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1
Nwanzu, Chiyem Lucky, and Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem." Sustainability 11, no. 12 (June 22, 2019): 3440. http://dx.doi.org/10.3390/su11123440.
Testo completoAbstract (sommario):
This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.
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Abraham, Jovita Elizabeth, Donald Crestofel Lantu, and Say Keat Ooi. "ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL." International Journal of Education, Psychology and Counseling 7, no. 47 (September 1, 2022): 137–47. http://dx.doi.org/10.35631/ijepc.747013.
Testo completoAbstract (sommario):
Research found that it is common for non-profit organisation to be strongly led, yet under-managed, which is shown through the existence of ineffective organisational practices. According to Service Chain Model, ineffective organisational practices affect employee satisfaction and commitment that subsequently influencing employees’ retention and employees’ behaviour. A low employee satisfaction and commitment could unfavourably affect quality of service provided, customer satisfaction and loyalty, and eventually affecting organisational growth. Based on this underpinning problem, this case study aims to demonstrate the relationship between ineffective organisational practices and employee’s satisfaction and commitment. Additionally, this paper demonstrates methodological process in identifying ineffective organisational practices using McKinsey 7S Model. Overall, knowing organisation’s ineffective elements can help the organisation to plan the required improvement plans.
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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, no. 10 (January 12, 2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.
Testo completoAbstract (sommario):
This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.
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Ambrož, Milan, and Martina Praprotnik. "Organisational Effectiveness and Customer Satisfaction." Organizacija 41, no. 5 (September 1, 2008): 161–73. http://dx.doi.org/10.2478/v10051-008-0018-2.
Testo completoAbstract (sommario):
Organisational Effectiveness and Customer SatisfactionThis paper presents a test of the relationship between organizational culture as a crucial indicator of organizational effectiveness and customer satisfaction using service-unit data from two health resorts. Ensuring survival of the service organisation in the long run requires adaptations which are oriented towards achieving maximum customer satisfaction. This study intended to unveil the effect organisational factors have on customer service orientation from the customer and employee point of view within a two health resort service setting. The finding suggests that when trying to predict the comparative degree which organisational effectiveness factors have in satisfying customers' needs, performance, adaptability and mission can be of the highest importance. Some effects like performance were uniform for employees and customers, while others varied depending on the organisation and the customer or employee group. Furthermore, findings suggest that service performance and organisation mission of the service organisation predict customer satisfaction based on established and proven health services. In this context there is no room for innovation, despite the fact that employees and customers do not share similar views about the impact of organisational effectiveness. Developing an effective service organisation can provide a competitive advantage to the organisation. Critical for the success of the service organisation is that organisational agents have a clear view of the existing organisation effectiveness and a clear view of the customer expectations in this area.
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Bieńkowska, Agnieszka. "Controlling Effectiveness Model — empirical research results regarding the influence of controlling on organisational performance." Engineering Management in Production and Services 12, no. 3 (October 15, 2020): 28–42. http://dx.doi.org/10.2478/emj-2020-0017.
Testo completoAbstract (sommario):
AbstractThe article aims to explain how controlling influences an organisation as a whole, considering the job performance of employees and managers. It describes the development and verification of the Controlling Effectiveness Model, which characterises the impact, the place of each variable and the direction of each relationship in the effort to shape organisational performance. The hypothesis was verified with the help of empirical research, which was conducted with 264 organisations operating in Poland. The survey took place in October 2019. The authors of the article used the CAWI method. Efforts had been made to ensure a diversified research sample encompassing various organisational characteristics. The exploratory and confirmatory factor analysis and the sequentially mediated regression model were used to verify the hypothesis. The empirical research allowed confirming a statistically significant indirect impact of the quality of controlling on organisational performance. This relationship depends on the job performance of managers and employees. The analysis of the impact made by controlling on the job performance of employees and managers as we as the organisational performance resulted in a mediation model (the Controlling Effectiveness Model) and confirmed the effect of controlling on organisational performance through the impact on job performance of managers and employees. The article has practical implications. The organisations that decide to implement controlling should focus on the quality of this management support method. It is not enough to simply implement controlling as organisations need to ensure the correct implementation. In this context, it is also relevant to properly shape functional, organisational and instrumental controlling solutions (tailored to the characteristics of the organisation as a whole, as well as to the environmental conditions, under which the organisation operates), which determine the quality of controlling.
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Raghunath, K. Madhu Kishore, and S. L. Tulasi Devi. "Effectiveness of Risk Assessment Models in Business Decisions." International Journal of Sociotechnology and Knowledge Development 10, no. 2 (April 2018): 35–53. http://dx.doi.org/10.4018/ijskd.2018040103.
Testo completoAbstract (sommario):
Survival being the rationale for every organisation, there are infinite dynamics which contribute to every organisations growth and survival. Weighing in all the dynamics available, if organisations have to contemplate on the one which acts as catalyst for ultimate survival it is business decision making process. Risk is an inherent ailment that exacerbates organisational decision making ever since the dawn of industrialization, with their reach proliferating ever since. In the present article, the authors articulate the effectiveness of risk assessment models on key business decisions to testify how risk models operate in isolation and when combined together. Authors also analyse the significant effect risk models have on business decision, which serves as justification for organisational efficiency.
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Iyamu, Tiko, and Leshoto Mphahlele. "The impact of organisational structure on enterprise architecture deployment." Journal of Systems and Information Technology 16, no. 1 (March 4, 2014): 2–19. http://dx.doi.org/10.1108/jsit-04-2013-0010.
Testo completoAbstract (sommario):
Purpose – In many organisations, the alignment between information technology (IT) and business is viewed as an important catalyst for the organisation's effectiveness and efficiency towards achieving a competitive advantage. Yet, a shared understanding between business and IT (the EA included) remains an issue in many organisations. The organisational structure affects the alignment between business and IT units. Conversely, a lack of alignment of both components (IT and business units) impedes organisations' capacity to increase and improve their productivity. Many studies have been conducted in the area of IT, EA and the organisational structure. There is, however, little evidence of work conducted in exploring the interface between organisational structure and EA prior to this study. The paper aims to discuss these issues. Design/methodology/approach – A case-study research approach was employed to investigate the impact of organisational structure in the deployment of EA in organisations. Qualitative data were collected through semi-structure technique. The analysis was carried out, using structuration theory. Findings – The magnified data revealed some of unforeseen factors impeding the success of the EA deployment in the organisation. Originality/value – The work is original, and it has not been submitted or published anywhere else.
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Chipangura, Paul, Dewald van Niekerk, Fortune Mangara, and Annegrace Zembe. "Organisational vulnerability: exploring the pathways." Disaster Prevention and Management: An International Journal 33, no. 6 (June 7, 2024): 16–29. http://dx.doi.org/10.1108/dpm-03-2024-0065.
Testo completoAbstract (sommario):
PurposeThis study aimed to address the underexplored domain of organisational vulnerability, with a specific focus on understanding how vulnerability is understood in organisations and the underlying pathways leading to vulnerability.Design/methodology/approachThis study utilised a narrative literature review methodology, using Google Scholar as the primary source, to analyse the concepts of organisational vulnerability in the context of disaster risk studies. The review focused on relevant documents published between the years 2000 and 2022.FindingsThe analysis highlights the multifaceted nature of organisational vulnerability, which arises from both inherent weaknesses within the organisation and external risks that expose it to potential hazards. The inherent weaknesses are rooted in internal vulnerability pathways such as organisational culture, managerial ignorance, human resources, and communication weaknesses that compromise the organisation’s resilience. The external dimension of vulnerability is found in cascading vulnerability pathways, e.g. critical infrastructure, supply chains, and customer relationships.Originality/valueAs the frequency and severity of disasters continue to increase, organisations of all sizes face heightened vulnerability to unforeseen disruptions and potential destruction. Acknowledging and comprehending organisational vulnerability is a crucial initial step towards enhancing risk management effectiveness, fostering resilience, and promoting sustainable success in an interconnected global environment and an evolving disaster landscape.
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Velykykh, K. "STRATEGIC PLANNING AS AN EFFECTIVE TOOL OF ORGANISATIONAL CHANGE." Series: Economic science 2, no. 183 (April 5, 2024): 43–47. http://dx.doi.org/10.33042/2522-1809-2024-2-183-43-47.
Testo completoAbstract (sommario):
It is possible to understand strategic planning as a process consisting of defining a vision of the future, systematically analysing opportunities and threats in the external environment, as well as strengths and weaknesses of the organisation to develop strategies and actions that contribute to achieving this vision. Strategic management relies on strategic administration and planning, with some administrative aspects added during its implementation, such as organisational change, human resources management, control, performance, and organisational effectiveness. A factor of great importance for the success of strategic management is the strategy implementation process. However, the models of organisational change developed in recent years are designed to manage general changes in organisations and do not have a specific approach to managing and implementing strategic planning and the changes caused by it, i.e., they are not models with a direct emphasis on strategic management. The article aims to define the concepts of strategic planning and management, analyse strategic planning models, and determine strategic problems of developing a model of organisational change. In the course of the research, we defined the concepts of strategic planning and strategic management by analysing the theoretical approaches of various authors. As a result of the analysis, we concluded that strategic management, in which the structuring basis is strategic planning and strategic administration, in its implementation added some administrative aspects, such as system thinking, integrated control, change management, organisational learning, performance, and organisational effectiveness. The article proposes a model of organisational change for efficient implementation of an organisation’s strategic planning. Thus, the strategic planning process requires a model of organisational change that will ensure its successful implementation. The proposed strategic planning process and the associated model of organisational change should be subject to constant refinement and improvement, both in theory and their application, to a particular organisation. Keywords: strategic planning, plan, management, organisational change, strategic management.
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Boshoff, A. B. "Organisational phenomena which influence communication and effectiveness." Communicare: Journal for Communication Studies in Africa 3, no. 2 (November 21, 2022): 50–59. http://dx.doi.org/10.36615/jcsa.v3i2.2153.
Testo completoAbstract (sommario):
An overview is given of the traditional or classical views of organisations and organisational functioning. Empirical findings about how organisations really function are presented. It is shown that the organisational model created by the traditional views about organisations is largely an idealisation. The communication problems which develop in organisations are examined in the light of the empirical findings about organisational functioning. A few guidelines for the improvement of communication are presented in the light of the material covered in the paper.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė, and Evelina Viduolienė. "Influence of individual and organisational variables on the perception of organisational values." Engineering Management in Production and Services 13, no. 2 (June 1, 2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
Testo completoAbstract (sommario):
Abstract A favourable organisational culture founded on the values of employees and organisation leaders must be created to achieve goals, innovate and maintain a well-functioning organisation. Knowing these values and how they are influenced by various factors, such as age, the length of service, and the nature of work, must help to change employee beliefs, norms and behaviour patterns in a way that helps to achieve greater organisational success and efficiency. The study sample size consisted of 172 employees of educational institutions and 242 employees from municipal organisations. Occupational features and occupational behaviour were evaluated using a set of organisational values (Glomseth et al., 2011). The current research aimed (1) to evaluate organisational values and feature dimensions with respect to the inter-institutional level, (2) to evaluate organisational values and feature dimensions and distinguish the most prevalent with respect to the subordination level, (3) to evaluate organisational values and feature dimensions with respect to individual variables (gender, age and the length of occupational experience). The results revealed that task effectiveness, time management and cooperation, employee-orientated behaviour were stronger in educational organisations than municipal. Authoritarian management, formality and restrictions were stronger in municipal rather than educational organisations. Compared to beliefs held by subordinates, superiors claimed that positive organisational values, such as effectiveness, cooperation, and employee-orientated behaviour, were more typical in both types of institutions. Formal communication and restrictions were more typical for employees rather than managers. Subordinates but not superiors tended to perceive and evaluate organisational values, features and behaviour differently depending on gender.
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Downey‐Ennis, Kay, and Denis Harrington. "Organisational effectiveness in Irish health‐care organisations." Managing Service Quality: An International Journal 12, no. 5 (October 2002): 316–22. http://dx.doi.org/10.1108/09604520210442100.
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Jans, N. A., and J. M. Frazer-Jans. "ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFECTIVENESS." Australian Journal of Public Administration 50, no. 3 (September 1991): 333–46. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02294.x.
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Okigbo, O. N., I. Saidu, W. A. Ola-Awo, and A. D. Adamu. "Organisational Characteristics as a Catalyst for Effective Performance of Nigerian Construction Organisations." Environmental Technology and Science Journal 13, no. 2 (February 25, 2023): 53–59. http://dx.doi.org/10.4314/etsj.v13i2.6.
Testo completoAbstract (sommario):
Organisational characteristics are distinctive features of an organisation that enable it to perform its statutory roles. It has a lot of influences on organisational performance but less study has indicated the role it plays in improving the performances of organisations. This study appraised different types of organisation characteristics in the Nigerian construction industry and their roles in improving the performances of organisations. In achieving the aim of the study 366 questionnaires were distributed purposefully to management members of construction organisations practising in Abuja who are members of the federation of the construction industry (FOCI). 310 of the questionnaires that were distributed were retrieved, this represented an 82% of response rate. A hypothesis was formulated and tested using multiple regression analysis. Each type of the characteristic form a model equation, the p-values of all the models were 0.000 and The model's result showed that management style, decision making style, organisational culture, organisation effectiveness, organisation efficiency, behaviour and structure have a predictive value of 26%, 45% 20%, 34%. 14%, 54%, and 44% respectively, indicated that all types of characteristics used in the study significantly affect organisational performance. Putting special attention on them by the management of the organisation will significantly improve its performance. The study recommended that organisations in the Nigerian construction industry pay more attention to the identified types of organisational characteristics in order to achieve effective performance.
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Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
Testo completoAbstract (sommario):
This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
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Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture." Atna - Journal of Tourism Studies 9, no. 2 (July 1, 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
Testo completoAbstract (sommario):
The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
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Shonhiwa, Dr Caxton. "Types of Conflicts That Affect the Effectiveness of Organisations." Cross-Currents: An International Peer-Reviewed Journal on Humanities & Social Sciences 3, no. 2 (December 21, 2017): 38–40. http://dx.doi.org/10.36344/ccijhss.2017.v03i02.002.
Testo completoAbstract (sommario):
Working in an organisation means to be involved in a conflict, as people working together have various personalities and different views on life. Consequently, they can’t avoid conflicts in the workplace. During the past 25 years, organisations have changed, so did their attitude to conflict management. Companies try to adopt a strategic approach to managing organisational conflicts.
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Mcbain, Richard. "The Effectiveness of Teamworking." Henley Manager Update 16, no. 4 (June 2005): 27–35. http://dx.doi.org/10.1177/174578660501600404.
Testo completoAbstract (sommario):
The importance of positive team working to organisational success has been long established. But how can organisations gain the most from existing teams and how can they build the best new teams? Richard McBain reviews the latest literature to suggest that the answer lies both in the psychological and the organisational factors that managers can influence.
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Fischbacher-Smith, Denis. "The dark side of effectiveness – risk and crisis as the “destroyer of worlds”." Journal of Organizational Effectiveness: People and Performance 1, no. 4 (November 25, 2014): 338–48. http://dx.doi.org/10.1108/joepp-10-2014-0062.
Testo completoAbstract (sommario):
Purpose – This paper considers the dark side of organisational effectiveness and the processes by which and organisation can move into a state of crisis. The paper sets out a series of arguments around the relationships between people and processes and the manner in which they contribute to the incubation of crises within organisations. The purpose of this paper is to provide an introduction to many of the issues that are raised in this issue of the journal and calls for more research that explores the relationships between effectiveness and failure. Design/methodology/approach – The paper draws upon a range of literatures to set out the case for considering the negative aspects that surround organisational attempts at achieving effectiveness. In particular, it considers the role of both people and processes in a symbiotic relationship within the incubation of crisis. The paper highlights the importance of innovative practices in bypassing organisational controls. Findings – The paper outlines issues around management practices that serve to focus the attention of practitioners on the ways in which they can contribute inadvertently to the failure of the organisation. In particular, it highlights some of the potential vulnerabilities that can exist within the organisation and which, if unchecked, will result in failure. Originality/value – The paper highlights the need for further research within the field of organisational effectiveness around the ways in which crises can be incubated as part of the normal processes around effective working.
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Knowles, M. C. "Improving Organisational Effectiveness Through Organisational Analysis." Australian Psychologist 32, no. 3 (November 1997): 197–201. http://dx.doi.org/10.1080/00050069708257381.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.1017/s1833367200003370.
Testo completoAbstract (sommario):
AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Beatson, Amanda, Ian Lings, and Siegfried P. Gudergan. "Service staff attitudes, organisational practices and performance drivers." Journal of Management & Organization 14, no. 2 (May 2008): 168–79. http://dx.doi.org/10.5172/jmo.837.14.2.168.
Testo completoAbstract (sommario):
AbstractWe provide conceptual and empirical insights elucidating how organisational practices influence service staff attitudes and behaviours and how the latter set affects organisational performance drivers. Our analyses suggest that service organisations can enhance their performance by putting in place strategies and practices that strengthen the service-oriented behaviours of their employees and reduce their intentions to leave the organisation. Improved performance is accomplished through both the delivery of high quality services (enhancing organisational effectiveness) and the maintenance of front-line staff (increasing organisational efficiency). Specifically, service-oriented business strategies in the form of organisational-level service orientation and practices in the form of training directly influence the manifest service-oriented behaviours of staff. Training also indirectly affects the intention of front-line staff to leave the organisation; it increases job satisfaction, which, in turn has an impact on affective commitment. Both affective and instrumental commitment were hypothesised to reduce the intentions of front-line staff to leave the organisation, however only affective commitment had a significant effect.
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Fischbacher-Smith, Denis. "Organisational ineffectiveness: environmental shifts and the transition to crisis." Journal of Organizational Effectiveness: People and Performance 1, no. 4 (November 25, 2014): 423–46. http://dx.doi.org/10.1108/joepp-09-2014-0061.
Testo completoAbstract (sommario):
Purpose – The purpose of this paper is to explore the notion of effectiveness in the context of organisational crisis. It considers the “darker” side of organisational effectiveness by exploring the processes by which effectiveness can be eroded as an organisation moves from an ordered state, through a complex one, and into a state of chaos, or crisis. It brings together complementary literatures on risk, crisis management, and complexity, and uses those lenses to frame some of the key processes that allow organisations to transition to a state that shapes their inabilities to remain effective. Design/methodology/approach – The paper sets out a theoretical framework for the analysis of a crisis event and does so in a way that emphasises the role of the human element in the various stages of a crisis: the incubation phase, the operational crisis, and the post-event legitimation phase. The paper uses the emerging crisis around the disappearance of Malaysia Airlines flight MH370 to illustrate some of the task demands associated with a crisis and the manner in which crisis events challenge the efficiencies and capabilities of organisations to deal with complex, multi-layered issues in which uncertainty is high. Given the emergent nature of that particular crisis, the use of the case is purely illustrative rather than analytically grounded in a normal case study approach. Findings – The paper highlights a number of underlying elements that contribute to the generation of crises and offers recommendations for managers on how to deal with those demands. The paper shows how an organisation can move from an ordered state into a complex or chaotic one and highlights some of the problems that arise when an organisation does not have the capabilities to respond to the task demands generated by such a shift in the environment. Practical implications – The paper challenges some of the normal practices of management in a “steady state” environment and highlights the need to consider the organisational capabilities that are necessary to deal with the transition from a stable to an unstable system state and ensure organisational effectiveness in the process. A core message within the paper is that the “normal” processes of management can contribute to the generation of crises as organisations prioritise short-term efficiencies over the strategies for longer-term effectiveness. The implications for crisis management practices are discussed. Social implications – The paper considers an issue that has wider applicability within society namely the relationships between organisational effectiveness and risk. The issues raised in the paper have applicability in a range of other societal settings. Originality/value – The key output from the paper is the development of a theoretical framework that allows for an analysis of the relationships between crises and organisational effectiveness. The paper argues that effectiveness and crisis management are intrinsically linked and that crises occur when organisational effectiveness is impaired. The paper highlights the role that template-based approaches to dealing with complex problems can have in terms of the generation of crisis events.
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Zhao, Na, Congcong Lei, Hui Liu, and Chunlin Wu. "Improving the Effectiveness of Organisational Collaborative Innovation in Megaprojects: An Agent-Based Modelling Approach." Sustainability 14, no. 15 (July 25, 2022): 9070. http://dx.doi.org/10.3390/su14159070.
Testo completoAbstract (sommario):
As the complexity, breadth of expertise and number of agents involved in megaprojects grow, collaborative innovation models become invaluable for helping to achieve sustainable project development. On this basis, the purpose of this study is to explore the innovation output mechanisms used for collaborative innovation in megaproject (CIMP) systems by the agent-based modelling (ABM) approach, and to promote the efficiency and effectiveness of organisational collaborative innovation through variable controls. A multi-agent simulation CIMP model was developed using the NetLogo tool. The model encompasses the behavioural factors and interaction rules that affect organisational CIMP. Four simulations were conducted, and the results showed that (1) the innovation environment, including policy environment, cultural climate, and engineering demand, has a positive effect on the output rate of CIMP; (2) a larger scale of innovative network organisation accelerates innovation output; (3) innovative organisations must avoid enforcing high standards for cooperation, communication, and recognition abilities when selecting partner organisations; (4) innovative organisations’ ability to absorb technology, information, and knowledge is positively related to output, while an increase in behavioural costs reduces the scale of innovative network organisations, thereby affecting their output. This study developed its CIMP theory from the perspective of organisational behaviour. The findings are expected to provide methodological and practical guidance for the selection of innovation agents, behavioural patterns, and for guaranteeing efficient innovation in collaborative megaproject organisations.
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Redshaw, Bernard. "Evaluating organisational effectiveness." Industrial and Commercial Training 32, no. 7 (December 2000): 245–48. http://dx.doi.org/10.1108/00197850010379794.
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Ahmadinia, Hamed, Reza Daghani, and Jelowdar Hamid Molania. "The Impact of Control Levers in Organizing Organizational Operations." Impact of Control Levers in Organizing Organizational Operations, no. 6 (April 20, 2025): 15/25. https://doi.org/10.5281/zenodo.15252886.
Testo completoAbstract (sommario):
One of the key approaches to managerial control and enhancing transparency in organisations is the use of control levers. Governance levers, for instance, establish self-regulation as part of internal organisational governance. This not only reduces agency costs but also addresses conflicts of interest between management, shareholders, and other stakeholders. By aligning organisational structures with the interests of stakeholders and rights-holders, the value-creation process within the organisation is optimised. Control levers can also be seen as tools for the continuous monitoring and evaluation of organisational units and departments, ensuring alignment between operations and predefined plans. Thus, control levers play a vital role in organisational governance and are essential for its effectiveness.
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Nienaber, Hester, and Nico Martins. "Exploratory study." TQM Journal 32, no. 3 (March 2, 2020): 475–95. http://dx.doi.org/10.1108/tqm-05-2019-0151.
Testo completoAbstract (sommario):
PurposeEmployee engagement recently emerged as a promising mechanism to improve organisational effectiveness and accordingly reduce the performance gap. This paper empirically demonstrates which employee engagement dimension(s) act as the strongest dimension to enhance the levels of employee engagement and consequently organisational effectiveness.Design/methodology/approachThis study used a quantitative approach, specifically a survey design, using a questionnaire to collect data. Regression analysis was applied to predict the impact of the employee engagement dimensions on the level of employee engagement in organisations and the impact of online/social media, as part of communication, on employee engagement.FindingsThe statistical analyses indicate that the dimensions organisational strategy and implementation, organisational commitment and team commitment are significant predictors of employee engagement. On-line/social media has a negative effect on employee engagement. However, according to the results, communication in organisations can be improved, especially by using online/social media more effectively.Research limitations/implicationsThis includes low response rate from some groups.Practical implicationsThe importance of secondary general management tasks, particularly motivation and communication, in mobilising employees to cooperate in pursuing organisational goals, became apparent. This study reflects the adverse effect of a lack of leadership and management skills, and ineffective use of online/social media on organisational performance, as reported in academic and practitioner research. Regardless, practitioners can apply the levers of motivation, via structural dimensions of organisation, to activate psychological presence which drives employee engagement and in turn facilitates strategy implementation and consequently organisational effectiveness. Scholars can modify their research agendas by investigating the “(un)availability” of human resources to improve organisational effectiveness.Social implicationsThe costs of disengaged employees are high, in terms of productivity losses and the performance gap, with adverse consequences for society.Originality/valueEmployee engagement as a driver of strategy implementation is an overlooked area of research. This study offers a better explanation of employee engagement as a mechanism to improve strategy implementation, thus reducing the performance gap, and consequently waste. Employee engagement engenders employee support to pursue organisational goals, in a coordinated system of cooperation, and is produced by the structural dimensions of organisation, the parameters within which psychological presence is activated. Psychological presence drives employee engagement which enables employees to be available to implement strategy to achieve organisational goals and thus organisational effectiveness. Engagement at a broader level than individual is significant.
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Loban, N. V. "Strategic sustainability of an organisation and organisational innovation: Аn empirical study". Strategic decisions and risk management 16, № 1 (18 квітня 2025): 89–96. https://doi.org/10.17747/2618-947x-2025-1-89-96.
Testo completoAbstract (sommario):
Ensuring the strategic resilience of an organisation is important in the context of the need to develop the economy in a changing external environment. The presence of a significant proportion of strategically stable economic entities ultimately ensures the development of the national economy. The purpose of this work is to determine the relationship between the strategic sustainability of the organisation and the adoption of organisational innovation. Various methods were used to achieve this goal, including searching for information in open sources, conducting in-depth interviews and surveys of companies, and analysing the data obtained, including the use of update software. The article discusses key tools for ensuring strategic resilience. Interviews with industry experts revealed general criteria for an organisation that can be considered strategically sustainable. The novelty of this study is to determine the relationship between ensuring the strategic sustainability of an organisation through organisational innovation. Based on the analysis of 120 Russian companies from various industries, it was found that the majority of companies (72%) have introduced organisational innovations at least once, while in a significant proportion of companies the process of introducing organisational innovations is ongoing (38%). Organisations implement organisational innovations to maintain their own effectiveness and to remain competitive. In some cases, the introduction of organisational innovation may be a natural response to a change in the business model and/or an update of the organisation՚s strategy. The analysis revealed that the frequency of implementation of organisational innovations has a greater impact on the strategic stability of an organisation than just the fact of their implementation. Most strategically stable companies implement organisational innovation more often than strategically unstable companies. The practical significance of this study lies in the fact that the findings can be applied to the practical activities of organisations, and they also form the basis for further research in the field of strategic sustainability and organisational innovation.
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Karhapää, Sari-Johanna, Taina Savolainen, and Kirsti Malkamäki. "Trust and performance: a contextual study of management change in private and public organisation." Baltic Journal of Management 17, no. 6 (November 28, 2022): 35–51. http://dx.doi.org/10.1108/bjm-06-2022-0212.
Testo completoAbstract (sommario):
PurposeAlthough previous studies have addressed the positive relationship between trust and performance, existing research has paid limited attention to management that shapes valued organisation behaviours important for effectiveness and wellbeing. This paper examines how organisational trust and performance unfold in the context of one private and one public sector case organisation in management change.Design/methodology/approachA multiple case study design using qualitative methods is applied to analyse textual data gathered from management and employee perspectives, juxtaposing private and public organisations.FindingsManagement change renewed decision-making in both organisations through role clarification. Through clearer roles, expectations were better managed in the collaborating units of a private organisation case and of the employees in a public organisation case impacting on organisational ability and predictability. Along with organisational communication, these develop trust which seems to be reflected in employee job performance at the organisational level.Originality/valueThis paper contributes to the gap in qualitative, empirical and contextual research by providing understanding about how intra-organisational trust is related to performance. Further, this paper sheds light on the vulnerability within an organisation during management change and adds to the somewhat scarce studies of relationships between trust and performance by juxtaposing the two contexts. Consequently, this enables one to reveal different approaches to trust and performance between the two sectors.
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N, Syamala. "A study on the significance of job satisfaction in organizations: A review in the present context." 'Journal of Research & Development' 15, no. 13 (June 30, 2023): 151–57. https://doi.org/10.5281/zenodo.8149451.
Testo completoAbstract (sommario):
The purpose of this research study is to examine the value of job satisfaction in organisations in the current environment. A key element influencing employee motivation, output, and overall organisational success is job satisfaction. Understanding and resolving the elements that lead to job satisfaction have become more crucial in the current dynamic and competitive business environment. In order to explore the effect of work satisfaction on various organisational outcomes, this article reviews recent literature and empirical investigations. It then offers insights into the tactics that businesses can use to raise employee job happiness. The results highlight how important job happiness is for encouraging employee engagement, retention, and organisational effectiveness. In organisations, job satisfaction is essential because it affects a variety of employee behaviours, motivations, and overall organisational success. Understanding and managing job satisfaction has become a pressing challenge for organisations in the current climate, which is characterized by dynamic business conditions and increased rivalry for talent. In order to better understand how important job satisfaction is in today's workplaces and how it affects employee engagement, performance, and organisational effectiveness, this review article will examine the significance of job satisfaction in organisations.
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Oyewobi, Luqman Oyekunle, Abimbola Olukemi Windapo, James Olabode Bamidele Rotimi, and Richard Ajayi Jimoh. "Relationship between competitive strategy and construction organisation performance." Management Decision 54, no. 9 (October 17, 2016): 2340–66. http://dx.doi.org/10.1108/md-01-2016-0040.
Testo completoAbstract (sommario):
Purpose The purpose of this paper is to examine the possible moderating role of organisational characteristics (organisational structure, management style and decision-making style) in the relationship between strategy and organisational performance among large construction organisations in South Africa. Design/methodology/approach The study adopted a quantitative research approach using a questionnaire survey to obtain data from 72 large construction organisations in South Africa. Using hierarchical multiple regression, the paper examines the relationship between the constructs discussed in the study. Findings The internal characteristics of the organisation form the vital basis for achieving optimal performance. The results obtained from the analysis revealed that decision-making style directly influences the measure of organisational effectiveness, while it could also be inferred that organisational characteristics partly moderate the relationship between competitive strategy and organisational performance. The findings indicate that internal characteristics is one of the means through which organisational strategic factors and contextual aspects are organised to achieve greater organisational performance levels. Originality/value The findings have theoretical implications for strategic management literature in construction as it extends the scope of research on strategic management from assessing a set of individual management practices to evaluating a complex mechanism that connects internal characteristics and competitive advantage. It is believed that this study will contribute positively to the role of organisational characteristics in the competitive strategy-performance relationships in large construction organisations in South Africa and to the ongoing discussion on emerging strategic management issues in construction.
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Philip, Mary, Shivganesh Bhargava, and Sebastian Valiaparampil Joseph. "Impact of Organisational Climate, Organisational Commitment, Occupational Commitment and Self-Efficacy on Organisational Effectiveness of Human Service Organisations." Theoretical Economics Letters 09, no. 05 (2019): 1299–315. http://dx.doi.org/10.4236/tel.2019.95084.
Testo completo
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Holbeche, Linda Susan. "Organisational effectiveness and agility." Journal of Organizational Effectiveness: People and Performance 5, no. 4 (December 3, 2018): 302–13. http://dx.doi.org/10.1108/joepp-07-2018-0044.
Testo completoAbstract (sommario):
Purpose The purpose of this paper is to encourage innovation in our thinking about future organisation effectiveness. It is premised on the argument that the neo-liberal context that has dominated much of our thinking over the last 40 years is under pressure, with increasing polarisation and questioning about globalisation, and concern over our neglect of ethics and the environment. This questioning of business and society, and the development of digitisation in particular, will impact the way we should study organisation effectiveness. Notions such as flexibility, talent and organisation agility are themselves embedded in this macro context and in need of revision. Design/methodology/approach The paper takes our notions of agility and resilience, and breaks them down into their related components of change. The notion of agility – defined as the capacity to respond, adapt quickly and thrive in the changing environment – can be captured through five key components of future focus, customer-collaboration, iteration, experimentation and empowerment. Such a notion of agility must come hand in hand with resilience, and its related concepts of involvement, shared purpose, renewal, learning, risk management, networks and engagement. Findings We are moving beyond a search for greater flexibility at greater speed, towards a search for organisational agility itself. The dominant model of focussing on “hard” output measures (such as productivity, financial results and shareholder value) and enablement through internal alignment is being brought into question, as is the role of the HR discipline. Definitions of organisation effectiveness will need a stronger focus on the “means” to a different set of “ends”. The changes in the means are fundamental. Constructs such as agile structures will mean changes in work processes, structures, skills requirements, management practices, technological elements and cultural practices. Practical implications Despite many pressures for change, shareholder value thinking and related practices still appear to prevail. The traditional long-term employee value propositions that are derived from these practices are ill-matched with current employee desires for self-management of data, fair pay and opportunities for development, and more accessible styles of management and leadership. We should however expect different outcomes for the three different employee segments of elite and high-skilled employees, a squeezed middle of white collar and professional staff, and low-skilled workers. Originality/value The paper captures recent questioning about the role and purpose of business in the neo-liberal economy and uses it to highlight some of the tensions; consequently, this affects the way we think about organisation effectiveness. By deconstructing the discussion of concepts such as agility and resilience, it focusses the research and practice agenda on some of the necessary means that have recently been neglected in much of the organisational effectiveness literature.
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Karolis, Karolis. "The impact of the manager's emotional intelligence on organisational performance." Management Theory and Studies for Rural Business and Infrastructure Development 38, no. 1 (March 21, 2016): 58–69. http://dx.doi.org/10.15544/mts.2016.6.
Testo completoAbstract (sommario):
The problem dealt with in the paper is the impact of manager's emotional intelligence (EI) on the economic, social, and ecological sides of the organisational activity and the qualitative criteria of the evaluation of the organisational performance from the viewpoint of sustainable development (SD) of the organisation. The aim of the paper is to justify the interrelationship of the EI of the manager of an organization and the performance of the organization in terms of its sustainable development. Methodology: to evaluate EI, the methodology proposed by J. N. Hall (2005) was adopted as a basis, by means of which the EI of the respondents – the heads of eight organisations that provided a wide range of services (logistics, ICT, etc.) – has been measured. To evaluate the effectiveness of the organisational performance, the indicators of effectiveness proposed by R. S. Kaplan and D. P. Norton (1992, 2001) and supplemented by the author – a balanced scorecard (BS) – has been applied. It was established that, in the evaluation of any organisation, the existing BS of economic indicators should be supplemented by social-cultural and environmental instruments. The EI of managers was found to be closely related both to the individual indicators of the organisational performance and with the integrated BS.
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Ejumudo, Tobi Becky, and Kelly Bryan Ovie Ejumudo. "Organisational design and organisational effectiveness in Ecobank Nigeria Limited in Delta State." Research in Social Change 12, no. 2 (May 1, 2020): 42–57. http://dx.doi.org/10.2478/rsc-2020-0008.
Testo completoAbstract (sommario):
Abstract The study examines the organisational design and organisational effeciveness in Ecobank Nigeria Limited in Delta State. The instrument used for data collection wasorganisational design questionnaire and the data were analyzed using chi-square. The findings of the study revealed that there is a significant relationship betweenpoor technology, inappropriate organisational size and staff mix as well as poor responsive and adaptive organisational (internal) environment and organisational effectiveness in Ecobank Nigeria Limited in Delta state. The study recommended that organisation should increase the level of their technology, organisational size, staff mix as well as imbibing the culture and practice of anticipating, scanning, monitoring of internal and external environments with an eye to responding and adapting to appropriate changes and trends to actualize their organisationalset goals.
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Fischbacher-Smith, Denis. "When organisational effectiveness fails." Journal of Organizational Effectiveness: People and Performance 4, no. 1 (March 13, 2017): 89–107. http://dx.doi.org/10.1108/joepp-01-2017-0002.
Testo completoAbstract (sommario):
Purpose The purpose of this paper is to consider the nature of the business continuity management (BCM) process and to frame it within wider literature on the performance of socio-technical systems. Despite the growth in BCM activities in organisations, some questions remain as to whether academic research has helped to drive this process. The paper seeks to stimulate discussion within this journal of the interplay between organisational performance and BCM and to frame it within the context of the potential tensions between effectiveness and efficiency. Design/methodology/approach The paper considers how BCM is defined within the professional and academic communities that work in the area. It deconstructs these definitions in order to and set out the key elements of BCM that emerge from the definitions and considers how the various elements of BCM can interact with each other in the context of organisational performance. Findings The relationships between academic research in the area of crisis management and the practice-based approaches to business continuity remain somewhat disjointed. In addition, recent work in the safety management literature on the relationships between success and failure can be seen to offer some interesting challenges for the practice of business continuity. Research limitations/implications The paper integrates work in safety, crisis and risk management with BCM in order to identify the main areas of overlap and synergy between these areas of academic research. By definition, the need for business continuity represents the risks and cost of failure in organisational performance in the absence of continuity. This calls into question the effectiveness of organisational processes around decision making, control, and strategic management. The paper sets out a series of issues that are in need of further research. Practical implications The paper draws on some of the practice-based definitions of BCM and highlights the limitations and challenges associated with the construct. The paper sets out challenges for BCM based upon theoretical challenges arising in cognate areas of research. The aim is to ensure that BCM is integrated with emerging concepts in other aspects of the management of uncertainty and to do so in a strategic context. Originality/value Academic research on performance reflects both the variety and the multi-disciplinary nature of the issues around measuring and managing performance. Failures in organisational performance have also invariably attracted considerable attention due to the nature of a range of disruptive events. The paper reveals some of the inherent paradoxes that sit at the core of the BCM process and its relationships with organisational performance.
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Negi, Pooja Singh, and R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (January 2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.
Testo completoAbstract (sommario):
Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation ( r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness.
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Pryanikova, N. I. "The conflictological profile of the organisation as an element of cultural identity." Vestnik Universiteta, no. 11 (January 7, 2022): 168–73. http://dx.doi.org/10.26425/1816-4277-2021-11-168-173.
Testo completoAbstract (sommario):
In contemporary research on organisational effectiveness, the concept of culture is gaining ground. Not only organisational and/or national culture is considered, but also the whole range of local subcultures: professional, personal, age, etc., which also need to be analysed and taken into account. This circumstance affects the micro- and macro-level functioning of the organisation in the cultural code. The article studies the phenomenology of conflict from the perspective of an organisation’s conflictological profile, which is a reflection of its cultural identity. A typological cross-section of the conflict, its operational, strategic and symbolic types has been revealed. They have individual characteristics and have an impact on the functioning of the organisation, shaping its unique conflictological profile.
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Mamud, Nur Afieqah, Nurul Liyana Mohd Kamil, and Hanira Hanafi. "FOSTERING NURSES' ORGANISATIONAL CITIZENSHIP BEHAVIOUR THROUGH CONTEXTUAL FACTORS." Malaysian Journal of Public Health Medicine 23, no. 2 (August 28, 2023): 36–46. http://dx.doi.org/10.37268/mjphm/vol.23/no.2/art.1734.
Testo completoAbstract (sommario):
Individual desire to be proactive can be aided by voluntary extra-role behaviour in organisations, such as organisational citizenship behaviour (OCB). Employees' OCB has been found to be favourably influenced by contextual factors, such as organisational justice and ethical climate. OCB has also been proven to predict employee effectiveness. The goal of this research is to identify any relationship between nurses’ OCB and their organisational justice and ethical climate. The respondents were approached using the Medical Research Ethics Committee procedure, which was registered under the National Malaysia Research Registration. Cross-sectional research was carried out in the state of Selangor, with five hospitals volunteering to participate. Nurses may see that their responsibilities, justice, and ethics could result in OCB participation. The findings have practical implications for human resource managers and practitioners; they may benefit nurses' abilities as well as the productivity of hospitals by developing targeted individual behaviours, which can lead to the effectiveness and proactive operation of the organisation.
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Siwek, Monika. "Workplace communication and business success." Humanities & Social Sciences Reviews 13, no. 1 (May 17, 2025): 45–51. https://doi.org/10.18510/hssr.2025.1317.
Testo completoAbstract (sommario):
Research objective: The aim of this article is to present the essence and importance of the communication process in the workplace, with particular emphasis on its impact on the success of a company. The study focuses on both internal communication (interactions between members of the organisation) and external communication (interactions between the organisation and its external environment). Methodology: The research was based on literature review and analysis of secondary data sources, including scientific articles and reports relevant to workplace communication processes. Main conclusions: Effective communication in the workplace—whether horizontal, vertical, hierarchical or inter-organisational—is a key factor in organisational success. It directly affects the efficiency of business operations. Poor communication can hinder performance, while effective communication enhances organisational functioning. Proper management of communication requires assessing existing practices and identifying factors that influence communication effectiveness at all levels. Application of the study: The findings provide practical insights into how different types and levels of communication influence the performance of organisations. The article can serve as a basis for improving communication strategies in various types of enterprises. Originality/Novelty of the study: Despite the broad existing literature on workplace communication, there is still a need for in-depth studies that link internal and external communication with organisational performance. This study contributes to filling that gap by offering a structured approach to understanding and analysing communication processes in the context of organisational effectiveness.
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Ole Pors, Niels. "Trust and organisational effectiveness." Performance Measurement and Metrics 9, no. 1 (March 21, 2008): 59–68. http://dx.doi.org/10.1108/14678040810869431.
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Mathew, Jossy. "Organisational culture and effectiveness." Employee Relations: The International Journal 41, no. 3 (April 1, 2019): 538–51. http://dx.doi.org/10.1108/er-09-2017-0219.
Testo completoAbstract (sommario):
Purpose The purpose of this paper is to critically evaluate the theorised relationship between organisational culture and effectiveness. Design/methodology/approach The empirical data were collected through a five month ethnographic study in an Indian knowledge-intensive firm. It adopts the three-perspective framework of culture that encompasses integration, differentiation and fragmentation perspectives and a comprehensive examination of effectiveness. Findings Integrated, differentiated and fragmented perspectives of culture capture multiple organisational values and they affect effectiveness in varied ways. Appropriate cultures, although not sufficient conditions, are crucial for effectiveness, especially in knowledge-intensive firms. High levels of differentiation and fragmentation prevent the formation of strong cultures. This challenges organisational integration. Practical implications There is heightened need for the application of sophisticated HRM systems in the Indian software sector. Some context specific measures of effectiveness are documented. Originality/value Through an insightful evaluation of culture effectiveness theorisation till date, the paper amplifies current theorisation and illustrates the potential and limitations of organisational cultures in achieving effectiveness.
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Boateng, Francis D., and Guangzhen Wu. "Perception of police officer effectiveness in China: Does organisational support matter?" Police Journal: Theory, Practice and Principles 93, no. 3 (July 21, 2019): 229–47. http://dx.doi.org/10.1177/0032258x19862015.
Testo completoAbstract (sommario):
The primary objective of this study is to examine the influence of officers’ perceptions of organisational support on their perceived effectiveness in China. The study also examined demographic differences in how Chinese police officers perceived the support they receive from the police organisation. To achieve these objectives, the present study surveyed and analysed data obtained from 271 officers who were conveniently selected from one of the two major national police universities in China. Findings from the analysis revealed that officers’ perception of organisational support and their effectiveness were unrelated. However, findings indicated significant demographic differences in perceived organisational support. Officers’ rank, department and the location of their agencies predicted perceptions of organisation support. Policy implications of the study findings are discussed.
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Đorić, Igor, Mihajlo Ranisavljević, and Marko Milojević. "Controlling and internal auditing at the Ministry of Defence." Scientific Technical Review 72, no. 2 (2022): 66–70. http://dx.doi.org/10.5937/str2202066d.
Testo completoAbstract (sommario):
This paper discusses the theoretical foundations and definitions of controlling and internal auditing as tools that help the organisation's management in managing business compliance and business continuity, with the purpose of meeting the organisation's objectives, by assessing the effectiveness of risk management inside the organisation, as well as of control and management. Considering the contemporary trends in organisational management, where the management is faced with frequent crises that require rapid and comprehensive action and response to risks, where internal auditing information is focused on the past, there is a need to implement controlling in organisations to provide help to the management for the future. The aim of this paper is to highlight the need to introduce controlling at the Ministry of Defence in order to improve the work of this organisation and to provide strong support in preventing the existing problems and to develop innovative systems of solutions that go beyond mere financial reporting.
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Kićanović, Ana, Miloš Jevtić, and Milica Maričić. "Achieving Organisational Effectiveness: A Leadership Framework Based on the Complexity Perspective." Journal of East European Management Studies 29, no. 3 (2024): 461–88. http://dx.doi.org/10.5771/0949-6181-2024-3-461.
Testo completoAbstract (sommario):
This paper aims to provide insights into the daunting task leaders face towards achieving organisational effectiveness in the changing and demanding business environment. We propose a leadership framework to explore the effects of different leadership roles on the organisations’ outcomes. In the proposed framework, organisations were observed as complex adaptive systems (CAS). A survey was conducted among private sector employees from companies operating in Serbia to verify the proposed framework. Answers from 277 respondents were analysed using Structural Equation Modelling (SEM). The applied framework provides valuable insights into the influences of different leadership roles - operational, entrepreneurial, and enabling - on organisational effectiveness. Organisational effectiveness was observed through the lens of business-related performance outcomes, organisational units’ outcomes, and individual outcomes, all together reflecting innovation, adaptability, quality, cooperation, employees’ motivation, job satisfaction, work stress level, and job insecurity. Research analysis provides evidence on the influence of complexity leadership on companies' outcomes. Additional insights are provided, having in mind that differences in the impact have been detected based on the managerial and non-managerial positions held.
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Olanipekun, Lateef Okikiola, and Michael Adekunle Oderinde. "Leadership Orientation, Organisational Values and Organisational Policies as Predictors of Organisational Culture on Resolution of Dispute in Selected Nigerian Tertiary Institutions." Economic Insights – Trends and Challenges 2024, no. 3 (June 19, 2024): 119–34. http://dx.doi.org/10.51865/eitc.2024.03.08.
Testo completoAbstract (sommario):
Culture of an organisation is a crucial factor, which determines how disputes are resolved within organisations. There is however a dearth of studies conducted on how specific aspects of organisational culture influence effectiveness of dispute resolution mechanisms. In light of the foregoing, this study was carried out to empirically examine how organisational culture affects dispute resolution in a few tertiary institutions in Ogun State. A survey approach was used in this study to reach this goal. Academic workers from a few higher schools in Ogun State, including Federal Polytechnic, Ilaro, D. S. Adegbenro Polytechnic, and Ogun State Institute of Technology, make up the population. Using the Yamane sample determination formula, a sample size of 283 was determined from a population of 970 people. Data were gathered using a structured questionnaire as the instrument. Using SPSS version 23, multiple regression analysis was used to examine the acquired data. The analysis of the data showed that in the chosen institutions, leadership orientation, organisational policies, and organisational values significantly affect dispute resolution. The study draws the conclusion that organisational culture significantly affects dispute resolution in the chosen tertiary institutions based on the findings. The study made several recommendations, one of which was that HR professionals constantly teach managers and staff within their businesses on effective leadership and followership orientation in order to improve the effectiveness of conflict resolution.
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Koyi, Grayson, Juvenalis M. Tembo, and Chanda M. Sichinsambwe. "Factors influencing union effectiveness in the public service in Zambia: Associations and mediating effect." Economic and Industrial Democracy 42, no. 3 (August 2021): 504–30. http://dx.doi.org/10.1177/0143831x18780334.
Testo completoAbstract (sommario):
The article investigates how environmental and organisational factors may affect union effectiveness in a developing country context. Based on a perceptions survey of union members in the Zambian public service sector, the article uses principal components analysis, correlation, multiple linear regression and mediation analyses to examine relationships between environmental and organisational factors and union effectiveness. Results suggest that labour and product markets and mass media are significant environmental factors influencing union effectiveness. At the organisational level, results suggest that organisational strategies, leadership accountability, innovations and administrative and democratic structuring are significant factors that positively influence union effectiveness. Results also suggest that organisational factors mediate the link between environmental factors and union effectiveness. In this sense, the article provides a striking demonstration of the importance of a strong internal state for the union organisation in mediating the influence of the external environment on the union’s goal of advancing and defending workers’ interests.
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Kodwani, Amitabh Deo. "Decoding training effectiveness: the role of organisational factors." Journal of Workplace Learning 29, no. 3 (April 10, 2017): 200–216. http://dx.doi.org/10.1108/jwl-05-2016-0038.
Testo completoAbstract (sommario):
Purpose Organisations invest heavily in training and development initiatives (Miller, 2012). However, a small percentage of what is learnt by the trainees from training gets transferred to the job (Mackay, 2007). The purpose of this study is to extend previous findings and examine various organisational factors, which have not been studied sufficiently, that influence training transfer. Design/methodology/approach A conceptual model based on previous research work is hypothesised and tested. The sample included 123 full-time employees working at one of the major public sector organisations operating in India. Findings The result suggested that training transfer climate, training awareness, participation and involvement in training decision and training assessment mechanism were found to be positively and significantly related to perceived training transfer. Research limitations/implications Typical limitations consistent with self-report measures (e.g. social desirability) apply to this study as well. Another limitation was the small sample size. Future studies should assess a large sample size. Future research may assess the extent to which not only trainees but also other training stakeholders, such as trainers and supervisors, feel accountable and responsible for training and its transfer. This would provide a stronger test of the accountability hypothesis. It would also be worthwhile to study the type of evaluation/assessment mechanism that would be more appropriate for training transfer. Practical implications Organisations should take care of these organisational factors for increasing the transfer of training at the workplace. Organisations can have better control over these factors compared to individual-related variables. Future research studies may also look at the role of evaluation/assessment feedback in training transfer. Finally, the mediating or moderating role of some of the organisational factors can also be considered for future research work. Originality/value This study is an attempt to add value to the present literature on training transfer by focusing on organisational factors. Most factors studied were neglected by previous research studies. Hence, this is a moderate attempt to add to the transfer of training literature.
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Birt, M., and D. Vigar. "A study in retail sales person effectiveness." South African Journal of Business Management 33, no. 1 (March 31, 2002): 31–39. http://dx.doi.org/10.4102/sajbm.v33i1.695.
Testo completoAbstract (sommario):
Strategic Management theory suggests the importance behavioural alignment of organisational actors with organisational objectives (Robbins, 1998, Hellriegel, et al. 2001). This study utilises Kelly’s Personal Construct theory to examine the similarity of constructs held by four groups of actors in a retailing operation, regional managers, store manageress, sales personnel and customers. The study also compares constructs in appropriate company documentation. The results suggest a lack of similarity between the groups and the groups with Company documentation, it is argued that this lack of alignment would have detrimental effects for the organisation.
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Alghaffari, Shadi, Hong-Oanh Nguyen, and Peggy Shu-Ling Chen. "Critical factors in organisational effectiveness: The case of Saudi Arabian seaports." Journal of Sustainable Development of Transport and Logistics 3, no. 2 (November 29, 2018): 49–65. https://doi.org/10.14254/jsdtl.2018.3-2.3.
Testo completoAbstract (sommario):
Seaport management environment has continually changed over the last few decades due to increasing external pressure for seaports to be more competitive, active, dynamic and growing sustainably. These changes have created the need to manage organisational effectiveness in order to monitor port performance and achieve organisational objectives. While organisational effectiveness has been well known in organisational management and important in port management, its application to the seaport sector is limited. This paper presents exploratory research into critical factors of Saudi Arabian seaports’ organisational effectiveness. A Delphi method was applied. Data were collected from a two-round survey of the Saudi Arabian seaports, and interviews of 43 senior staff from Saudi Arabian seaports. A mixed method combining quantitative and qualitative analysis was conducted. A total of thirty-one (31) factors from six different dimensions, namely human resource management, customer service, finance, operation, marketing, research & development, were identified to be influential to OE. The gathered data are no doubt important to seaports because only limited research has been conducted on the application of the organisational effectiveness concept to the seaport sector. Findings of this research regarding selecting and evaluating the most influential factors of OE are relevant to decision makers in managing seaport organisations.