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Auswahl der wissenschaftlichen Literatur zum Thema „Organisational effectiveness“
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Zeitschriftenartikel zum Thema "Organisational effectiveness"
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Nwanzu, Chiyem Lucky, und 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, Nr. 12 (22.06.2019): 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 und Say Keat Ooi. „ASSESSING THE EFFECTIVENESS OF RELIGIOUS ORGANISATION OFFICE DIVISION USING MCKINSEY 7S MODEL“. International Journal of Education, Psychology and Counseling 7, Nr. 47 (01.09.2022): 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, Nr. 10 (12.01.2018): 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, und Martina Praprotnik. „Organisational Effectiveness and Customer Satisfaction“. Organizacija 41, Nr. 5 (01.09.2008): 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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Raghunath, K. Madhu Kishore, und S. L. Tulasi Devi. „Effectiveness of Risk Assessment Models in Business Decisions“. International Journal of Sociotechnology and Knowledge Development 10, Nr. 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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Bieńkowska, Agnieszka. „Controlling Effectiveness Model — empirical research results regarding the influence of controlling on organisational performance“. Engineering Management in Production and Services 12, Nr. 3 (15.10.2020): 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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Iyamu, Tiko, und Leshoto Mphahlele. „The impact of organisational structure on enterprise architecture deployment“. Journal of Systems and Information Technology 16, Nr. 1 (04.03.2014): 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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Boshoff, A. B. „Organisational phenomena which influence communication and effectiveness“. Communicare: Journal for Communication Studies in Africa 3, Nr. 2 (21.11.2022): 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.
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Jans, N. A., und J. M. Frazer-Jans. „ORGANISATIONAL CULTURE AND ORGANISATIONAL EFFECTIVENESS“. Australian Journal of Public Administration 50, Nr. 3 (September 1991): 333–46. http://dx.doi.org/10.1111/j.1467-8500.1991.tb02294.x.
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Adamonienė, Rūta, Lienite Litavniece, Laima Ruibytė und Evelina Viduolienė. „Influence of individual and organisational variables on the perception of organisational values“. Engineering Management in Production and Services 13, Nr. 2 (01.06.2021): 7–17. http://dx.doi.org/10.2478/emj-2021-0008.
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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.
Dissertationen zum Thema "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.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.
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.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.
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.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)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.
Bücher zum Thema "Organisational effectiveness"
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Denton, John. Organisational Learning and Effectiveness. London: Taylor & Francis Inc, 2004.
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Organisational learning and effectiveness. London: Routledge, 1998.
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Mwanalushi, Muyunda. Motivation for development: Enhancing organisational effectiveness. [Kitwe? Zambia: s.n., 1991.
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1936-, Hurley John, Hrsg. Scientific research effectiveness: The organisational dimension. Dordrecht: Kluwer Academic Publishers, 2003.
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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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Handbook on organisational entrepreneurship. Cheltenham: Edward Elgar, 2012.
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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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author, Stranaghan Nicole, und Strategic Pay, Hrsg. PLUS +: A model for driving organisational performance. Auckland, New Zealand: Strategic Pay Press, 2012.
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Organisational consulting: @ the edges of possibility. Faringdon: Libri Pub., 2010.
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Dynamic capabilities: How organisational structures affect knowledge processes. Houndmills, Basingstoke, Hampshire: Palgrave Macmillan, 2014.
Den vollen Inhalt der Quelle findenBuchteile zum Thema "Organisational effectiveness"
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Kelly, Leanne M., und 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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Dwivedi, O. P. „Improving Organisational Effectiveness and Accountability for Environmental Protection“. In India’s Environmental Policies, Programmes and Stewardship, 197–211. London: Palgrave Macmillan UK, 1997. http://dx.doi.org/10.1007/978-1-349-25859-8_9.
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Köhler, Thomas, Christoph Lattemann und Jörg Neumann. „Organising Academia Online“. In Progress in IS, 11–28. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-66262-2_2.
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AbstractResearch on organisational arrangements of scholarly networks in both e-learning and e-research is located at the intersection of different theoretical justifications and developmental contexts such as organisational theory, computer science, education science and media informatics. However, there is still a lack of research on the organisational context of e-learning arrangements and its impact on collaboration in academic communities. E-learning research shows that the integration of electronic media in scientific communities negatively impacts their effectiveness and causes conflicts within communities. Research networks however are far less investigated as there is not direct didactic focus on how to collaborate. Recent theories on organisational design, virtual organisations and governance provide concepts for organising e-collaboration more effectively. Managerial instruments such as direct control of results and behaviours need to be supplemented or even replaced by concepts of social control; typically trust and confidence become the central mechanisms for the new forms of inter- and intra-organisational coordination. This paper starts with concepts. Then, to exemplify the organisational coordination mechanisms in scholarly e-communities, the authors critically discuss and reflect on these organisational arrangements and managerial concepts for two higher education portals and one research network in Germany. The conclusion is that, just as previous research has confirmed for educational networks, governance within academic networks relies heavily on the functionality of social and communicative forms of control.
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Farooq Fazli, Shazia, und Ayesha Farooq. „Organisational Effectiveness of Private Enterprises and Diversification in the Gulf Countries“. In Economic Diversification in the Gulf Region, Volume I, 137–62. Singapore: Springer Singapore, 2017. http://dx.doi.org/10.1007/978-981-10-5783-0_7.
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Gray, Rob, Aideen O’Dochartaigh und Clemence Rannou. „Organisational Effectiveness and Social and Environmental Accounting: Through the Past Darkly“. In Pioneers of Critical Accounting, 53–71. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-54212-0_4.
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O’Mahony, C. D. „Information systems effectiveness and organisational culture: an underlying model for ITEM evaluation“. In Information Technology in Educational Management for the Schools of the Future, 65–72. Boston, MA: Springer US, 1997. http://dx.doi.org/10.1007/978-0-387-35090-5_9.
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Ehlert, Christoph R. „Do dedicated preparation measures improve the effectiveness of consecutive active labour market policy measures in Germany?“ In Evaluation of German Active Labour Market Policies and their Organisational Framework, 25–58. Wiesbaden: Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-08112-6_3.
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Kupriyanova, Veronika, Enora Bennetot Pruvot und Thomas Estermann. „Autonomy, Efficiency and Effectiveness—Opportunities for Higher Education: A Pilot Study“. In European Higher Education Area: Challenges for a New Decade, 437–53. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-56316-5_27.
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Abstract Autonomy and efficiency are among the key topics that dominate the current higher education agenda and will shape the future of the European higher education landscape in the next decade. The capacity of higher education institutions and systems at large to respond to the rapidly changing needs of the society and economy will largely depend on what they can deliver and how autonomous, effective and efficient they are. The paper presents an analytical framework that connects the concepts of institutional autonomy, efficiency and effectiveness and explores the links between efficiency in university management, autonomy and accountability. It builds on (i) EUA’s work on institutional autonomy and the University Autonomy Scorecard, assessing the main components of institutional autonomy, and (ii) the higher education efficiency framework developed by EUA in the framework of the USTREAM project. This paper explores the following questions: (i) What mechanisms connect regulatory frameworks to efficiency in university management? (ii) How can autonomy be converted into efficiency and effectiveness at universities? (iii) How can efficiency support accountability? Methodologically, this paper will follow the four-pillar structure of the Autonomy Scorecard (organisational, financial, staffing and academic autonomy) and support its argumentation with several case studies.
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Sancho, David. „The Impact of Institutional and Organisational Factors in the Efficiency and Effectiveness of Local Regulatory Systems“. In The Political Economy of Local Regulation, 95–112. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-58828-9_5.
Der volle Inhalt der QuelleKonferenzberichte zum Thema "Organisational effectiveness"
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Bhuiyan, Moshiur, Sohel Rana und 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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Frerk, J., und 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 und 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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Dale, AM, L. Welch und 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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Adonis, Tracey-Ann, und Shaheed Hartley. „Enhancing learning environments through partnerships in an attempt to facilitate school effectiveness“. In Fifth International Conference on Higher Education Advances. Valencia: Universitat Politècnica València, 2019. http://dx.doi.org/10.4995/head19.2019.9132.
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South Africa (SA) is a developing country struggling to address educational transformation inherited from a previous apartheid regime and created by the current democratic government. Education is an area which is struggling within a SA context. Many schools in disadvantaged communities are faced with inadequate infrastructure and lack of resources yet the expectation is for schools to show evidence of effectiveness irrespective of these challenges. This context prompted an investigation into the development of the school learning environment utilising a participatory action research design at a disadvantaged primary school in the Western Cape, SA. The major findings included that the school learning environment was influenced by the unique challenges and pressures in the school context; that collaborative efforts between stakeholders contribute to school effectiveness irrespective of context through acknowledging the school as an organisational system which requires the principal, educators, parents and community to effectively collaborate through open channels of communication in order to facilitate optimal teaching and learning environments which contribute to school effectiveness. The community component in the school learning environment needed to be acknowledged as the validation of the experiences of educators, learners, parents, principal and community is important in the South African context.
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Al Hajri, Saif Salem. „Enhancing Youth Employees Experience and Engagement Using a Designed Culture“. In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210843-ms.
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Abstract The proposed paper has the main objective of exploring the impact of a designed organizational culture on the engagement of employees within their firms or institutions. The experience will focus on three aspects: engagement, experience, and designed culture which are all aimed at connecting with the employees better in order to motivate and keep them engaged as they perform their duties and responsibilities. The proposed paper plans to follow a qualitative research study, following an action research where the researcher will apply the conceptual framework and examine its impact and effectiveness on the overall employee engagement. Qualitative research was chosen to explore the experiences of the study participants or the leaders, managers, and employees of oil and gas firms on how a designed culture could positively or negatively impact the experience and engagement of the employees as stakeholders. An action research approach under qualitative research was chosen as Burns (2015) defined it a one that focuses on collaboration, discourse, and action among participants within a system. The results of the qualitative action research led to the development of a conceptual framework focused on three specific areas: designed culture, experience, and engagement. These three areas are considered as the key organisational aspects that must be given attention to in order to create a positive impact on the experiences and engagement of the oil and gas firms or institutions’ employees or stakeholders. Under a designed organisational culture, the management gives significance to three factors and actors including: organisational functions (25%), senior leadership (25%), and line managers (50%). With the designed organisational culture, the organisational functions give value to open communication and feedback between the management, leaders, and employees. This type of organisational culture works to interact and engage with the employees by constantly communicating with and listening to their needs. As for senior leadership, they are tasked to make crucial policy decisions, set their firms’ strategies and goals, and shape the overall culture of their institution. The line managers have the biggest role in this framework, where they are tasked to perform "Thrive Sessions" or a designated time to connect with their team members. Based on the designed culture, employee experience and engagement may then be influenced accordingly.
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Gareta, S., E. M. Bakama, C. M. Mukwakungu und N. Sukdeo. „The use of benchmarking as a management tool for organisational effectiveness in South Africa: A focus on small to medium enterprises“. In 2020 IEEE International Conference on Technology Management, Operations and Decisions (ICTMOD). IEEE, 2020. http://dx.doi.org/10.1109/ictmod49425.2020.9380620.
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FAYASA, A. F., NAYANTHARA DE SILVA, MOHAN KUMARASWAMY und JOSEPH H.K. LAI. „EXPLORING CHALLENGES AND DRIVERS OF FACILITIES MANAGEMENT OUTSOURCING IN SRI LANKA“. In 13th International Research Conference - FARU 2020. Faculty of Architecture Research Unit (FARU), University of Moratuwa, 2020. http://dx.doi.org/10.31705/faru.2020.27.
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There has been a growing trend of organisations adopting a sourcing strategy that increases their competitive advantages through improving the performance of their facilities management (FM) services. Facilities Management Outsourcing (FMO) is a management strategy whereby FM services are contracted to one or more external providers with the aim of improving organisational efficiency and effectiveness. However, this kind of contract procurement is yet to acquire its full potential in Sri Lanka and thus, it is vital to unfold its current status and make suggestions for enhancement. Therefore, a study was conducted to investigate the existing FMO challenges, drivers and the strategies to overcome those challenges in Sri Lanka. Initially, a literature review was made on FM services sourcing strategies, challenges and drivers of FMO. Then a qualitative approach was taken to carry out semi-structured interviews with six FM experts in the industry. The data captured was structured and analysed by using a manual content analysis method. Fourteen challenges and eleven drivers were revealed as significant to FMO. The results of this research, which contribute to the understanding on FMO, serve as a cornerstone upon which further studies can be pursued in the context of FM in Sri Lanka and countries in a similar state of FM development.
Berichte der Organisationen zum Thema "Organisational effectiveness"
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Vandyck, Charles Kojo Vandyck. Elevating your Organisational Effectiveness. West Africa Civil Society Institute (WACSI), Mai 2020. http://dx.doi.org/10.15868/socialsector.36942.
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Musa, Padde, Zita Ekeocha, Stephen Robert Byrn und 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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Gordon, Eleanor, und 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 und Jacob Mazalale. Interrogating the Effectiveness of Farmer Producer Organisations in Enhancing Smallholder Commercialisation – Frontline Experiences From Central Malawi. Institute of Development Studies (IDS), Februar 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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Bolton, Laura. Effectiveness of Sustainable Marine Economy Interventions. Institute of Development Studies (IDS), Juli 2021. http://dx.doi.org/10.19088/k4d.2021.128.
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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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Dassanayake, Wajira, Gayani Hewagama und Sarah E. Kirk. Asynchronous Instructional Videos During COVID-19 Emergency Remote Teaching: Student Experiences Within a New Zealand ITP. Unitec ePress, August 2021. http://dx.doi.org/10.34074/ocds.088.
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The COVID-19 pandemic created unprecedented challenges for tertiary education institutions worldwide. The crisis placed enormous pressure on educational institutions as they were required to pivot suddenly to teaching fully online. In New Zealand, Tertiary Education Organisations (TEOs) were forced to close on Wednesday 25 March 2020 after New Zealand moved to Alert Level 4, necessitating the sudden implementation of online teaching. The purpose of this study is to investigate the effectiveness of pre-recorded instructional videos in three selected courses taught by a tertiary education institution, a member of the Institutes of Technology and Polytechnics (ITPs) New Zealand.
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Delgado, María. Political Advocacy in Colombia: Impact Evaluation of the “Building peace by securing rights for victims of conflict and violence in Colombia” project. Oxfam GB, Oktober 2021. http://dx.doi.org/10.21201/2021.8120.
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The “Building peace by securing rights for victims of conflict and violence in Colombia” project was implemented by Oxfam in Colombia and a network of partners from 2015-2019. It focused on helping victims and Colombian human rights and peace organisations to strengthen their capacities to demand justice for rights violations and to advocate for a more favourable environment to the recognition of victim's rights. The assessment focused on the effectiveness of the project in relation to outcomes extracted from the Theory of Change. It used a combination of participatory methods and tools, the main method being process tracing, a qualitative research method that is useful for inferring causal relationships as well as contribution analysis. The report provides evidence of strengthened capacities at different levels and concludes that the advocacy work carried out as part of the project has demonstrated high levels of effectiveness. Read the full report to find out more.
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Ahmed, Saira, Vaqar Ahmed, Marjorie Alain und Karine Gatellier. Improving the Fiscal Policy Response to Covid-19 in Pakistan. Institute of Development Studies, Juni 2022. http://dx.doi.org/10.19088/core.2022.003.
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The Covid-19 pandemic and related restrictions have had profound socioeconomic impacts worldwide. Governments have been faced with responding urgently to mitigate such effects, especially for the most vulnerable. Covid-19 Responses for Equity (CORE) partner Partnership for Economic Policy (PEP) – a Southernled organisation which believes that evidence produced from an in-country perspective, by empowered and engaged local researchers and policymakers, results in better policy choices – has been working closely with policymakers in Pakistan to assess the Covid-19 impacts and the effectiveness of current and potential policies. As a result, PEP has helped introduce tax reforms for the hardest hit, agricultural subsidies for farmers, and the reduction of trade tariffs for struggling businesses.
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Barrera-Osorio, Felipe, Samuel Berlinski und Matías Busso. Effective Evidence-Informed Policy: A Partnership among Government, Implementers, and Researchers. Research on Improving Systems of Education (RISE), Dezember 2021. http://dx.doi.org/10.35489/bsg-rise-ri_2021/035.
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Evidence matters for the effectiveness of public policies,but important informational frictions—that is, resistanceto obtaining or using information on the subject at hand—sometimes prevent it from shaping policy decisions.Hjort et al. (2021) showed that reducing those frictionscan change not only political leaders’ beliefs but alsothe policies they implement. One-way information, fromresearch to policy, may sometimes be insufficient, though.Policymakers may be agnostic about the effectiveness ofan intervention, or they may not know which of its featuresrequire adjustment. A process of policy experimentationmay be needed (Duflo 2017), in which policies arerigorously evaluated at a small scale, the findings of those evaluations inform the policy design, and a new evaluation determines the effectiveness of a fine-tuned version of the intervention, with the assessment continuing until the program is ready to be scaled up. This process requires very close collaboration among government, implementers, and researchers. The means by which evidence is produced is also important. A frequent criticism of researcher-designed interventions is that results may not be relevant. One reason is that pilot programme’s participants or circumstances may be atypical, with the result that the experimental treatment, even if implemented with fidelity, may not achieve similar outcomes in other settings (Al Ubaydli et al. 2017; Vivalt 2017). A second reason is that governments may lack the capability to implement with fidelity interventions tested in randomized control trials. A partnership between policymakers and researchers can help attenuate these concerns. A recent experience in Colombia provides a good example of such a partnership at work. “Let’s All Learn to Read” is an ambitious programme to improve literacy skills among elementary schoolchildren (Grades K–5). Spearheaded by the Luker Foundation, a local nongovernmental organisation, in collaboration with the Secretary of Education of Manizales (Colombia), the programme began with a systematic data collection effort in the municipality’s public primary schools to understand why students were failing to acquire the most basic academic skills. This led to several interventions over many years during which multidisciplinary teams of researchers working in close collaboration with local stakeholders and policymakers designed and evaluated different features of the programme.
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Lucas, Brian. Lessons Learned about Political Inclusion of Refugees. Institute of Development Studies, Mai 2022. http://dx.doi.org/10.19088/k4d.2022.114.
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Most refugees and other migrants have limited opportunities to participate in politics to inform and influence the policies that affect them daily; they have limited voting rights and generally lack effective alternative forms of representation such as consultative bodies (Solano & Huddleston, 2020a, p. 33). Political participation is ‘absent (or almost absent) from integration strategies’ in Eastern European countries, while refugees and other migrants in Western Europe do enjoy significant local voting rights, stronger consultative bodies, more funding for immigrant organisations and greater support from mainstream organisations (Solano & Huddleston, 2020a, p. 33).This rapid review seeks to find out what lessons have been learned about political inclusion of refugees, particularly in European countries.In general, there appears to be limited evidence about the effectiveness of attempts to support the political participation of migrants/refugees. ‘The engagement of refugees and asylum-seekers in the political activities of their host countries is highly understudied’ (Jacobi, 2021, p. 3) and ‘the effects that integration policies have on immigrants’ representation remains an under-explored field’ (Petrarca, 2015, p. 9). The evidence that is available often comes from sources that cover the entire population or ethnic minorities without specifically targeting refugees or migrants, are biased towards samples of immigrants who are long-established in the host country and may not be representative of immigrant populations, or focus only on voting behaviour and neglect other forms of political participation (Bilodeau, 2016, pp. 30–31). Statistical data on refugees and integration policy areas and indicators is often weak or absent (Hopkins, 2013, pp. 9, 28–32, 60). Data may not distinguish clearly among refugees and other types of migrants by immigration status, origin country, or length of stay in the host country; may not allow correlating data collected during different time periods with policies in place during those periods and preceding periods; and may fail to collect a range of relevant migrant-specific social and demographic characteristics (Bilgili et al., 2015, pp. 22–23; Hopkins, 2013, p. 28).