Relevant bibliographies by topics / Organizational effectiveness

Academic literature on the topic 'Organizational effectiveness'

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Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Organizational effectiveness"

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Ratna, Dr Rajnish, Dr Navin Srivastava, and Dr Geeta Rana. "Exploration of Organizational Culture, Knowledge Management, Organizational Effectiveness." International Journal of Psychosocial Rehabilitation 24, no. 1 (January 31, 2020): 274–91. http://dx.doi.org/10.37200/ijpr/v24i1/pr200130.

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Luxmi. "Organizational Commitment and Organizational Effectiveness." Management Dynamics 11, no. 1 (April 25, 2022): 50–67. http://dx.doi.org/10.57198/2583-4932.1093.

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Au, Chor-fai. "Rethinking Organizational Effectiveness:." Administration in Social Work 20, no. 4 (October 26, 1996): 1–21. http://dx.doi.org/10.1300/j147v20n04_01.

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Liket, Kellie C., and Karen Maas. "Nonprofit Organizational Effectiveness." Nonprofit and Voluntary Sector Quarterly 44, no. 2 (November 13, 2013): 268–96. http://dx.doi.org/10.1177/0899764013510064.

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Stroińska, Ewa, and Justyna Trippner-Hrabi. "Organizational culture in shaping organizational effectiveness." Studia i Prace WNEiZ 44 (2016): 209–18. http://dx.doi.org/10.18276/sip.2016.44/3-17.

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Rashad, Muhammed Khazal, Idrees Sadeq Kanabi, Diyar Abdulmajeed Jamil, Rozhgar Khorsheed Mahmood, Zaid Saad Ismail, Swran Jawamir Jwmaa, Saif Qudama Younus, and Baban Jabbar Othman. "Organizational effectiveness: Educational leadership and its impact on organizational effectiveness." Journal of Humanities and Education Development 4, no. 6 (2022): 53–66. http://dx.doi.org/10.22161/jhed.4.6.5.

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This paper aims to explore the link between educational leadership and organizational effectiveness, Erbil was selected as the place to carry out the research at small and medium-sized businesses. current studies are assessing the impact of strategic absorbency (ability), capacity to adjust strategies, and managerial wisdom on small and medium-sized companies in the Kurdistan region of Iraq's educational leadership a separate regression analysis was used to quantify the impact of each independent variable on organizational effectiveness in the researchers applied a straight line of reasoning to small and medium-sized businesses in the Kurdistan region of Iraq. this ended up being a total of 175 questionnaires that were completed, as 152 of the 152 participants answered them correctly The study discovered that the greatest impact was found in the absorptive capability, with regard to sustainability, but on the least effect in terms of management expertise.
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Mwai, Grace Mirigo, Juliana Mulaa Namada, and Paul Katuse. "Influence of Organizational Resources on Organizational Effectiveness." American Journal of Industrial and Business Management 08, no. 06 (2018): 1634–56. http://dx.doi.org/10.4236/ajibm.2018.86109.

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Mohan, Addanki Murali, and Dr Koneru Kalpana. "Organizational Effectiveness through HRD." Alinteri Journal of Agriculture Sciences 36, no. 2 (July 15, 2021): 144–46. http://dx.doi.org/10.47059/alinteri/v36i2/ajas21127.

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Organizations face challenges while they live in a dynamic and competitive environment because of day to day competition. The effectiveness of a business constitutes its ability to perform a function with optimal levels of input and output. Improving organizational effectiveness is a sober concern for any organization as a matter of existence. This has to be achieved through implementation of important organizational effectiveness elements or factors. Enhancing organizational effectiveness is the key for success of business and consequently employees are expected to increase the efficiency of their work environment. Fundamentally, this paper offers a framework for improving organizational effectiveness. The findings revealed that essential elements are to be identified right from the employment and deployment of employees along with related aspects viz: physical resources, money, community development, legal aspects and also survival in the competitive business which has shown significant effect on Organizational Effectiveness.
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Byington, Diane B., Patricia Yancey Martin, Diana M. DiNitto, and M. Sharon Maxwell. "Organizational Affiliation and Effectiveness:." Administration in Social Work 15, no. 3 (August 8, 1991): 83–103. http://dx.doi.org/10.1300/j147v15n03_06.

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Islam, M. Zahidul, Thuraya Farhana Said, Wardah Azimah Sumardi, and Safayet Rahman. "Factors Affecting Organizational Effectiveness." International Journal of Asian Business and Information Management 11, no. 2 (April 2020): 15–27. http://dx.doi.org/10.4018/ijabim.2020040102.

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This study aims to propose a conceptual framework of organizational effectiveness for Brunei's public sector. This study proposed knowledge sharing as a potential mediator for the relationship between organizational factors (organizational climate, structure and leadership) and organizational effectiveness. This study also proposed ICT as a potential moderator for the relationship between organizational factors and knowledge sharing. This study will help public sector managers to understand organizational effectiveness from a different perspective. Propositions of knowledge sharing as a potential mediator and ICT support as a potential moderator will provide public sector managers with guidance to ensure sustainable organizational effectiveness.
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Dissertations / Theses on the topic "Organizational effectiveness"

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Hong, Hae-Jung. "Multiculturals in organizations : Their roles for organizational effectiveness." Thesis, Cergy-Pontoise, Ecole supérieure des sciences économiques et commerciales, 2012. http://www.theses.fr/2012ESEC0005/document.

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Cette thèse explore le rôle de multiculturels dans les multinationales. Les multiculturels sont connus pour leur compétence et leur potentiel culturels susceptibles de contribuer à l’efficacité d’une organisation. Peu d’études à ce jour ont examiné les multiculturels dans les multinationales et pratiquement aucune recherche n’a essayé de comprendre le rôle des multiculturels dans la facilitation d’un processus de travail d’équipe efficace. En vue d’étudier un phénomène qui n’a pas été suffisamment scruté, cette dissertation a mobilisé un travail de terrain ethnographique dans deux multinationales importantes sur une période de 10 mois. Elle étudie les rôles de multiculturels dans des équipes mondiales en se référant à trois contextes : (1) la compétence multiculturelle et son impact sur l’efficacité de l’équipe ; (2) comment les multiculturels influencent les processus de travail d’équipe ; (3) en quoi et comment des facteurs liés au contexte affectent l’aptitude des multiculturels à jouer des rôles
This dissertation explores multiculturals in global corporations. To date, limited research helps us understand the role of multicultural individuals in facilitating the effective functioning of global teams. To investigate this under-examined phenomenon, this dissertation presents the first empirical study of the roles of multiculturals in organizations by facilitating 10-month ethnographic field work in two MNCs: a leading cosmetic MNC and an auditing and consulting MNC. This dissertation comprises three papers. The first paper develops the theoretical model of bicultural competence and its impact on multicultural team effectiveness. I define bicultural competence, determine its antecedents, and identify two roles that bi/multiculturals might play in promoting multicultural team effectiveness: boundary spanner and conflict mediator. The second paper examines multiculturals’ cultural brokerage role for team work processes in global new product development teams: how multiculturals influence teams’ knowledge processes and handle cross-cultural conflicts (not only collocated but also virtual between corporate headquarters and local subsidiaries). Multiculturals play a critical role that influence knowledge processes and cross-cultural conflict management within global teams where cultural and national heterogeneity seems more complicated than organizational researchers have recognized to date. The third paper investigates boundary conditions and how they impact multiculturals to enact their roles. I compare and contrast multiculturals in two MNCs in different industries. In particular, I identify boundary conditions that have impact on multiculturals in three levels of analysis: organizational; team; individual. Furthermore, I propose what factors challenge or enable multiculturals and accordingly, how multiculturals overcome challenges and use given opportunities in order to perform effectively or yield such challenges in organizations
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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.

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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Lundborg, Lisa. "Organizational assessment." Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004lundborgl.pdf.

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Weber, Paull C. "Intranet effectiveness and organizational commitment." Thesis, Curtin University, 2002. http://hdl.handle.net/20.500.11937/111.

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The Intranet Pencil and Paper Checklist (Murgolo-Poore et al., 2002) is a new measure developed to gauge the perceptions of organization members as to the effectiveness of the firms Intranet, from an Internal Marketing and Human Resource perspective. Three dimensions of the construct "Intranet Effectiveness " have been distilled from initial scale development research and testing, they are Operations, Facilitation and Culture.The instrument is now applied to a financial services organization with approximately 3000 staff to test its robustness across all layers of a hierarchy. It performed well, particularly in plumbing the perceptions of management towards their Intranet.Several theoretical perspectives were investigated to understand how OC and Intranet effectiveness may be associated, including Transaction Cost Theory, Communication Theory and Social Identity Theory. With this theoretical underpinning the instrument was administered to discern if an effective Intranet, through its power to communicate and involve multiple stakeholders had any correlation with Organizational Commitment.Intranet effectiveness was found to have a significant correlation, which varied in its effect across user groups. It was suggested as a focus for future research that peripheral groups might have benefited from the Intranet in a way that increased OC amongst those cohorts disproportionately. Should such a theory be borne out by empirical investigation, it has potential application for strategic decision making in Intranet design and management.
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Fisher, Jeffrey G. Wang Clare H. Czarney Jonathan R. "Organizational assessment of Shelter Outreach Plus /." Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2003. http://library.nps.navy.mil/uhtbin/hyperion-image/03Dec%5FFisher%5FMBA.pdf.

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Thesis (M.B.A.)--Naval Postgraduate School, December 2003.
"MBA professional report"--Cover. Thesis advisor(s): Cary Simon, Mary Malina. Includes bibliographical references (p. 39). Also available online.
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Sudharatna, Yuraporn. "Towards a stage model of learning organization development." Title page, table of contents and abstract only, 2004. http://hdl.handle.net/2440/37968.

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Becoming a Learning Organization (LO) is widely recognized as a process through which organizations can develop characteristics that enable them to be competitive in an increasingly competitive business environment. While there is an assumption that LOs have the ability to manage change, few empirical studies are available to prove whether an organization with strong LO characteristics also has a high level of change readiness. In developing itself into an LO, an organization seems to gain possession of relevant characteristics through knowledge acquisition, knowledge sharing and knowledge utilization. There is, however, a lack of clarity on what LO characteristics are developed at each of the three stages. The relationship among these stages is also confusing. The purpose of this research is to confirm whether organizations with a high level of LO characteristics also have a high level of readiness-to-change. It also attempts to verify the relationship among the LO development stages of knowledge acquisition, knowledge sharing and knowledge utilization. A questionnaire has been designed following an extensive review. It incorporates "an Inventory of LO Characteristics" to measure the level of LO characteristics formed in an organization. There are also questionnaire to gauge the level readiness-to-change. The questionnaire has been distributed to employees in two leading mobile phone service companies in Thailand. The industry is selected because of its changing business environment. Thailand has been chosen for as the location for the research because few studies in LO have been conducted outside the more developed economies. The findings demonstrate two major insights. Firstly, the correlation coefficient between the six categories of LO characteristics - cultural values, leadership commitment and empowerment, communication, knowledge transfer, employee characteristics and performance upgrading - and readiness-to-change confirms that if an organization has a high level of LO characteristics, it will also have a high level of readiness-to-change. Secondly, the correlation coefficient between the three LO development stages - of knowledge acquisition, knowledge sharing and knowledge utilization - and readiness-to-change, support the hypothesis that they follow a sequential order. Results of the research are analysed and discussed, providing valuable contributions to both research and practice in the area.
Thesis (Ph.D.)--Adelaide Graduate School of Business, 2004.
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SHARFMAN, MARK PHILLIP. "ENVIRONMENTAL PRESSURE, ORGANIZATIONAL BUFFERS AND ORGANIZATIONAL PERFORMANCE: A STRUCTURAL EQUATIONS MODEL (SLACK)." Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188130.

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This dissertation addresses questions concerning slack's nature and its relationships with the environment and performance. The research investigates which view of slack (the operations or behavioral approach) best predicts performance. It examines the relationship of environment and slack using both interaction and mediation models. The PIMS database was used for 610 assembly manufacturing firms. The results support both the behavioral and the operations perspectives. This combined view suggests that slack capacity is optimized to improve sales while being minimized to improve profits. Excess inventory is minimized to improve sales but optimized to improve average ROS. In all cases, excess cash is minimized. In all equations, the slack variables entered the equations as costs. These results also support the argument that slack interacts with the environment rather than being in a functional relationship with it. Interaction terms of the slack types and the environment were significant in predicting sales. A mediation model was also tested but had a poorer fit with the data. Slack was found to be a multi-dimensional concept. The slack variables did not all intercorrelate positively. The negative relationships suggest that management makes decisions as when to use each slack resource. The slack variables (when lagged) had significant effects on each other, but not on performance. This indicates that the time horizon for slack may be shorter than was investigated in this research. The research demonstrated that slack inventory and non-slack supply buffers were negatively related. The conditions under which the firm trades slack for other buffering mechanisms were not clear. Predicted positive relationships between size and slack were found except that excess capacity and size were negatively related. This suggests that larger firms were holding slack in ways that are more discretionary and less obvious to their control systems. What is not clear from this research are the conditions under which management will choose a specific type of slack. In one case (excess working capital), technology predicts the level of this variable. Additional research is suggested to determine how, when and where these decisions are made.
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Summers, Kenneth G. "Organizational assessment pathway to improvement for Teen Challenge of the Rocky Mountains /." [Denver, Colo.] : Regis University, 2005. http://165.236.235.140/lib/KSummers2005.pdf.

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Weber, Paull Christopher. "Intranet effectiveness and organizational commitment /." Full text available, 2002. http://adt.curtin.edu.au/theses/available/adt-WCU20030714.094502.

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Garner, Charles Larry. "Team building and organizational effectiveness /." Digital version accessible at:, 1998. http://wwwlib.umi.com/cr/utexas/main.

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Books on the topic "Organizational effectiveness"

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Robertson, Ivan T., Militza Callinan, and Dave Bartram, eds. Organizational Effectiveness. Chichester, UK: John Wiely & Sons, Ltd, 2002. http://dx.doi.org/10.1002/9780470696736.

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Cameron, Kim S. Organizational effectiveness. Cheltenham: Edward Elgar, 2010.

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Garain, Swapan. Organizational effectiveness of non-governmental organizations. Jaipur, India: University Book House, 1998.

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Mahajan, Neelam. Organizational effectiveness of development organizations (ICDS). New Delhi: Classical Pub. Co., 1993.

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Armstrong, Michael. Improving organizational effectiveness. London: Kogan Page, 1994.

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Ontario Social Development Council. Training Program., ed. Training for non-profit organizations: --improving organizational effectiveness. Toronto: The Council, 1985.

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Mescon, Michael H. Management: Individual and organizational effectiveness. 2nd ed. New York: Harper & Row, 1985.

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Dan, Gilbert. Improving organizational effectiveness through broadbanding. Scottsdale, AZ (14040 N. Northsight Blvd., Scottsdale 85260): American Compensation Association, 1996.

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W, Riley Anne, Zaccaro Stephen J, Virginia Polytechnic Institute and State University. Psychology Dept., and Virginia Tech Symposium on Applied Behavioral Science (7th : 1984), eds. Occupational stress and organizational effectiveness. New York: Praeger, 1987.

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Bradbury, S. W. Organizational effectiveness and the curriculum. Sheffield: Sheffield City Polytechnic Department of EducationManagement, 1985.

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Book chapters on the topic "Organizational effectiveness"

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Whitehill, Arthur M. "Improving organizational effectiveness." In Japanese Management, 230–48. London: Routledge, 2022. http://dx.doi.org/10.4324/9781003296348-15.

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Hiller, Nathan J., and Sibel Ozgen. "Organizational Agility and Organizational Effectiveness." In Senior Leadership Teams and the Agile Organization, 24–43. New York: Routledge, 2023. http://dx.doi.org/10.4324/9780429353161-2.

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Wagner, John A., and John R. Hollenbeck. "Group Dynamics and Team Effectiveness." In Organizational Behavior, 221–53. Third Edition. | New York : Routledge, 2021. | Revised edition of the authors’ Organizational behavior, 2015.: Routledge, 2020. http://dx.doi.org/10.4324/9781003009580-12.

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Afzalur Rahim, M. "Organizational Learning and Effectiveness." In Managing Conflict in Organizations, 35–47. 5th ed. New York: Routledge, 2023. http://dx.doi.org/10.4324/9781003285861-3.

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Sekaran, Uma, and Coral R. Snodgrass. "Organizational Effectiveness and Its Attainment." In Organizational Science Abroad, 269–92. Boston, MA: Springer US, 1989. http://dx.doi.org/10.1007/978-1-4899-0912-1_13.

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Adams-Robinson, Brenetia J. "Team Development Effectiveness." In Informal Leadership, Strategy and Organizational Change, 53–63. New York: Routledge, 2021. http://dx.doi.org/10.4324/9780429319969-5.

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Rogala, Anna, and Sylwester Bialowas. "Determinants of Internal Communication Effectiveness." In Communication in Organizational Environments, 151–205. London: Palgrave Macmillan UK, 2016. http://dx.doi.org/10.1057/978-1-137-54703-3_5.

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Takahashi, Shingo, Kyoichi Kijima, and Ryo Sato. "Organizational Effectiveness of Information Systems." In Applied General Systems Research on Organizations, 63–79. Tokyo: Springer Japan, 2004. http://dx.doi.org/10.1007/978-4-431-53949-0_3.

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Tang, Keow Ngang. "Leadership Styles and Organizational Effectiveness." In Leadership and Change Management, 11–25. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8902-3_2.

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Shin, Jung Cheol. "Organizational Effectiveness and University Rankings." In University Rankings, 19–34. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-94-007-1116-7_2.

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Conference papers on the topic "Organizational effectiveness"

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Dorrer, M. G., E. I. Trishkina, V. D. Demidyuk, Е. M. Gritsenko, and A. A. Popov. "Approach to the assessment of the organizational maturity of business processes of the contingent of students of higher educational institutions." In All-Russian Scientific Conference "Russian Science, Innovation, Education - 2022". Krasnoyarsk Science and Technology City Hall, 2022. http://dx.doi.org/10.47813/rosnio.2022.3.41-49.

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The article examines the methods of assessing the effectiveness of business processes in the organization, including in organizations of higher educational institutions and professional educational organizations. A approach to assessing the level of maturity of the main proceedings of the contingent management of higher education institutions is proposed. To assess maturity as a basis, a five-level model Capability Maturity Model (CMM) is taken. The method of measuring maturity is based on an existing VOYAGER Plant Optimization (VPO) method oriented to improve the efficiency of the organization's processes. Based on the methodology, a structure for the survey of employees of the Higher Educational Institution, as well as a questionnaire, which allows to evaluate the effectiveness of existing business processes of organization and how to improve their improvement. An analysis of the effectiveness of the proposed approach to the assessment of the organizational maturity of the process of management of the contingent of students. The results obtained on the survey in the further study will be based as the assessment of organizational maturity for each process, based on the proposed technique of Anheuser-Busch InBev.
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Bolinger, Joe, Greg Horvath, Jay Ramanathan, and Rajiv Ramnath. "Collaborative workflow assistant for organizational effectiveness." In the 2009 ACM symposium. New York, New York, USA: ACM Press, 2009. http://dx.doi.org/10.1145/1529282.1529340.

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Febrian, Wenny. "Analysis of Factors Affecting Organizational Effectiveness." In Proceedings of The International Conference on Environmental and Technology of Law, Business and Education on Post Covid 19, ICETLAWBE 2020, 26 September 2020, Bandar Lampung, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.26-9-2020.2302693.

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Lin, Linda Lin-Chin, Agustinus Purna Irawan, Paula Tjatoerwidya Anggarina, and Sanjeev Kumar. "Transformational Leadership Impact on Organizational Effectiveness." In Tenth International Conference on Entrepreneurship and Business Management 2021 (ICEBM 2021). Paris, France: Atlantis Press, 2022. http://dx.doi.org/10.2991/aebmr.k.220501.078.

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Lenchner, Jonathan, Anna Topol, Mariusz Sabath, and Laura C. Anderson. "Harnessing Growth-Mindedness to Enhance Organizational Effectiveness." In 15th International Conference on Applied Human Factors and Ergonomics (AHFE 2024). AHFE International, 2024. http://dx.doi.org/10.54941/ahfe1005081.

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We consider the organizational and individual benefits of implementing activities focused on increasing employee growth mindedness within a global Fortune 500 organization, with the objective of enhancing organizational effectiveness and employee retention. Growth Mindset Theory, pioneered by Stanford psychologist Carol Dweck, focuses on promoting an environment of continuous learning and openness to growth and change. Mindset theory, more broadly, posits that there are two essential mindsets, or frameworks, from which we operate: a “fixed mindset” where one believes that ability is predominantly innate and a “growth mindset where one believes that ability is in large part learned. We examine the dynamic of instilling a growth mindset within an organization, and the activation effect of injecting growth mindset-focused activities within a larger employee engagement initiative.Selected ReferencesCaniëls, M. C., Semeijn, J. H., & Renders, I. H. (2018). Mind the mindset! The interaction of proactive personality, transformational leadership and growth mindset for engagement at work. Career development international, 23(1), 48-66.Cutler, S., Xia, Y., & Beddoes, K. (2022). A Growth Mindset for Peer Review: Guidelines for writing constructive peer reviews. Conference Proceedings Hawaii International Conference on Education. https://par.nsf.gov/biblio/10378438Dweck, C. S. (2019). The Choice to Make a Difference. Perspectives on Psychological Science, 14(1), 21–25. https://doi.org/10.1177/1745691618804180Dweck, C. S (2016). Mindset: The New Psychology of Success. How We Can Learn to Fulfill Our Potential. Ballantine Books, New York.Dweck, C. (2014). Talent: How companies can profit from a "growth mindset". Harvard Business Review, 92(11), 7.Dweck, C. S., & Hogan, K. (2016). How Microsoft uses a growth mindset to develop leaders. Harvard Business Review, 1–4.Fulmore, J. A., Fulmore, A. L., Mull, M., & Cooper, J. N. (2023). Reducing employee turnover intentions in the service sector: The connection between human resource development practices and employee engagement. Human Resource DevelopmentQuarterly, 34(2), 127–153.
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DongJun, Zhang. "The research on the organizational culture of competitive sport organization and its effect on the organizational effectiveness in China." In 2009 ISECS International Colloquium on Computing, Communication, Control, and Management (CCCM). IEEE, 2009. http://dx.doi.org/10.1109/cccm.2009.5267857.

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Kulachai, Waiphot, S. Vuttivoradit, A. P. Tedjakusuma, and P. Homyamyen. "Organizational Effectiveness: A Second-order Confirmatory Factor Analysis." In 18th International Symposium on Management (INSYMA 2021). Paris, France: Atlantis Press, 2021. http://dx.doi.org/10.2991/aebmr.k.210628.041.

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Widodo, Bambang, Muzayanah, Totok Suyanto, Eko Budiyanto, and Nugroho Purnomo. "Organizational Effectiveness in Helping Affected Communities Covid-19." In International Joint Conference on Arts and Humanities (IJCAH 2020). Paris, France: Atlantis Press, 2020. http://dx.doi.org/10.2991/assehr.k.201201.189.

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"Female Managers' Own Factors Impacting on Organizational Effectiveness." In 2022 2nd International Conference on Management Science and Industrial Economy Development. Clausius Scientific Press Inc., 2022. http://dx.doi.org/10.23977/msied2022.004.

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Anderson, Stuart D., and Shekhar S. Patil. "Improving Organizational Effectiveness of Asset Life Cycle Management." In Construction Research Congress 2003. Reston, VA: American Society of Civil Engineers, 2003. http://dx.doi.org/10.1061/40671(2003)76.

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Reports on the topic "Organizational effectiveness"

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Perkins, Steven R. Organizational Effectiveness Information System (OEIS) User's Manual. Fort Belvoir, VA: Defense Technical Information Center, September 1986. http://dx.doi.org/10.21236/ada175615.

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2

Santa, Ricardo. The Impact of organizational justice on operational effectiveness: the mediating role of organizational trust and organizational citizenship. Plos One, January 2024. http://dx.doi.org/10.57130/fk2/wma15o.

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3

Militello, Laura G., Anne K. Offner, Greg Padula, Stephanie D. Swindler, and Joseph B. Lyons. Organizational Effectiveness in the Tanker Airlift Control Center. Fort Belvoir, VA: Defense Technical Information Center, May 2008. http://dx.doi.org/10.21236/ada486822.

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4

Menon, Shantanu, Aruna Pandey, and Kushagra Merchant. U&I: Nurturing Empathy for Effectiveness. Indian School Of Development Management, February 2022. http://dx.doi.org/10.58178/2203.1001.

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U&I is a volunteer-driven charitable organization based in Bengaluru, Karnataka, India. It provides non-formal education to underprivileged children in 25 cities around India, through a network of over 2,300 volunteers. The case study engages with the ways in which conscious design can nurture structures, spaces and processes that enable the integration of an organization's mission and volunteer model with the leadership’s core principles of empathetic care and authentic relationships. It provides an opportunity for learners to reflect on how designing for empathy can produce tangible programmatic impact, develop in-house leadership and build a self-sustaining organizational culture and volunteer ecosystem.
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Murray, John M. The Key to Unit Effectiveness - A Supportive Organizational Climate. Fort Belvoir, VA: Defense Technical Information Center, March 2003. http://dx.doi.org/10.21236/ada414172.

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6

Heerwagen, J. H., J. G. Heubach, B. W. Brown, J. A. Sanchez, J. C. Montgomery, and W. C. Weimer. Work environments and organizational effectiveness: A call for integration. Office of Scientific and Technical Information (OSTI), July 1994. http://dx.doi.org/10.2172/10172195.

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7

Cupo, Douglas E. Strategic Organizational Change. Innovative Organizational and Job Designs to Improve Future Productivity and Operational Effectiveness. Fort Belvoir, VA: Defense Technical Information Center, April 1996. http://dx.doi.org/10.21236/ada309093.

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8

Sternberg, Robert J., and Richard K. Wagner. Promoting Individual and Organizational Productivity Through Practice Intelligence: The Role of Tacit Knowledge in Personal and Organizational Effectiveness. Fort Belvoir, VA: Defense Technical Information Center, May 1991. http://dx.doi.org/10.21236/ada238086.

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9

Lospinoso, Joshua. The ELICIT Experiment: Eliciting Organizational Effectiveness and Efficiency under Shared Belief. Fort Belvoir, VA: Defense Technical Information Center, January 2007. http://dx.doi.org/10.21236/ada488644.

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10

Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."
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