suggests that occupational health professionals in the U

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39

Colyer, Suzanne Verrall. "A study of organisational effectiveness in local government recreation services in Western Australia." Thesis, Curtin University, 1993. http://hdl.handle.net/20.500.11937/1048.

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The notion of leisure is subjective and contradictory, therefore attempts to organise, manage and measure leisure experiences may be described as paradoxical. The evaluation of recreation and leisure services has been focused on performance indicators associated with specific programmes and facilities. At a macro level, evaluation from the broader perspectives of organisational effectiveness and leisure theory is a neglected area of research. This study examines a model of organisational effectiveness criteria as a way of exploring the "leisure management paradox" in local government recreatio

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40

Chetty, Sandy-Lee. "The influence of leadership on the organisational effectiveness of SAPS precincts." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1590.

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Public institutions have the responsibility to deliver various services to the public in the most effective and efficient manner. In South Africa, many public sector reforms were instituted after 1994. The main reasons for these reforms were to improve the access of the historically disadvantaged to public services, to increase efficiencies, to reduce costs and to reduce public debt. Despite improvements to the policy framework that underpins service delivery by the public sector, however, there are still many challenges in the delivery of public services. An improved public policy to deliver

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41

Mathew, Jossy. "Three perspective analysis of the relationship between organisational culture and effectiveness." Thesis, Cardiff University, 2008. http://orca.cf.ac.uk/55781/.

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Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge- intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisat

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42

Al-Shammari, Minwir Mallouh. "An analysis of organisational climate and effectiveness in Jordanian industrial companies." Thesis, University of Glasgow, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.283708.

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43

Lycett, Peter. "An exploration of organisational effectiveness in a college of further education." Thesis, Bournemouth University, 2003. http://eprints.bournemouth.ac.uk/10310/.

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This thesis explores organisational effectiveness in a college of further education using a multiple constituency model and acknowledges the central position of organisational learning and leadership. Prior to the commencement of the research the college had received a damning inspection report which categorised it as a failing college. Considerable managerial restructuring had taken place with five principals in four years. In addition, the college had financial difficulties and a poor image in the local media. Taking a largely qualitative research paradigm, mixed methods including ethnograph

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44

Burton, Elissa J. "Organisational effectiveness in selected grass roots sport clubs in Western Australia." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/11.

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Grass roots sport clubs are the foundation for sport in Australia, they cater for mass participation across all ages and are predominantly managed by volunteers. The benefits of being involved in sport and in particular a sport club, both from a health and social capital perspective are well documented (Houlihan & Green, 2006; Hoye & Nicholson, 2008; Stewart, Nicholson, Smith, & Westerbeek, 2004). Australian governments at every level, provide funding for sport to support these benefits and often directly to sport clubs. Yet there is little published research on what makes a grass roots sport

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45

Appavou, Aelander. "Effectiveness of selection committees in making employment equity appointments at the Health Science Faculty." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5847.

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Includes bibliographical references.<br>This research investigates the success of selection committees, at the Faculty of Health Sciences, University of Cape Town in making employement equity appointments since 1998/1999 to 2004. The focus is on the effectiveness of new procedures that have been integrated in the selection process of the faculty, since 1998/1999 to ensure employment actions appointments. An applied form of programme evaluation, process evalutaion, supported the theoretical framework of the study.

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46

Ross, Kedisaletse Doreen. "Organisational climate, organisational practices and service delivery in a local government / Kedisaletse Doreen Ross." Thesis, North-West University, 2009. http://hdl.handle.net/10394/4299.

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The success of any organisation depends on its ability to adapt to an ever-changing environment. In order to be able to adapt, an organisation needs visionary leadership, a management team that is passionate, professional and entrepreneurial, and employees that are engaged. With the right strategies, organisational practices and management the hidden value of an organisation can be unlocked. The traditional hierarchies in the organisation can be broken down in order to empower management teams to be more entrepreneurial. The right organisational climate should also be created to unleash potent

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Knight-Turvey, Neal E. "Linking high commitment practices with organisationally relevant outcomes : investigations at the individual group and organisational levels of analysis /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18650.pdf.

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De, Gersigny Simone. "Determining the effectiveness of the HERS-SA Academy using the Kirkpatrick framework of training evaluation." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5854.

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Includes bibliographical references (leaves 76-86).<br>The research evaluated the outcomes of Higher Education Resource Service South Africa (HERS-SA) Academy using the Kirkpatrick (1996a) framework of training evaluation. The study used a three-stage research design to evaluate Academy outcomes in tenns of the reactions, learning and behaviour levels of the Kirkpatrick (1996a) framework. Two main findings emerged from the research: (1) the reactions and learning outcomes of the Academy are successful while the behaviour outcomes are only partially successful, and (2) increased confidence and

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Scahill, Shane L. "Exploring the nature of the relationship between organisational culture and organisational effectiveness within six New Zealand community-based pharmacies." Thesis, University of Auckland, 2012. http://hdl.handle.net/2292/16781.

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This study set out to explore the nature of the relationship between organisational culture (OC) and organisational effectiveness (OE) within six New Zealand community-based pharmacies. Internationally, community pharmacy is under pressure to integrate within the rest of primary care, and to ‘reprofessionalise’ through role extension via the provision of enhanced clinical services. A previous New Zealand organisational climate study identified that pharmacist attitudes and behaviours are barriers to implementing a policy-aligned vision. This climate study provided the impetus for the in-

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Albrecht, Simon L. "The dimensions and consequences of trust in senior management." Curtin University of Technology, School of Psychology, 2001. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=13109.

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Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature and the results of pilot studies, a six dimensional model of trust in senior management - consisting of dispositional, cognitive, affective, social and behavioural intent dimensions - was tested using confirmatory factor analysis (n = 416). The result

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