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Journal articles on the topic 'Organizational effectiveness'

Author: Grafiati

Published: 4 June 2021

Last updated: 29 July 2024

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1

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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3

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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11

Brookfield, David. "Risk and organizational effectiveness." Journal of Organizational Effectiveness: People and Performance 5, no. 2 (June 4, 2018): 110–23. http://dx.doi.org/10.1108/joepp-01-2018-0005.

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PurposeThe purpose of this paper is to explore how risk management is supported by and interacts with process or transactions “technologies” to inform and influence organizational behavior as it changes in the face of risk. Accounting systems represent a collection of processes that are designed to support broader organizational or firm activities. As such, they represent information processes that help inform finance management and control, strategy, and risk management.Design/methodology/approachThe paper synthesizes work relating to transaction cost economics that describes the nature of the organization and indicate how this perspective may be developed to incorporate the dynamic forces that change an organization’s approach to risk. From a practical perspective, the value, relevance and limitations of accounting information may be more clearly determined.FindingsThe information perspective of accounting helps practitioners understand and decide how activities within their organization have impact and are related with one another. In this sense, accounting is not merely a book keeping system, nor a payments process, nor merely a narrow functional device that seeks to minimize tax liabilities, for example. Instead, accounting-based information conveys the importance of context and of viewing the organization as a whole as an open system within the organization that both transmits and receives information, including accounting information, and then adapts and co-evolves with whole-organizational forces to shape how the firm responds to environmental factors, such as risk.Practical implicationsThe paper raises challenges to the conceptualization and compartmentalization of risk as typified in risk management frameworks such as COSO and provides direction and focus to identify how accounting systems can contribute to risk management.Originality/valueThe paper offers a perspective that allows us to synthesize our understanding of how management can seek to manage risk by seeing risk as part of a broader range of “transactions technologies” with which a firm engages. It identifies how accounting technologies interact with risk in shaping organizational or whole firm, architecture as an adaptation that mitigates or embraces risk.

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Seddon, Peter B., Valerie Graeser, and Leslie P. Willcocks. "Measuring organizational IS effectiveness." ACM SIGMIS Database: the DATABASE for Advances in Information Systems 33, no. 2 (June 2002): 11–28. http://dx.doi.org/10.1145/513264.513270.

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13

Ansari, Shahib, Theresia Martina, Munawara Salfitri, Hanny, and Rofina Ernesta. "Organizational Effectiveness: Bibliometric Analysis." INTERNATIONAL JOURNAL OF ECONOMICS AND MANAGEMENT REVIEW 1, no. 1 (January 1, 2023): 39–46. http://dx.doi.org/10.58765/ijemr.v1i1.71.

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Purpose - This study aims to identify and analyze trends in the publication of articles on the Journal of Organizational Effectiveness Design/methodology/approach - The research design uses the Bibliometric analysis method. Data collection was obtained from the Google Scholar database because it is the largest database with the period category during the 2016-2022 period. In data mapping, researchers use vosviewer with article categories and organizational effectiveness keywords Findings and Discussion – The results of the VosViewer analysis show that there are 25 items related to organizational effectiveness with 7 research clusters, 162 links and 820 link strengths. Research on organizational effectiveness is closely related, among others, to performance, organizational goals, organizational culture

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14

Edirisinghe, Susil S. K., and K. A. S. Dhammika. "The Relationship between leadership style, organizational culture and organizational effectiveness: A conceptual study of organizational effectiveness." Journal of Business and Technology 3, no. 2 (July 28, 2019): 28–42. http://dx.doi.org/10.4038/jbt.v3i2.46.

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The purpose of this study is to identify the relationship between leadership style, organizational culture and organizational effectiveness. In this study independent variables are leadership style and organizational culture. Here the leadership style was discussed based on the transformational and transactional leadership model. Elaboration of organizational culture was based on competing values model which is one dominant typology and also it has become a popular and validated framework. Thus, the dependent variable of this study, organizational effectiveness was discussed based on the competing values model. Based on the literature, the study found that there is a positive impact on leadership style on organizational effectiveness as well as there is a positive impact of organizational culture on organizational effectiveness. Further, as the literature, the study found that impact of leadership style on organizational effectiveness was moderated by the organizational culture.

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15

Carter Haddock, Cynthia. "The Effectiveness of an Organizational Effectiveness Study." Contemporary Psychology: A Journal of Reviews 33, no. 4 (April 1988): 334–35. http://dx.doi.org/10.1037/025606.

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M. Taylor, Colette, Casey J. Cornelius, and Kate Colvin. "Visionary leadership and its relationship to organizational effectiveness." Leadership & Organization Development Journal 35, no. 6 (July 29, 2014): 566–83. http://dx.doi.org/10.1108/lodj-10-2012-0130.

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Purpose – The purpose of this paper is to investigate the relationship between visionary leadership and the perception of organizational effectiveness in nonprofit organizations. Leaders with high levels of transformational leadership were predicted to be reported as having more effective organizations. Design/methodology/approach – Data from 135 executive organizational leaders and 221 of their subordinates were collected from 52 various nonprofit organizations across USA. Leaders completed measures of leadership behavior and perceived organizational effectiveness, while followers provided ratings of their perspective leaders’ leadership style, organizational effectiveness, and organizational change magnitude. Findings – Significant relationships were found between visionary leadership and perceived organizational effectiveness. Regression analysis also showed some significant correlations between high leadership behaviors and perceived organizational effectiveness. Visionary leaders with high leadership skills facilitated the greatest perceived organizational effectiveness in their respective organizations. Practical implications – Leaders wishing to improve their organization's effectiveness may wish to adopt a visionary leadership style. Visionary leaders develop practices through executive training and development that would hone their skills to significantly impact organizational effectiveness. Originality/value – This paper contributes to the existing literature focussed on the relationship between leadership styles and organizational effectiveness. Different aspects of these variables were tested in order to provide a wider and more comprehensive understanding of the factors affecting nonprofit organizations and their employees.

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17

Govender, Patsy, and Sanjana Brijball Parumasur. "Organizational diagnosis, the stepping stone to organizational effectiveness." Corporate Board role duties and composition 12, no. 2 (2016): 65–76. http://dx.doi.org/10.22495/cbv12i2c1art1.

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Organizational survival, success and effectiveness depend on the ability of the organization to adapt to continuous challenges, competition and change. However, improving and changing organizations demand properly understanding and diagnosing them. So, where does diagnosis start and how can we measure effectiveness? Diagnosis starts with assessing key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance to identify gaps towards effectiveness. Effectiveness is evaluated in terms of the extent to which people have the right skills and competencies and are trained and strategically managed to enhance profitability (finance), the organization’s marketing strategy, operations/service and, measurement of the corporate/business development and growth achieved as a result of planned efforts to ensure organizational viability, stability and maturity. This study uses an integrated system evaluation process to diagnose the extent to which key tasks, structure, people relationships, motivation, support, management leadership, attitude towards change and performance impact on organizational effectiveness respectively. The population for the study comprised of all staff in a provincial trade and investment promotion agency in South Africa and a consensus approach was used through a cluster sampling technique, which secured an 85.4% response rate. In this quantitative, cross-sectional study data was collected using questionnaires and analyzed using both descriptive and inferential statistics. The results reflect that the diagnostic variables impact on organizational effectiveness in varying degrees. The important diagnostic dimensions and areas for improvement are identified and suggestions for corrective action are presented in order to enhance overall organizational effectiveness.

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18

Mohammed, Mohammed Ali. "The effectiveness of organizational change on organizational success." Journal of Global Social Sciences 3, no. 10 (June 1, 2022): 53–75. http://dx.doi.org/10.31039/jgss.v3i10.20.

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This research illustrates organizational change process that can involve succeeding and developing process of the organization and aims to being more stable in case of doing this process correctly and scientifically. This process contributes to show right way to managements care more about essential factors which have the most important effect on organizational success. This study collected the data from a private company with doing interview to 23 employees of total 28 employees because of limitation of total attentive employees inside the company. The correlation coefficient formula and regression formula were used to analyze the collected data. It was clear that leadership and training and job design are the most effective variables in organizational change process. Further, the leadership was the most important factor on turnover intention of employees.

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19

Walz, Sandra M., and Brian P. Niehoff. "Organizational Citizenship Behaviors: Their Relationship to Organizational Effectiveness." Journal of Hospitality & Tourism Research 24, no. 3 (August 2000): 301–19. http://dx.doi.org/10.1177/109634800002400301.

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20

Altaf, Amal. "The Impact of Organizational Culture on Organizational Effectiveness: Implication of Hofstede Cultural Model as Organizational Effectiveness Model." International Journal of Interdisciplinary Social Sciences: Annual Review 6, no. 1 (2011): 161–74. http://dx.doi.org/10.18848/1833-1882/cgp/v06i01/51996.

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21

Seo, Inseok, and Wonhee Jung. "Testing the effectiveness of competitive value model organizational culture factors on organizational performance." Korean Public Administration Review 55, no. 1 (March 25, 2021): 121–60. http://dx.doi.org/10.18333/kpar.55.1.121.

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22

Jose, Joby, and Dr N. Panchanatham Dr. N. Panchanatham. "Influence of Job Satisfaction and Organizational Commitment on Job Involvement towards Organizational Effectiveness." Indian Journal of Applied Research 4, no. 1 (October 1, 2011): 280–82. http://dx.doi.org/10.15373/2249555x/jan2014/81.

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23

ÖZGENEL, Mustafa. "An Organizational Factor Predicting School Effectiveness: School Climate." International Journal of Psychology and Educational Studies 7, no. 1 (January 30, 2020): 38–50. http://dx.doi.org/10.17220/ijpes.2020.01.004.

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24

Kirschenbaum, Alan. "Measuring the Effectiveness of Disaster Management Organizations." International Journal of Mass Emergencies & Disasters 22, no. 1 (March 2004): 75–102. http://dx.doi.org/10.1177/028072700402200104.

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This study proposes introducing the ‘client-stakeholder’ as a partner in measuring public sector disaster management effectiveness. Combining multiple constituency and goal attainment theories, an analysis was made of Israel's Home Front Command. Combining responses of key managers in this disaster agency along with those of a representative national sample of Israel's urban population, effectiveness was measured by matching stated organizational goals against the perception of their provision by client-stakeholders. Goal perceptions were found to substantially differ from and focus on only a small number of officially stated goals. The results suggest that a disaster organization's stated goals, upon which most measures of organizational effectiveness are based, are not necessarily those perceived or even used by its client-stakeholders to gauge effectiveness. In addition, factors contributing to these perceptions are not necessarily related to the organization or the services it provides. This stands in sharp contrast to traditional measures of organizational effectiveness based on internal performance measures and highlights the need to reevaluate the role of the client-stakeholder in measuring disaster management organizational effectiveness.

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Klein, Andrew S., Joseph Wallis, and Robert A. Cooke. "The impact of leadership styles on organizational culture and firm effectiveness: An empirical study." Journal of Management & Organization 19, no. 3 (May 2013): 241–54. http://dx.doi.org/10.1017/jmo.2013.34.

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AbstractThis research project seeks to contribute to the literature on management by presenting and testing a model of leadership linking leadership styles directly to culture type and indirectly to firm effectiveness. The authors selected a four-factor theory of leadership and examined how it directly impacted organizational culture, and indirectly impacted organizational effectiveness (via an organization's culture). Using surveys designed to measure attitudinal and behavioral indicators of organizational culture, leadership, and effectiveness, we collected data from 2,662 individuals in 311 organizations. The results generally support the hypotheses that organizational effectiveness is related to type of culture and that cultural norms are related to type of leadership styles. The results have implications for management and organizational development practices and processes. The results indicate that the leadership skills of managers and supervisors are critical factors in the creation and reinforcement of cultural norms. Furthermore, cultural norms seem to positively impact organizational effectiveness.

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Saidalavi, K. "Authentic Leadership and Organizational Effectiveness." Asian Journal of Research in Business Economics and Management 8, no. 4 (2018): 9. http://dx.doi.org/10.5958/2249-7307.2018.00032.4.

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Fondas, Nanette, and Daniel R. Denison. "Corporate Culture and Organizational Effectiveness." Academy of Management Review 16, no. 1 (January 1991): 203. http://dx.doi.org/10.2307/258613.

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Dyer, W. Gibb, and Daniel R. Denison. "Corporate Culture and Organizational Effectiveness." Administrative Science Quarterly 36, no. 4 (December 1991): 662. http://dx.doi.org/10.2307/2393278.

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Miebaka Dagogo, Tamunomiebi, and Worgu Vivian Ogechi. "Talent Management and Organizational Effectiveness." Journal of Contemporary Research in Social Sciences 2, no. 2 (2020): 35–45. http://dx.doi.org/10.33094/26410249.2020.22.35.45.

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30

Amah, Edwinah, and Augustine Ahiauzu. "Employee involvement and organizational effectiveness." Journal of Management Development 32, no. 7 (July 12, 2013): 661–74. http://dx.doi.org/10.1108/jmd-09-2010-0064.

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31

Lim, Jung-Do. "Organizational Effectiveness of Hospital Workers." Korean Journal of Health Service Management 5, no. 2 (June 30, 2011): 63–76. http://dx.doi.org/10.12811/kshsm.2011.5.2.063.

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32

Sokhetye, Anathi. "Improving Organizational Effectiveness in Manufacturing." Acta Carolus Robertus 12, no. 1 (July 28, 2022): 3–10. http://dx.doi.org/10.33032/acr.3201.

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Improving organizational effectiveness in Manufacturing plants has become important constantly going back to the drawing board to observe how to measure effectiveness to manufacturing to achieve results based on organizational goals, is it therefore important to be aware of challenges in organizational effectiveness which employees may face because employees are the heart of the manufacturing plant a product goes from being a raw material to a finished good because of employees, The various departments can always review these measures to help the manufacturing company achieve the organizational objectives it has set out to achieve results that will result in organizational effectiveness. The study is relevant for the selected industry sector as there have some studies. which indicate that some manufacturing plants may not be operating at their, optimum on account of the lack of organizational effectiveness, this study will speak to those needs. Findings from the study will be relevant currently as lessons learnt can be applied immediately.

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33

Bisel, Ryan S., and Amber S. Messersmith. "Organizational and Supervisory Apology Effectiveness." Business Communication Quarterly 75, no. 4 (October 11, 2012): 425–48. http://dx.doi.org/10.1177/1080569912461171.

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34

Vanderpyl, Tim H. "HR’s role in organizational effectiveness." Human Resource Management International Digest 26, no. 6 (August 13, 2018): 40–43. http://dx.doi.org/10.1108/hrmid-07-2018-0141.

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Purpose HR leaders need to see their role as one of building and valuing personal networks that bolster their organization’s effectiveness. Design/methodology/approach This paper discusses three primary ways that HR departments can bolster their organization’s effectiveness, namely, harnessing social power, empowering alpha employees, and influencing organizational design. Findings These three focuses will give HR leaders’ opportunities to further contribute to the overall effectiveness of the organization. Originality/value In the conceptual literature, the author’s own viewpoints and other ideas are weaved together to present a unique perspective on HR’s role in creating effective organizations.

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Salem, Philip J., and Robert D. Gratz. "Computer Use and Organizational Effectiveness." Management Communication Quarterly 2, no. 3 (February 1989): 409–23. http://dx.doi.org/10.1177/0893318989002003007.

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36

Weitz, Lawrence. "Occupational Stress and Organizational Effectiveness." American Journal of Psychotherapy 42, no. 4 (October 1988): 654. http://dx.doi.org/10.1176/appi.psychotherapy.1988.42.4.654.

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37

Morano, Richard A. "Managerial Counseling for Organizational Effectiveness." IEEE Engineering Management Review 14, no. 3 (September 1986): 52–53. http://dx.doi.org/10.1109/emr.1986.4306226.

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Mitchell, George E. "The Construct of Organizational Effectiveness." Nonprofit and Voluntary Sector Quarterly 42, no. 2 (February 13, 2012): 324–45. http://dx.doi.org/10.1177/0899764011434589.

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Herman, Robert D., and David O. Renz. "Theses on Nonprofit Organizational Effectiveness." Nonprofit and Voluntary Sector Quarterly 28, no. 2 (June 1999): 107–26. http://dx.doi.org/10.1177/0899764099282001.

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40

DENISON, DANIEL R., STEPHANIE HAALAND, and PAULO GOELZER. "Corporate Culture and Organizational Effectiveness." Organizational Dynamics 33, no. 1 (February 2004): 98–109. http://dx.doi.org/10.1016/j.orgdyn.2003.11.008.

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Yukl, Gary. "How leaders influence organizational effectiveness." Leadership Quarterly 19, no. 6 (December 2008): 708–22. http://dx.doi.org/10.1016/j.leaqua.2008.09.008.

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Choo, Chun Wei. "Information culture and organizational effectiveness." International Journal of Information Management 33, no. 5 (October 2013): 775–79. http://dx.doi.org/10.1016/j.ijinfomgt.2013.05.009.

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Srivastava, Kalpana. "Emotional intelligence and organizational effectiveness." Industrial Psychiatry Journal 22, no. 2 (2013): 97. http://dx.doi.org/10.4103/0972-6748.132912.

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Taylor, David. "Organizational Effectiveness and the ″Expert″." Industrial Management & Data Systems 92, no. 1 (January 1992): 3–6. http://dx.doi.org/10.1108/eum0000000001442.

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Pounder, James. "Organizational Effectiveness in Higher Education." Educational Management & Administration 27, no. 4 (October 1999): 389–400. http://dx.doi.org/10.1177/0263211x990274006.

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46

Rhodes, Donna H. "6.5.1 PARTNERSHIP FOR ORGANIZATIONAL EFFECTIVENESS." INCOSE International Symposium 5, no. 1 (July 1995): 944–46. http://dx.doi.org/10.1002/j.2334-5837.1995.tb01961.x.

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47

Jamrog, Jay J., and Miles H. Overholt. "Measuring HR and organizational effectiveness." Employment Relations Today 31, no. 2 (2004): 33–45. http://dx.doi.org/10.1002/ert.20015.

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48

Norman, Efrita, Arman Paramansyah, and M. Syarwani Abdan. "The Role of Organizational Culture in the Effectiveness of School Organizations." Da'watuna: Journal of Communication and Islamic Broadcasting 2, no. 3 (August 17, 2022): 254–69. http://dx.doi.org/10.47467/dawatuna.v2i3.2059.

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Organizational culture in the education system in Indonesia needs to be realized. It is intended that the next generation of the nation, especially students, grow into a generation that is smart and has the character of a leader's soul who is ready to face the challenges of life in the future. The problems above require schools to develop a school culture, such as: a culture of discipline, a sense of responsibility, honesty, sincerity, learning ethos, the habit of solving problems rationally and so on. Related to school policy means dealing with the use of resources to the results obtained. Effectiveness is the utilization of resources, funds, facilities and infrastructure in a certain amount that is consciously determined beforehand to produce a number of goods of a certain quality on time. Organizational Strategy and Organizational Culture have a complementary and reciprocal relationship in the organization's efforts to achieve its goals. Organizational culture greatly influences the organization's strategy formulation process, from strategy formulation to strategy implementation. The research method that the author takes is a literature review or literature study; which contains theories relevant to research problems. Literature review or literature study is an activity that is required in research, especially academic research whose main purpose is to develop theoretical aspects as well as aspects of practical benefits. So that by using this research method the author can easily solve the problem to be studied. The data collection method in this study was taken from data sources, which were taken from the literature of national journals. The results of the study with four literatures as references show that organizational culture plays an important role in increasing the effectiveness of school organizations and the need for organizational culture to achieve an effective school organization Keywords: Organizational Culture, Organizational Effectiveness, School Organizational Effectiveness

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Je-Sang Kang and 정원희. "The Influence of Military Organizational Culture on Organizational Effectiveness." Korean Review of Organizational Studies 16, no. 3 (October 2019): 31–52. http://dx.doi.org/10.21484/kros.2019.16.3.31.

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L.H., Lien,, and Thuan, L.T. "A literature review on organizational culture and organizational effectiveness." Can Tho University Journal of Science 54(8) (2018): 24. http://dx.doi.org/10.22144/ctu.jen.2018.035.

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