Literatura científica selecionada sobre o tema "Organisational effectiveness"
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Artigos de revistas sobre o assunto "Organisational effectiveness"
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
Teses / dissertações sobre o assunto "Organisational effectiveness"
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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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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 research framework incorporated several new items used by researchers for the measurement of the D&M dimensions. Following a web survey on 168 Greek firms this study sheds some light into the IS field by focusing on how IS effectiveness measures affect Organisational Performance. Data for this study was collected by means of a web-link questionnaire and a sample of 700 companies of different sizes operating in various industries. Many descriptive statistics of academic and managerial importance were produced. Following a correlation analysis and Exploratory Factor Analysis, 15 factors were used for Multiple Regression analysis conducted to test a number of hypotheses around the relationship between the dependent construct (organisational performance) and the independent construct (IS effectiveness). This thesis contributes to existing research in the following ways. First, this study extends our knowledge on IS effectiveness as we adapted and modified DeLone and McLean's model of IS success to incorporate new variables from recent research. The results indicate a significant statistical link between IS effectiveness and performance measures. Second, it provides a holistic framework for measuring Organisational Performance with financial and non-financial variables. Finally, the study presents findings from Greek companies that have adopted IS providing practioners with advice for the practices that can lead to possible and realistic benefits.
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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 have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.
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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 widespread or
shared among members of the organisation, is related to organisational
performance. To answer this question, six hypotheses were formulated with the
intention of subjecting them to statistical analysis.
The Competence Process of Jay Hall (1996) was used to provide a theoretical
framework in terms of which the relationship between the constituent
dimensions of organisational culture and organisational performance may be
explained. Based on the competence theory it is hypothesised that the
dimensions of organisational culture or competence - collaboration,
commitment, creativity and the supporting conditions thereof, are directly
proportional to the potential for performance.
The 40-item Organisational Competence Index (OCI), which forms part of the
Organisation Culture Analysis (OCA), is designed to assess the conditions for
competence within an organisation. The sampling process finally produced a
sample of 988 respondents that completed the organisational culture
questionnaires (OCls). The organisation was divided into 60 areas or business
units that were stratified throughout the organisation. A stratified sampling
technique was therefore used, and the above mentioned geographical subdivisions
were used as strata. Because of the all-pervasive nature of accounting as the language of business,
financially based indicators are universally adopted to measure organisational
performance. Taking the various arguments and proposed measures into
consideration, it was decided to use the following three objective performance
criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative
of the voluntary survival rate). Commercial organisations ultimately have one
important "bottom line", to create wealth for all associated with the organisation
and therefore to be financially successful. Thus, the indicators of organisational
performance that were used are all directly relevant and based on the so-called
financial "bottom line" of the organisation.
To determine the relationship between the average organisational culture scores
and the performance indicators, the product moment correlation coefficients
were computed between each area's average organisational culture dimension
scores and the three indicators of performance.
Commuting the coefficient of variation arrived at the variation in average culture
dimension scores per area. To establish the relationship between the variation in
average culture dimension scores and the performance indicators, the correlation
coefficients were computed between the coefficient of variation and the
performance measures.
All of these relationships were found to be significant, at least at the 0.05 level.
The findings and conclusions arrived at, may be summarised as follows:
The first conclusion that can be drawn is that the business units in which the
members experience collaboration and the supporting conditions thereof to a
greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover, compared to those business units where
members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which
the members experience commitment and the supporting conditions thereof
to a greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover compared to those business units where
members experience the commitment dimension to a lesser degree.
The third conclusion that can be drawn is that the business units in which the
members experience creativity and the supporting conditions thereof to a
greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover compared to those business units where
members experience the creativity dimension to a lesser degree.
The fourth conclusion that can be drawn is that the business units in which
the members experience the dimensions of competence and the supporting
conditions thereof to a lesser degree of variance are likely to be more
profitable, to experience fewer stock losses and lower labour turnover
compared to those business units where members experience the culture
dimensions to a greater degree of variance.
In more practical terms, it would seem that the dimensions of competence might
well explain why some business units (possibly organisations) are more
successful than others.<br>AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of
daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie
prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het
verder nie net gefokus op die vestiging van 'n verband tussen aspekte van
organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die
variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie.
Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om
hulle statisties te toets.
Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk
wat die verband tussen die samestellende dele van organisasie kultuur en
organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies
van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die
onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die
potensiaal vir prestasie.
Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die
Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr
bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988
respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die
organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die
organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is
dus gebruik.
Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie
prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en
voorgestelde indikatore in ag geneem, en is daar besluit om die volgende
objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3)
arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om
rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie
doelwit gebaseer is.
Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie
indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die
gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings
op die drie prestasie indikatore.
Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel
van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen
hierdie meting, en die prestasiemeting vir elke area.
Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die
bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in:
Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waar die werknemers die samewerkingsdimensie, en die ondersteunende
kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer
vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking
met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere
mate ervaar het.
Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waar die werknemers toevertrouing, en die ondersteunende kondisies
daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad
verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die
besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate
ervaar het.
Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar
die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies
daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad
verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar
het.
Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het
daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen
'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar
daar 'n groter mate van variansie in die kultuurrnetings was.
In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n
mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies)
meer suksesvol is as ander.
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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, management planning, fiscal planning and practice and operational support. The analysis is done in an organisational context (the Organisation of Rural Association for Progress - ORAP) in order to develop a practical understanding of capacity implications in projects implementation activities. In order for organisations to produce efficient, effective, financially viable and relevant performance, there must be a matching level of investment towards capacity development.
In this research, information obtained from interviews and group discussions indicated that organisational capacity has a direct effect on the quality and time spent on a single project. In addition, project activities must satisfy specific project objectives, as well as the strategic objectives of the organisation to ensure that performance is consistent with project requirements and at the same time steer the vision of the organisation forward. Community participation should be prioritised because it is important to make sure that project implementation becomes a consultative process that would produce the required outcomes in terms of project value to the community and empowerment through training and experience to community members. It is also important to adequately fund projects and provide the right infrastructural facilities, in order to enable the smooth flow of the project implementation process.<br>AFRIKAANSE OPSOMMING: In hierdie studie word organisatoriese kapasiteit beskou as die samevoeging van organisatoriese vermoëns om funksies uit te voer wat verwagte vlakke van werkverrigting sal lewer; wat suggereer dat organisasies die geleentheid gebied moet word om probleme op te los, doelwitte uiteen te sit en te bereik, werksaamhede te leer en aan te pas om bepaalde doelwitte te bereik. Derhalwe, analiseer hierdie navorsing verskeie kapasiteitsopsies wat nodig is vir die behoorlike funksionering van die organisasie in ooreenstemming met Frederick se kapasiteitsmodel wat kapasiteit in terme van leierskap en visie, bestuursbeplanning, fiskale beplanning en praktyk, en operasionele ondersteuning vooropstel. Die analise word gedoen in ’n organisatoriese konteks (die Organisasie vir Landelike Ontwikkelingsassosiasie – OLOA) ten einde ’n praktiese begrip van kapasiteitsimplikasies in die implementering van aktiwiteite van projekte te ontwikkel. Vir organisasies om doetreffende, effektiewe, finansiëel haalbare en relevante werkverrigting te lewer, moet daar ’n ooreenstemmende beleggingsvlak vir kapasiteitsontwikkeling wees.
Inligting wat verkry is tydens navorsing vanuit onderhoude en groepbesprekings het aangedui dat organisatoriese kapasiteit ’n direkte effek het op die kwaliteit en tyd wat gewy word aan ’n enkele projek. Daarby moet projekaktiwiteite spesifieke projekdoelwitte verwesenlik, asook strategiese objekte van die organisasie om te verseker dat werkverrigting niestrydig is met projekvereistes en om terselfdertyd die visie van die organisasie uit te dra. Gemeenskapsdeelname behoort voorkeur te kry, want dit is belangrik om te verseker dat projekimplementering ’n advieserende proses word wat die vereiste uitkomste in terme van projekwaarde vir die gemeenskap en bemagtiging deur opleiding en ervaring van gemeenskapslede na vore sal bring. Dit is belangrik om projekte genoegsaam te befonds en die regte infrastrukurele fasiliteite te verskaf om die die gelykvloeiendheid van die proses van projekimplementering moontlik te maak.
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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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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 organisation on a new strategy that will be the
route map towards future prosperity. Various diagnostic tools are explored to
discover the current position of the organisation. Intervention strategies are
recommended to mobilize the organisation to move closer to the strategic vision.
The latter half of the study deals with skills to manage the change process.
These skills include consultation, leadership, teamwork, managing conflict,
communication and negotiation. The study concludes with a practical framework
that can be used by management to measure the success of the change
process, and maintain momentum throughout the organisation.
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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 organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230)
completed questionnaires were returned. Item and dimensionality analyses were
conducted on all of the dimensions using SPSS version 23. Subsequently,
confirmatory factor analysis was executed on the measurement models of the
instruments used. The proposed model was evaluated using structural equation
modelling (SEM) via the LISREL version 8.80 software. It was found that both the
measurement and structural models fitted the data reasonably well. The results
indicated positive relationships between benevolent leadership and organisational
commitment; authoritarian leadership and organisational commitment; moral
leadership and OCB; and organisational commitment and OCB. There was,
however, no significant relationship between moral leadership and organisational
commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.
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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 to understand how a corporation must not only do well but do good to be sustainable in modern society.
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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 of the country. They provide social services to the Kenyan population and employ about 654 200 people. The latter translated in a wage bill of 84 378 million Kenyan Shillings (Ksh 80 = 1 US dollar). There is therefore a need to investigate ways to improve individual and organisational performance, collectively viewed as organisational effectiveness in this study, in these enterprises. It is generally accepted that leadership and organisational culture play a critical role in managing the effectiveness of enterprises. In this study, leadership style (transactional and transformational), leadership personality (Machiavellianism, narcissism, masculinity, femininity, individualism and collectivism) and organisational culture (entrepreneurial and market-orientation), strategic management, corporate ethics are investigated determinants of organisational effectiveness. A survey approach was used to collect data from 670 senior executives from 134 Kenyan public (state) enterprises. Two hundred and fifty-six (256) useful survey responses from 53 public enterprises were received. Structural equation modelling (SEM) statistical technique was used to test the hypothesised relationships between the above-mentioned determinants and the dependent variables (individual performance intention and organisational performance). The descriptive statistics of the raw data were also analysed to ascertain the managers’ perceptions about these determinants in the public enterprises. The empirical results revealed that transformational leadership exerts a positive influence on both organisational performance and individual performance intention; that self-deceptive narcissism motivates individual performance intent but decreases organisational performance; that an entrepreneurial, market and strategic management orientation positively influences organisational performance; and that strategy implementation positively influences individual performance intent. In view of these findings, the study concludes that it is critical that leadership styles and leadership personalities be taken into account in leadership recruitment and development process in Kenya public enterprises. Kenyan public enterprises will also improve their organisational performance if they implement entrepreneurial, market and strategic management principles.
Livros sobre o assunto "Organisational effectiveness"
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Denton, John. Organisational Learning and Effectiveness. London: Taylor & Francis Inc, 2004.
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Mwanalushi, Muyunda. Motivation for development: Enhancing organisational effectiveness. [Kitwe? Zambia: s.n., 1991.
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1936-, Hurley John, ed. Scientific research effectiveness: The organisational dimension. Dordrecht: Kluwer Academic Publishers, 2003.
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Upinder, Dhar, and Prestige Institute of Management and Research., eds. Organisational challenges: Insights and solutions. New Delhi: Excel Books, 2001.
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Lydka, Helen M. Organisational commitment - a review of research. Henley-on-Thames: Henley The Management College, 1991.
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Amah, Okechukwu E., and Marvel Ogah. Leadership and Organisational Effectiveness Post-COVID-19. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6.
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Raúl, Espejo, and Schwaninger Markus, eds. Organisational fitness: Corporate effectiveness through management cybernetics. Frankfurt am Main: Campus Verlag, 1993.
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Barwood, S. M. T. Can family friendly policies contribute to organisational effectiveness?. Oxford: Oxford Brookes University, 1999.
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1957-, Liu Kecheng, and International Workshop on Organisational Semiotics (2nd : 1999 : Almelo, Netherlands), eds. Information, organisation, and technology: Studies in organisational semiotics. Boston: Kluwer Academic Publishers, 2001.
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McGuckin, John Edward. Organisational communications effectiveness in a Group 3 primary school. [S.l: The Author], 1996.
Encontre o texto completo da fonteCapítulos de livros sobre o assunto "Organisational effectiveness"
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Kelly, Leanne M., and Alison Rogers. "Internal Evaluation Enhances Organisational Effectiveness." In Internal Evaluation in Non-Profit Organisations, 138–51. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003183006-8.
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Ryan, James C. "The contribution of cognitive psychology and organisational psychology to our understanding of scientific performance." In Scientific Research Effectiveness, 197–213. Dordrecht: Springer Netherlands, 2003. http://dx.doi.org/10.1007/978-94-010-0275-2_10.
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Amah, Okechukwu E., and Marvel Ogah. "COVID-19: Leadership Effectiveness and Challenges." In Leadership and Organisational Effectiveness Post-COVID-19, 85–104. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_6.
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Amah, Okechukwu E., and Marvel Ogah. "Leadership in the Pre-industrial and Early Industrial Revolution." In Leadership and Organisational Effectiveness Post-COVID-19, 11–28. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_2.
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Amah, Okechukwu E., and Marvel Ogah. "Leadership and Sustainability Development Goals: The Role of Ethics and Equity in Leadership in the Next Normal." In Leadership and Organisational Effectiveness Post-COVID-19, 147–67. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_9.
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Amah, Okechukwu E., and Marvel Ogah. "Leadership and Sustainability Development Goals: Triple Bottom-Line Measure of Organisational Effectiveness." In Leadership and Organisational Effectiveness Post-COVID-19, 125–45. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_8.
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Amah, Okechukwu E., and Marvel Ogah. "Evolution of Operations Management Vis-à-Vis Operational Leadership: Effectiveness Versus Efficiency." In Leadership and Organisational Effectiveness Post-COVID-19, 51–63. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_4.
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Amah, Okechukwu E., and Marvel Ogah. "Incorporating the Understanding and Leadership Mindset in Leadership Development." In Leadership and Organisational Effectiveness Post-COVID-19, 193–210. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_11.
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Amah, Okechukwu E., and Marvel Ogah. "Qualitative Study on the Future of Leadership as Seen by Leaders, Practitioners, and Employees." In Leadership and Organisational Effectiveness Post-COVID-19, 107–23. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_7.
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Amah, Okechukwu E., and Marvel Ogah. "Introduction." In Leadership and Organisational Effectiveness Post-COVID-19, 1–8. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-32763-6_1.
Texto completo da fonteTrabalhos de conferências sobre o assunto "Organisational effectiveness"
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UNGUREANU, Cristina-Elena, Rebecca Ana Maria CHIRIŢĂ, Ioana-Alexandra SBÎRCEA, and Elena FLEACĂ. "INSIGHTS INTO THE MANAGER PERSONA’S ROLE IN MODERN ORGANISATIONS." In International Conference of Management and Industrial Engineering. Editura Niculescu, 2023. http://dx.doi.org/10.56177/11icmie2023.10.
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The purpose of this paper is to provide an outlook on the role of the “manager persona” in modern organisational structures. Topics covered include key traits and competencies which contribute to the success in a managerial role, and mapping of management representation across the organisational landscape. The mapping looks at theoretical elements which support manager personas to drive efficiency at different levels of the organisation. By providing insights into the manager persona and its role in the modern organisational, this paper will contribute to a better understanding of how management roles can enhance effectiveness and contribute to organisational performance. Furthermore, this paper can be a starting point for a debate on the skills and competencies that managerial representatives will need to harness in order to succeed when facing modern opportunities and challenges.
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Bhuiyan, Moshiur, Sohel Rana, and Aneesh Krishna. "Evaluating effectiveness of risk identification and management using organisational models." In 2011 3rd International Conference on Computer Research and Development (ICCRD). IEEE, 2011. http://dx.doi.org/10.1109/iccrd.2011.5763912.
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"THE IMPACT OF ORGANISATIONAL CULTURE ON LEADERSHIP EFFECTIVENESS AND PERFORMANCE." In International Management Conference. Editura ASE, 2020. http://dx.doi.org/10.24818/imc/2020/04.09.
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UNGUREANU, Cristina-Elena, Ioana-Alexandra SBÎRCEA, Rebecca Ana Maria CHIRIŢĂ, and Bogdan FLEACĂ. "THEORETICAL FINDINGS ON INTERNATIONAL STANDARD ADAPTATIONS IN ORGANISATIONAL MANAGEMENT SYSTEMS." In International Conference of Management and Industrial Engineering. Editura Niculescu, 2023. http://dx.doi.org/10.56177/11icmie2023.9.
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The purpose of this paper is to give an overview on the theoretical findings surrounding the adaptation of the international standards in modern organisational management systems. This will include the literature review on international standards such as ISO/IEC/IEEE 15.288:2015, and a series of examples in which standards have been adapted in modern literature to meet the needs of organisational structures. The paper will also explore the benefits and challenges of standard adaptations in organisational management systems highlighted through comparison of two specialised works on system engineering management. Moreover, this paper will contribute to the ongoing debate about the effectiveness of international management standards and the ways in which they can be adapted to meet the needs of diverse organizations. Also, this work brings a unique contribution on how theoretical elements can be adapted for practical use in organisations.
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Frerk, J., and C. Mbohwa. "Empower the future: A culture of empowerment Ȕ The link to organisational effectiveness." In 2012 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2012. http://dx.doi.org/10.1109/ieem.2012.6838000.
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Marafon, Alysson Diego, Leonardo Ensslin, Rogerio Tadeu de Oliveira Lacerda, and Sandra Rolim Ensslin. "The implications of R & D management for organisational effectiveness: A literature review." In 2012 IEEE International Technology Management Conference (ITMC). IEEE, 2012. http://dx.doi.org/10.1109/itmc.2012.6306380.
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Abumandil, Mohanad. "The Moderating Effect of Organisational Structure on Information Quality and Decision-Making Effectiveness Link." In ISSC 2016 International Conference on Soft Science. Cognitive-crcs, 2016. http://dx.doi.org/10.15405/epsbs.2016.08.75.
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Balzarova, Michaela, and Kathryn Bell. "THE GOOD, THE BAD AND THE EFFECTIVE ?? TRENDS IN SUSTAINABILITY REPORTING IN NEW ZEALAND LISTED COMPANIES." In 23rd SGEM International Multidisciplinary Scientific GeoConference 2023. STEF92 Technology, 2023. http://dx.doi.org/10.5593/sgem2023v/4.2/s19.40.
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This paper examines sustainability reporting trends of 50 NZX-listed companies, focusing on their effectiveness, transparency, and accountability. As sustainability reporting remains largely voluntary, unregulated, and inconsistent, this study investigates the current status quo in ESG/sustainability reporting in New Zealand. As a result, it provides managerial advice on what currently constitutes effective sustainability reporting. This paper of qualitative nature explores reporting practices across five key criteria: report type, adopted reporting frameworks, type of adopted governance within an organisation, type of adopted assurance and trends in social disclosures. The findings point to improvements in the quality of sustainability reporting in New Zealand, however, find that most organisations fall short of international standards. The study underscores the necessity for a balanced disclosure of material issues, suggesting the adoption of the GRI and integrated reporting frameworks need to deliver a comprehensive picture of a company's value creation. Additionally, it offers key recommendations for making sustainability reporting more meaningful. This includes disclosure of both positive and negative impacts, data sources, methodologies, and key assumptions used. Furthermore, it identifies the importance of stakeholder engagement to assess and address organisational material impacts, the necessity to adopt clear measurable sustainability goals, and the use of third-party verification for the enhanced reports� credibility.
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Dale, AM, L. Welch, and BA Evanoff. "1597d Participatory ergonomic programs in commercial construction projects: engagement with multiple organisational levels to improve effectiveness." In 32nd Triennial Congress of the International Commission on Occupational Health (ICOH), Dublin, Ireland, 29th April to 4th May 2018. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/oemed-2018-icohabstracts.237.
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Alkaf, Abdurachman, Mohd Yusoff Yusliza, Jumadil Saputra, Zikri Muhammad, and Abdul Talib Bon. "A Review of Work Effectiveness and Efficiency, Service Quality and Organisational Performance Literature: A Mini-Review Approach." In 11th Annual International Conference on Industrial Engineering and Operations Management. Michigan, USA: IEOM Society International, 2021. http://dx.doi.org/10.46254/an11.20210873.
Texto completo da fonteRelatórios de organizações sobre o assunto "Organisational effectiveness"
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Vandyck, Charles Kojo Vandyck. Elevating your Organisational Effectiveness. West Africa Civil Society Institute (WACSI), May 2020. http://dx.doi.org/10.15868/socialsector.36942.
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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn, and Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, November 2021. http://dx.doi.org/10.5703/1288284317432.
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Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.
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Moore, Gai, Anton du Toit, Susie Thompson, Alice Knight, and Rebecca Gordon. The effectiveness of oral health interventions for people with disability. The Sax Institute, March 2021. http://dx.doi.org/10.57022/lose8402.
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This Evidence Snapshot, commissioned by the Australian Commission on Safety and Quality in Health Care, summarises the evidence on improving oral health for adults with disability, and reducing associated risks to health and wellbeing. Most studies looked people with intellectual and developmental disability (IDD) and one at people with schizophrenia. Interventions included those directed to people with IDD and to caregivers, care planning and organisational interventions, and training interventions (for people with disability, family and carers, and clinical and non-clinical support workers). The report provides a comprehensive set of key messages related to the design and implementation of interventions, drawn from both peer reviewed and grey literature. The Snapshot is one of three rapid reviews funded by the NDIS Quality and Safeguards Commission examining effective strategies to improve the health of people with disabilities.
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Sinha, Ria. NGOs and tribal development. Indian School of Development Management, June 2024. https://doi.org/10.58178/246.1046.
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Non-governmental Organisations (NGOs) play an important role in addressing deep-rooted challenges such as marginalisation, that hamper the socio-economic progress of the tribal community in Palghar district of Maharashtra. They, in collaboration with the (state) government, serve as catalysts that can bring about systemic change. This study uses the multi-case study approach to examine NGOs working in the education sector and those that provide livelihood interventions in Palghar district (Maharashtra). Insights were drawn through semi-structured interviews, and a comprehensive analysis of documents and data mined by combing through relevant organisational websites. This paper has identified the significance of NGOs operating at the grassroots level, and that employ participatory approaches for tribal development. It also points out several key determinants—reach, accountability, transparency, management effectiveness, program efficacy, network proficiency, board competence, legality, and reputation—that shape their effectiveness, and suggests that these factors influence the overall impact and success of an NGO in addressing the challenges faced by the tribal population. This paper also strives to throw light on the intricate dynamics that contribute to the effectiveness of NGOs in promoting development and assuaging the socio-economic plight of the tribal communities in the region.
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Gordon, Eleanor, and Briony Jones. Building Success in Development and Peacebuilding by Caring for Carers: A Guide to Research, Policy and Practice to Ensure Effective, Inclusive and Responsive Interventions. University of Warwick Press, April 2021. http://dx.doi.org/10.31273/978-1-911675-00-6.
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The experiences and marginalisation of international organisation employees with caring responsibilities has a direct negative impact on the type of security and justice being built in conflict-affected environments. This is in large part because international organisations fail to respond to the needs of those with caring responsibilities, which leads to their early departure from the field, and negatively affects their work while in post. In this toolkit we describe this problem, the exacerbating factors, and challenges to overcoming it. We offer a theory of change demonstrating how caring for carers can both improve the working conditions of employees of international organisations as well as the effectiveness, inclusivity and responsiveness of peace and justice interventions. This is important because it raises awareness among employers in the sector of the severity of the problem and its consequences. We also offer a guide for employers for how to take the caring responsibilities of their employees into account when developing human resource policies and practices, designing working conditions and planning interventions. Finally, we underscore the importance of conducting research on the gendered impacts of the marginalisation of employees with caring responsibilities, not least because of the breadth and depth of resultant individual, organisational and sectoral harms. In this regard, we also draw attention to the way in which gender stereotypes and gender biases not only inform and undermine peacebuilding efforts, but also permeate research in this field. Our toolkit is aimed at international organisation employees, employers and human resources personnel, as well as students and scholars of peacebuilding and international development. We see these communities of knowledge and action as overlapping, with insights to be brought to bear as well as challenges to be overcome in this area. The content of the toolkit is equally relevant across these knowledge communities as well as between different specialisms and disciplines. Peacebuilding and development draw in experts from economics, politics, anthropology, sociology and law, to name but a few. The authors of this toolkit have come together from gender studies, political science, and development studies to develop a theory of change informed by interdisciplinary insights. We hope, therefore, that this toolkit will be useful to an inclusive and interdisciplinary set of knowledge communities. Our core argument - that caring for carers benefits the individual, the sectors, and the intended beneficiaries of interventions - is relevant for students, researchers, policy makers and practitioners alike.
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Chimombo, Masautso, Mirriam Matita, Loveness Mgalamadzi, Blessings Chinsinga, Ephraim Wadonda Chirwa, Stevier Kaiyatsa, and Jacob Mazalale. Interrogating the Effectiveness of Farmer Producer Organisations in Enhancing Smallholder Commercialisation – Frontline Experiences From Central Malawi. Institute of Development Studies (IDS), February 2022. http://dx.doi.org/10.19088/apra.2022.004.
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Many years of significant investment into the production and adoption of productivity-enhancing technologies and practices in agriculture have not yielded the desired results. Most smallholder farmers in Africa remain trapped in poverty. Having realised that addressing production challenges alone is not enough to impact the lives of poor smallholder farmers, resources and attention have now shifted to the marketing side of agriculture. Organising farmers into farmer producer organisations (FPOs), like clubs, associations and cooperatives, has been one of the strategies aimed at commercialising smallholder agriculture. In Malawi, smallholder farmers have been organised into FPOs of various types and sizes. This qualitative study interrogated the effectiveness of FPOs in Malawi in meeting their objectives, including the objective of enhancing commercialisation of smallholder farmers through increased access to farm inputs, markets, and agricultural extension and advisory services.
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Tusiime, Hilary Mukwenda, and Nahom Eyasu Alemu. Embracing E-Learning in Public Universities in Ethiopia and Uganda. Mary Lou Fulton Teachers College, December 2023. http://dx.doi.org/10.14507/mcf-eli.j2.
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Most of Higher Education Institutions (HEIs) in Ethiopia and Uganda are adopting e-learning to increased demand for, and to widen access to higher education. However, e-learning has not yet been fully embraced. Adoption of e-learning technologies in many universities in Ethiopia and Uganda is still ad hoc; and efforts towards full utilization of e-learning in HEIs are still undermined by many factors. This study has been conducted to explore institutional policy challenges, strategies, and reforms required to embrace all-inclusive online academic programmes. Guided by explanatory-sequential mixed design, data were collected from 765 participants using key informant interviews(KII), survey questionnaire, and documentary review methods. The study findings revealed that glitches from policy agents, mandate, purpose, publics, effectiveness, fairness, desirability, and affordability of the eLearning policies; as well as responsiveness and policy sustainability were the most critical institutional challenges to implementation of online academic programmes at Gondar and Makerere University. The study also revealed that provision of appropriate student support services, setting realistic assignments, emphasizing staff self-direction, having effective attendance policy, sharing of learning/information materials, professional development, technological, and maintenance of effective communication with students, and maintaining social presence were the key eLearning policy strategies used in implementation of online academic programmes at Makerere University. The study results further revealed that widening access to online programmes, mobilisation of adequate financial resources, engaging in national wide policy reforms, organisational restructuring, employment of adequate qualified staff, curriculum reform and entrenching online courses in the university system are key policy reforms required to embrace implementation of all-inclusive online academic programmes. Hence, it was recommended that something had to be done to: overcome institutional policy challenges; improve eLearning policy strategies used; and to effect inevitable policy reforms required to embrace implementation of all-inclusive online academic programmes at Gondar and Makerere University.
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Bolton, Laura. Effectiveness of Sustainable Marine Economy Interventions. Institute of Development Studies (IDS), July 2021. http://dx.doi.org/10.19088/k4d.2021.128.
Texto completo da fonteResumo:
Large development intervention programmes termed ‘marine economy’ or ‘blue economy’ are in their early stages and do not yet have results on effectiveness. Reports on the effectiveness of activities which could be considered under the blue economy umbrella were identified although more general reports of success than specific evidence. The World Bank programme, Problue, is a multi-donor trust fund aiming to achieve sustainable economic development in healthy oceans. The latest annual review of the programme lists achievements in terms of number of activities, proposals accepted, and beneficiaries. Effectiveness outcomes were not yet available. Progress has been made in developing frameworks and tools to assist governments to develop roadmaps. The Organisation for Economic Co-operation and Development (OECD) is undertaking a large number of activities in support of sustainable ocean economies which are also in early stages.
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Barrowcliffe, Daniel, and Martin Saunders. The effectiveness of witnessed four-stage clearances following licensed asbestos removal. HSE, January 2025. https://doi.org/10.69730/hse.24rr1218.
Texto completo da fonteResumo:
The importation and use of asbestos in Great Britain (GB) was banned by 1999. However, asbestos can be present in buildings constructed or refurbished before 2000 and continues to be removed as part of ongoing risk management. Only Health and Safety Executive (HSE) licensed asbestos removal contractors (LARCs) can undertake higher-risk removal work. Confirmation that the area can be reoccupied is undertaken by accredited 4-Stage Clearance (4SC) organisations. This research aimed to assess whether standards had improved and whether there was compliance with HSE guidance (HSG248, 2005 version) during 4SC. HSE researchers observed work practices of 4SC analysts at eight licensed asbestos removal sites and collected air monitoring samples, between 2016 – 2019.
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Carter, Becky, and Paul Harvey. A Literature Review on Social Assistance and Capacity in Yemen. Institute of Development Studies, October 2023. http://dx.doi.org/10.19088/basic.2023.003.
Texto completo da fonteResumo:
Yemen is experiencing one of the worst crises in the world in terms of levels of suffering and humanitarian need. Intense civil war since 2014 has devastated the national economy, and approximately two-thirds of the population (21.6 million people) were assessed as being in need of humanitarian assistance and protection services in 2023 (OCHA 2023a). In response to such huge levels of need, a substantial humanitarian aid operation has been ongoing for the past eight years. The social assistance landscape in Yemen is a complex mix of humanitarian aid and the legacies of social protection systems, with local institutions still playing a role in the delivery of assistance. This paper reviews the literature, looking at the following issues: how best to balance humanitarian and social protection approaches; how to balance meeting acute immediate needs and support for longer-term systems in an ongoing conflict; and how to maintain support in the face of donor fatigue, and a complex and dynamic political landscape in Yemen. In a context where aid actors are committed to localisation, and in order to strengthen the nexus between development, humanitarian and peace-building approaches, it is vital to understand how local capacities have been affected by conflict and how the international aid effort is trying to engage with national and local actors. However, efforts to strengthen local capacities also need to take into account the divided governance in Yemen, ongoing conflict, and tensions between the main donor governments’ funding of assistance and the de facto authorities in the north of Yemen. This paper provides an empirical building block that will help to inform efforts to engage with local capacities by comprehensively mapping the complex mix of local and national actors involved in the management, delivery and regulation of social assistance. This review summarises the key literature and evidence on the capacities of national and international actors involved in providing social assistance in Yemen. It has been undertaken to inform a Yemen study on social assistance capacities and systems, part of the Better Assistance in Crises (BASIC) Research programme.[1] The primary audience is donors providing social assistance in Yemen, to help their decision-making on how to support local actors’ capacities for social assistance. Social assistance refers to the non-contributory transfers (provided as food, cash or vouchers) to poor and vulnerable households and individuals. Today in Yemen these transfers support millions of people, funded by humanitarian and development aid, and implemented by international aid agencies and non-governmental organisations (NGOs) with national quasi-governmental bodies and national and local NGOs. Other local stakeholders (national and local governance authorities in the north and south of the country, and community members and beneficiaries) are also involved. This Yemen study feeds into broader BASIC Research work on the resilience of social protection systems in crises. We draw on the inception review by Slater, Haruna and Baur (2022) to frame our understanding of capacity along three interlinked dimensions: institutional, organisational and individual capacities. We found a small published literature on capacities for social assistance in Yemen (mainly donor and aid agency strategic and programme documents and some independent analysis of aid effectiveness). In this report, we summarise the political economy of international support in Yemen (Section 2). We map the social assistance landscape (Section 3), as well as the capacities of key national actors (Section 4) and international actors (Section 5 and Annexe). Section 5 sets out some preliminary conclusions.