Relevant bibliographies by topics / Organizational effectivess

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Organizational effectivess'

Author: Grafiati
Published: 4 June 2021
Last updated: 12 February 2022

Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles

Select a source type:

Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organizational effectivess.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Journal articles on the topic "Organizational effectivess"

1

Mishra, Anjay Kumar. "Effectiveness of Organization through Effective Human Resource Planning and Leading." Journal of Advanced Research in HR & Organizational Management 06, no. 3&4 (December 10, 2019): 1–2. http://dx.doi.org/10.24321/2454.3268.201902.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.

Full text
Abstract:
The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior (24 questions) and Fazel’s (2012) organizational performance (13 questions). Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
APA, Harvard, Vancouver, ISO, and other styles
4

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Gochhayat, Jyotiranjan, Vijai N. Giri, and Damodar Suar. "Influence of Organizational Culture on Organizational Effectiveness: The Mediating Role of Organizational Communication." Global Business Review 18, no. 3 (April 4, 2017): 691–702. http://dx.doi.org/10.1177/0972150917692185.

Full text
Abstract:
Cultures have been found to predict the organizational effectiveness (OE). This article explores how a strong or weak organizational culture (OCL), irrespective of its taxonomy, affects OE in Indian technical education. It also examines the mediating role of organizational communication (OCM). Data were collected from 167 heads of engineering and management schools on OCL and OE and 334 of their subordinates on OCM through a questionnaire survey. Results indicate that organizations with a strong and deep-rooted culture perform more effectively than organizations with a weak culture. The effect of OCL passes to institutional effectiveness through OCM. Hence, higher educational institutions need to focus on strengthening OCL and OCM in order to improve their effectiveness.
APA, Harvard, Vancouver, ISO, and other styles
7

Sukatin, Sukatin. "Budaya Organisasi STAI YASNI Kabupaten Muaro Bungo Provinsi Jambi." Idarah (Jurnal Pendidikan dan Kependidikan) 2, no. 2 (December 10, 2018): 55–73. http://dx.doi.org/10.47766/idarah.v2i2.273.

Full text
Abstract:
To achieve the goals of education effectively and efficiently, a pattern of management of the organization's culture is needed The development of organizational culture theory has been very varied and innovative. By knowing the development of the implementation of organizational culture at STAI YASNI, it is expected to present a solution in building a professional culture in educational institutions. The study was conducted at STAI YASNI using a qualitative design with a phenomenology approach. The focus of the study consists of (1) the formation of values, beliefs, and habits within the organization; (2) the form of organizational culture interpreted by members of the organization; (3) organizational culture, climate, and organizational effectiveness; and (4) factors that become obstacles to cultural implementation. The results of the study show that the organizational culture formed through situational leadership is (1) able to improve the community's organizational capacity; (2) organizational culture can improve organizational performance; (3) the innovative culture that is formed covers the fields of academics, human resource development and technology improvement.
APA, Harvard, Vancouver, ISO, and other styles
8

Rao, M. S. "Embrace change effectively to achieve organizational excellence and effectiveness." Industrial and Commercial Training 47, no. 3 (April 7, 2015): 145–50. http://dx.doi.org/10.1108/ict-10-2014-0065.

Full text
Abstract:
Purpose – The purpose of this paper is to embrace change effectively to achieve organizational development. Design/methodology/approach – The paper outlines the case studies on two turnaround leaders – Alan Mulally and Lou Gerstner. It explains various aspects of organizational change and development. It unveils a blueprint to embrace change effectively. Findings – It underscores that the only thing constant in the current global business environment is change and competition. It enlightens that change requires a new mindset, tool set and skill set. The only successful leaders are the ones who accept and mould themselves as per the changing times and technologies. Practical implications – The methodologies adopted by turnaround leaders can be applied to any type of organizational change, in any industry and any size of organization. Social implications – The social implications of this research suggests that turnaround leaders can do much better by communicating clearly to overcome resistance to lead change effectively. Originality/value – It differentiates between change and growth. It justifies the need to effect change swiftly in the present dynamic business environment. It concludes that change is inevitable to achieve organizational excellence and effectiveness.
APA, Harvard, Vancouver, ISO, and other styles
9

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Hayunintyas, Ruri Fitria, Ben Roy Do, Achmad Sudiro, and Dodi Wirawan Irawanto. "Organizational Justice and Effective Organizational Commitment mediated by Organizational Trust and Perceived Organizational Support: Study at the largest Poultry Industry Company in Indonesia." Asia Pacific Management and Business Application 6, no. 3 (April 30, 2018): 175–96. http://dx.doi.org/10.21776/ub.apmba.2018.006.03.4.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Dissertations / Theses on the topic "Organizational effectivess"

1

Martin, Jeffrey Gustav. "Synergising the balanced scorecard and the value chain to reduce wastage within the Western Cape education department." Thesis, Cape Peninsula University of Technology, 2005. http://hdl.handle.net/20.500.11838/1761.

Full text
Abstract:
Thesis (Doctoral (Human Resource Management))--Cape Peninsula University of Technology, 2005
The image of the Western Cape Education Department (WCED) is influenced by its ability to handle and to develop a system whereby not only will the perceived gap between the expectation and satisfaction of the customers be closed, but the customer will also be able to derive value from the services rendered. In order for this to come to fruition, as well as the fact that the employees know the true picture of the flow of work within the WCED, it is crucial that the employees be involved in the mapping of the strategy, which in turn would be utilised to attain the vision. A key challenge is getting all the parts of the WCED in line with its strategies, which in turn impacts on the mission and vision. Maximum value requires an understanding of its creation and a proactive approach. These are not easily accomplished. Not only is the "education industry" presently confronted with many changes, its stakeholders and customers are making greater demands. As a result of this. the WCED needs to be more efficient, but importantly also to be aware of the "efficiency trap". A decrease in the net operating result of the WCED would result in dissatisfied customers. In order for this not to be an option. the synergy of the balanced scorecard and the whole value chain within a lean environment should be considered as the reduction of occupational crime i.e. human activity absorbing resources, but not creating value or nonvalue creating / adding activities or muda has become a priority. Also by focussing on an occupational crime reduction flow of work, the WCED will be seen as a system of processes and not as a system of separate functions.
APA, Harvard, Vancouver, ISO, and other styles
2

Hughes, Lewis Bernard, and l. hughes@enviro-sys com au. "Applying outcomes of lifelong learning to organisational achievement." Deakin University. School of Education, 2007. http://tux.lib.deakin.edu.au./adt-VDU/public/adt-VDU20080521.085701.

Full text
Abstract:
The focus of this doctoral research study is making the most what a person knows and can do, as an outcome from their lifelong learning, so as to better contribute to organisational achievement. This has been motivated by a perceived gap in the extensive literature linking knowledge with organisational achievement. Whereas there is a rich body of literature addressing the meta-philosophies giving rise to the emergence of learning organisations there is, as yet, scant attention paid to the detail of planning and implementing action which would reveal individual/organisational opportunities of mutual advantage and motivate, and sustain, participation at the day-to-day level of the individual. It is in this space that this dissertation seeks to contribute by offering a mechanism for bringing the, hindsight informed, response “but that’s obvious” into the abiding explicit realm at the level of the individual. In moving beyond the obvious which is prone to be overlooked, the emphasis on “better” in the introductory sentence, is very deliberately made and has a link to awakening latent individual, and hence organisational, capabilities that would otherwise languish. The evolved LCM Model – a purposeful integration valuing the outcomes from lifelong learning (the L) with nurturing a culture supporting this outcome (the C) and with responsiveness to potentially diverse motivations (the M) – is a reflective device for bringing otherwise tacit, and latent, logic into the explicit realm of action. In the course of the development of the model, a number of supplementary models included in this dissertation have evolved from the research. They form a suite of devices which inform action and lead to making the most of what an individual knows and can do within the formal requirements of a job and within the informal influences of a frequently invisible community of practice. The initial inquiry drew upon the views and experiences of water industry engineering personnel and training facilitators associated with the contract cleaning and waste management industries. However, the major research occurred as an Emergency Management Australia (EMA) project with the Country Fire Authority (CFA) as the host organisation. This EMA/CFA research project explored the influence of making the most of what a CFA volunteer knows and can do upon retention of that volunteer. In its aggregate, across the CFA volunteer body, retention is a critical community safety objective. A qualitative research, ethnographic in character, approach was adopted. Data was collected through interviews, workshops and outcomes from attempts at action research projects. Following an initial thirteen month scoping study including respondents other than from the CFA, the research study moved into an exploration of the efficacy of an indicative model with four contextual foci – i.e. the manner of welcoming new members to the CFA, embracing training, strengthening brigade sustainability and leadership. Interestingly, the research environment which forced a truncated implementation of action research projects was, in itself, an informing experience indicative of inhibitors to making the most of what people know and can do. Competition for interest, time and commitment were factors governing the manner in which CFA respondents could be called upon to explore the efficacy of the model, and were a harbinger of the influences shaping the more general environment of drawing upon what CFA volunteers know and can do. Subsequent to the development of the indicative model, a further 16 month period was utilised in the ethnographic exploration of the relevance of the model within the CFA as the host organisation. As a consequence, the model is a more fully developed tool (framework) to aid reflection, planning and action. Importantly, the later phase of the research study has, through application of the model to specific goals within the CFA, yielded operational insight into its effective use, and in which activity systems have an important place. The model – now confidently styled as the LCM Model – has three elements that when enmeshed strengthen the likelihood of organisational achievement ; and the degree of this meshing, as relevant to the target outcome, determines the strength of outcome. i.e. - • Valuing outcomes from learning: When a person recognises and values (appropriately to achievement by the organisation) what they know and can do, and associated others recognise and value what this person knows and can do, then there is increased likelihood of these outcomes from learning being applied to organisational achievement. • Valuing a culture that is conducive to learning: When a person, and associated others, are further developing and drawing upon what they know and can do within the context of a culture that is conducive to learning, then there is increased likelihood that outcomes from learning will be applied to organisational achievement. • Valuing motivation of the individual: When a person’s motivation to apply what they know and can do is valued by them, and associated others, as appropriate to organisational achievement then there is increased likelihood that appropriately drawing upon outcomes from learning will occur. Activity theory was employed as a device to scope and explore understanding of the issues as they emerged in the course of the research study. Viewing the data through the prism of activity theory led not only to the development of the LCM Model but also to an enhanced understanding of the role of leadership as a foundation for acting upon the model. Both formal and informal leadership were found to be germane in asserting influence on empowering engagement with learning and drawing upon its outcomes. It is apparent that a “leaderful organisation”, as postulated by Raelin (2003), is an environment which supports drawing upon the LCM model; and it may be the case that the act of drawing upon the model will move a narrowly leadership focused organisation toward leaderful attributes. As foreshadowed at the beginning of this synopsis, nurturing individual and organisational capability is the guiding mantra for this dissertation - “Capability embraces competence but is also forward-looking, concerned with the realisation of potential” (Stephenson 1998, p. 3). Although the inquiry focussed upon a need for CFA volunteer retention, it began with a broader investigation as part of the scoping foundation and the expanded usefulness of the LCM Model invites further investigation. The dissertation concludes with the encapsulating sentiment that “You have really got to want to”. With this predisposition in mind, this dissertation contributes to knowledge through the development and discussion of the LCM model as a reflective device informing transformative learning (Mezirow and Associates 1990). A leaderful environment (Raelin 2003) aids transformative learning – accruing to the individual and the organisation - through engendering and maintaining making the most of knowledge and skill – motivating and sustaining “the will”. The outcomes from this research study are a strong assertion that wanting to make the most of what is known and can be done is a hallmark of capability. Accordingly, this dissertation is a contribution to the “how” of strengthening the capability, and the commitment to applying that capability, of an individual and an organisation.
APA, Harvard, Vancouver, ISO, and other styles
3

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.

Full text
Abstract:
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
APA, Harvard, Vancouver, ISO, and other styles
4

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

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.

Full text
Abstract:
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.
APA, Harvard, Vancouver, ISO, and other styles
7

Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Cheung-Birtch, Flora F. T. "Organizational effectiveness : designing and implementing effective reward & performance systems." Thesis, University of Cambridge, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.421656.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Foster, Allison. "A Communication Plan for Organizational Effectiveness in a Youth Development Organization." Scholarly Commons, 2018. https://scholarlycommons.pacific.edu/uop_etds/3116.

Full text
Abstract:
This project addresses communication issues within a youth development organization, Northern California DeMolay, which endures an annual change in youth leadership. This paper relies on the foundation of research within the field of youth development organizations and incorporates public relations strategies to provide specialized help for the organization. The outcome of this project is a communication plan for Northern California DeMolay developed through research, strategies, and the strategic plan for the organization. The balance of power between youth and adult leadership highlighted in youth development organization research is manifested in the communication plan through the division of responsibility between youth and adult leadership
APA, Harvard, Vancouver, ISO, and other styles
10

Snabe, Birgitte Milling Peter. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /." Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://site.ebrary.com/id/10231917.

Full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Books on the topic "Organizational effectivess"

1

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
2

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
3

Organizational pathology: Life and death of organizations. New Brunswick, N.J: Transaction Publishers, 2009.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
4

The competitive organization: Managing for organizational excellence. London: McGraw-Hill, 1992.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
5

Burton, Terence T. The future-focused organization: Complete organizational alignmentfor breakthrough results. Englewood Cliffs, N.J: Prentice Hall, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
6

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

Find full text
APA, Harvard, Vancouver, ISO, and other styles
7

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

1944-, Moran John W., ed. The future-focused organization: Complete organizational alignment for breakthrough results. Englewood Cliffs, N.J: Prentice Hall PTR, 1995.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
9

Mintzberg, Henry. Structure in fives: Designing effective organizations. Englewood Cliffs: Prentice Hall, 1993.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
10

Christine, Irwin, ed. Organization design: A guide to building effective organizations. London: Kogan Page, 2011.

Find full text
APA, Harvard, Vancouver, ISO, and other styles
More sources

Book chapters on the topic "Organizational effectivess"

1

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

McCardell, Sandra. "Managing in Organizations." In Energy Effectiveness, 25–31. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-90255-5_3.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Harris, Thomas E., and Mark D. Nelson. "Effective Leadership in Organizations." In Applied Organizational Communication, 236–64. Fourth Edition. | New York : Routledge, [2019] |: Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-11.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

Mackenzie, Kenneth D. "Major Desired Organizational Characteristics for the Efficiently Adaptable Organization." In The Organizational Hologram: The Effective Management of Organizational Change, 363–87. Dordrecht: Springer Netherlands, 1991. http://dx.doi.org/10.1007/978-94-011-3917-5_13.

Full text
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Harris, Thomas E., and Mark D. Nelson. "Effective Interpersonal Communication in Organizations." In Applied Organizational Communication, 192–210. Fourth Edition. | New York : Routledge, [2019] |: Routledge, 2018. http://dx.doi.org/10.4324/9781351019583-9.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

Ross, Stanley C. "Motivation and Effective Work Performance." In Organizational Behavior Today, 279–99. 1 Edition. | New York: Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003142119-18.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Flamholtz, Eric G. "Organizational Control Systems: A Framework." In Effective Management Control, 15–36. Boston, MA: Springer US, 1996. http://dx.doi.org/10.1007/978-1-4613-1359-5_2.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Miller, Larry S., Harry W. More, and Michael C. Braswell. "Change—Coping with Organizational Life." In Effective Police Supervision, 223–52. 9th edition. | New York, NY: Routledge, [2021] | Harry W. Moore appears as the first named author on earlier editions.: Routledge, 2020. http://dx.doi.org/10.4324/9780429263477-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

Miller, Larry S., and Harry W. More. "Change—Coping with Organizational Life." In Effective Police Supervision, edited by Michael C. Braswell, 235–66. Eighth edition. | New York, NY : Routledge, 2017. |: Routledge, 2017. http://dx.doi.org/10.4324/9781315400822-7.

Full text
APA, Harvard, Vancouver, ISO, and other styles

Conference papers on the topic "Organizational effectivess"

1

Hanaoka, Sho. "A Study on the Relevance between the Progress of IT and Business Ethics in Typical Japanese Organizations." In 2003 Informing Science + IT Education Conference. Informing Science Institute, 2003. http://dx.doi.org/10.28945/2682.

Full text
Abstract:
Each lower-level organization within in most Japanese companies has its own implicit code of conduct based on its own organizational culture. The structure of the ordinary Japanese organization is expressible as a closed space surrounded by higher walls on all four sides. Also the walls are expressible as roll-away fences, changing their positions by adapting to the changes in the environment. The position of each wall becomes more indefinite by adapting to new business models such as SCM, ERP, ASP, etc. As a consequence, some of these walls become to invisible from time to time, and most companies are confronted with unconformity and confusion between the organizations in doing business. Moreover, the progress of internationalization adds momentum to the confusion. In this paper, first, the author elucidates the peculiar characteristics of the Japanese organization's culture and problems it poses in bus iness ethics. Then, the issue of using IT on business ethics is discussed. Finally, a "wall-in model" expressing the gaps of the adjacent organizations is proposed. Then we discuss the effective use of IT for solving the problems of business ethics.
APA, Harvard, Vancouver, ISO, and other styles
2

Čergan Ristić, Aleksandra. "The Importance of Early Development of Organizational Skills in Children with Special Needs." In Developing Effective Learning. University of Primorska Press, 2020. http://dx.doi.org/10.26493/978-961-293-002-8.8.

Full text
APA, Harvard, Vancouver, ISO, and other styles
3

Eroğlu, Feyzullah, and Şeyma Gün Eroğlu. "Strategic Inconsistency and Organizational Hypocrisy in an Environment of Mass Culture: A Research on Dormitories of “Credit And Dormitories Instituti." In International Conference on Eurasian Economies. Eurasian Economists Association, 2014. http://dx.doi.org/10.36880/c05.00877.

Full text
Abstract:
Societies with mass culture adopt organizational structures and management behaviors which are not based on rational thinking and scientific mentality. In contrast with the appearance of contemporary management approaches and applications, these societies are in a widespread management populism. In this context, the web pages, formal records and expressions of organizations about management contain items that sound and look “charming”. However, in the actual operation and management; management behaviors with serious internal management pathologies are dominant. While strategic plans and items of organizations in mass societies are equipped with concepts about contemporary management approaches, a post-modern process where all these concepts are meaningless is effective. For example, there might be serious inconsistencies among “vision, mission and values” stated in formal expressions and the organization’s actual management behaviors. If the impression shows that these inconsistencies are not incidental and temporary; but intentionally constructed by management; this situation should be accepted as organizational hypocrisy. The research part of this study planned to be conducted in dormitories of “Credit and Dormitories Institution” in Denizli, which were observed to be suitable for theoretical and conceptual explanations of the subject. The survey prepared to test the trust perceptions of the management officers and inhabitant university students did not accepted by the general management of Credits and Dormitories Institution so the research could not be done by that way. Instead, the information about strategic items on the organization’s web page was collected. The real and actual operations on these subjects were compared according to ethics approach.
APA, Harvard, Vancouver, ISO, and other styles
4

Mehmeti, Albulena. "IMPACT OF MOTIVATION AND JOB SATISFACTION ON EMPLOYEE PERFORMANCE." In Economic and Business Trends Shaping the Future. Ss Cyril and Methodius University, Faculty of Economics-Skopje, 2020. http://dx.doi.org/10.47063/ebtsf.2020.0036.

Full text
Abstract:
The majority of organizations are competing to survive in volatile and fierce market environment, especially these days when the Covid 19 has collapsed most businesses. The essential tools for organizational success in the long run are motivation and job satisfaction on employee performance. There is a strong positive relationship between motivation, job satisfaction and organizational effectiveness. One of the main aspects of management is the measurement of employee satisfaction. The role of the manager is to continuously work towards aligning the aspirations of the employee with the goals of the organizations. The aim of this paper is to analyze the drivers of motivation and job satisfaction towards higher level of employee performance. The objective of the present paper is to focus on the relationship between motivation and job satisfaction and its overall impact on employee’s performance. The theoretical framework of this research includes the concepts of motivation, job satisfaction, and employee’s performance. The empirical component of this research and questionnaire were modeled accordingly. Furthermore, the questionnaire included parts where the questions regarding employee expectations, work environment and job organization were asked, while the analysis of the results of the survey was carried out with the SPSS statistical package. The study examines the value and impact of motivation and job satisfaction on employee performance. A sample of 460 employees from public and private sector was surveyed and empirical analysis showed that motivation and job satisfaction directly impact employee performance.
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

Danilina, Elena Ivanovna. "CRITERIA FOR THE EFFECTIVENESS OF THE PERSONNEL MANAGEMENT SYSTEM." In VIII Международная научно-практическая конференция «Инновационные аспекты развития науки и техники». KDU, Moscow, 2021. http://dx.doi.org/10.31453/kdu.ru.978-5-7913-1176-4-2021-14-20.

Full text
Abstract:
This article discusses the concept and role of criteria for the effectiveness of the personnel management system. The analysis of methods for studying the current state of the organization's personnel management system is also presented. The necessity of creating a model of criteria for the effectiveness of the personnel management system for a specific organization is justified.
APA, Harvard, Vancouver, ISO, and other styles
7

Fahmy, Syahrul, Abdul Razak Hamdan, and Aziz Deraman. "IT in Education Organization: A Strategic Planning Approach." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2474.

Full text
Abstract:
Information Technology (IT) has significant impacts to modern organizations especially in assisting daily operations and meeting business targets. Main contributions of IT to organizations are increased efficiency, effectiveness and competitiveness. Non-profit organizations can also benefit as much as for-profit organizations from IT. Education Organizations (EOs) for example, would benefit in terms of effective management of assets, improved communication channels, management of education system changes and systematic dissemination of academic materials. This paper proposes an IT Strategic Planning (ITSP) framework for EOs in order to plan and manage IT-related resources. The framework comprises of five phases namely Strategic Direction, Analysis, Strategy, Implementation and Evaluation. End result of this process would be the ITSP Manual, a detailed documentation of the organization’s strategic direction, its environment and specific action plans to achieve business targets. This manual can be used in policy and decision-making activities.
APA, Harvard, Vancouver, ISO, and other styles
8

Vacek, Rachel, Emily Puckett Rodgers, and Meghan Sitar. "Diffusing Organizational Change through Service Design and Iterative Assessment." In Library Assessment Conference—Building Effective, Sustainable, Practical Assessment. Association of Research Libraries, 2019. http://dx.doi.org/10.29242/lac.2018.48.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

Stolyarchuk, E. A., N. E. Vodopyanova, G. S. Nikiforov, and N. O. Zaruchnikova. "For corporate culture depending on self-regulation and values." In INTERNATIONAL SCIENTIFIC AND PRACTICAL ONLINE CONFERENCE. Знание-М, 2020. http://dx.doi.org/10.38006/907345-50-8.2020.645.659.

Full text
Abstract:
The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.
APA, Harvard, Vancouver, ISO, and other styles
10

Rapajić, Milan. "POSEBNE (UPRAVNE) ORGANIZACIJE U MILjEU VLADAVINE PRAVA." In XVII majsko savetovanje. Pravni fakultet Univerziteta u Kragujevcu, 2021. http://dx.doi.org/10.46793/uvp21.725r.

Full text
Abstract:
The modern state administration and its bodies and special organizations should act in the field of the rule of law. It is a term that originates from the Anglo-Saxon legal world, but it is also a category and a principle of the Constitution of Serbia from 2006. The paper points out the different understandings of the rule of law and briefly looks at the position of the administration or the phase in its historical course until its subsumption under the principle of legality. In Serbia, state administration bodies consist of ministries, administrative bodies within the ministry and special organizations. Administrative or special organizations are formed by the state in order to perform professional and related administrative tasks. In order to permanently and unhinderedly perform the professional work of these organizations, they can act authoritatively. Special organizations have numerous and diverse administrative powers. The paper points out both the similarities and differences of special organizations in relation to administrative bodies. A review of the activities and organizational structure of all special organizations (secretariats, institutes, directorates and one center) established by the Law on Ministries from 2020 was performed. It was also pointed out that all institutes: the Republic Institute of Statistics, the Republic Hydrometeorological Institute, the Republic Geodetic Institute and the Intellectual Property Institute are special organizations that provide services to interested parties. In one part of the final considerations, the author states that for special organizations (as part of the state administration) it could be concluded that they really operate in the field of rule of law as an order with positive properties as characterized by the Constitution, it is necessary to strictly respect the principles organization of state administration prescribed by the Law on State Administration: independence and legality; expertise, impartiality and political neutrality, effectiveness in exercising the rights of the parties, proportionality and respect for the parties; publicity of work.
APA, Harvard, Vancouver, ISO, and other styles

Reports on the topic "Organizational effectivess"

1

Kosenko, T. G., and M. A. Kosenko. ORGANIZATION OF EFFECTIVE BREEDING. LJournal, 2017. http://dx.doi.org/10.18411/fl215ff254-015v.

Full text
APA, Harvard, Vancouver, ISO, and other styles
2

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
4

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.

Full text
Abstract:
" 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."
APA, Harvard, Vancouver, ISO, and other styles
5

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
6

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
7

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
8

Best, Michael Carlos, Jonas Hjort, and David Szakonyi. Individuals and Organizations as Sources of State Effectiveness. Cambridge, MA: National Bureau of Economic Research, April 2017. http://dx.doi.org/10.3386/w23350.

Full text
APA, Harvard, Vancouver, ISO, and other styles
9

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
10

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.

Full text
APA, Harvard, Vancouver, ISO, and other styles
You might also be interested in the extended bibliographies on the topic 'Organizational effectivess' for particular source types:
Journal articles Dissertations / Theses Books
We offer discounts on all premium plans for authors whose works are included in thematic literature selections. Contact us to get a unique promo code!

To the bibliography