Tesi: "Organizational effectiveness"

1

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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2

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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3

Lundborg, Lisa. "Organizational assessment". Online version, 2004. http://www.uwstout.edu/lib/thesis/2004/2004lundborgl.pdf.

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4

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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5

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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6

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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7

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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8

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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9

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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10

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

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11

Weber, Paull C. "Intranet effectiveness and organizational commitment". Curtin University of Technology, School of Marketing, 2002. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=13008.

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Abstract (sommario):

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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12

Heim, Curtis. "An organizational assessment study". Menomonie, WI : University of Wisconsin--Stout, 2007. http://www.uwstout.edu/lib/thesis/2007/2007heimc.pdf.

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13

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

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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

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14

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/.

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15

Arnold, Ronald J. "Performance metrics for the Program Executive Office for Integrated Warfare Systems 1.0 and 2.0". Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 2005. http://library.nps.navy.mil/uhtbin/hyperion/05Jun%5FArnold.pdf.

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16

Stocking, Garth O. Neer Michael R. "Identification, independent-mindedness and organizational effectiveness". Diss., UMK access, 2005.

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Thesis (M.A.)--Dept. of Communication Studies. University of Missouri--Kansas City, 2005.
"A thesis in communication studies." Typescript. Advisor: Michael Neer. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 88-92). Online version of the print edition.

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17

Fu, Qianhong. "Trust, Social Capital and Organizational Effectiveness". Virginia Tech, 2004. http://hdl.handle.net/10919/9926.

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Many authors have argued that social capital is positively related to economic prosperity, regional development, collective action, and democratic governance. But it alone can not explain all of these phenomena in societies. The concept of trust can not be neglected in the social capital literature. Considerable confusion exists concerning the relationship between social capital and trust, namely whether trust is a precondition of social capital or a product of it. This paper begins to explore their relationships by tracing the origins and development of the concept of social capital. It then discusses the relationship between social capital and trust by comparing their origins or sources. Finally, these two ideas are placed in organizational context to develop an analytical distinction between trust and social capital while clarifying and exploring the implications of these two primary perspectives on organizational effectiveness. The paper concludes that trust and social capital are mutually reinforcing -- social capital generates trusting relationships that in turn produce social capital.
Master of Public and International Affairs

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18

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.

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19

Al-Hilali, Mohamed. "Transformational leadership and organizational effectiveness| A predictive study at American Muslim organizations". Thesis, University of Phoenix, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3570201.

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The study of leadership in wide range of organizational settings has demonstrated the advantage the Full Range Leadership (FRL) of transformational leadership approach over other leadership styles in predicting organizational performance and other outcomes. Research has found that leadership is one of the most significant contributors to organizational performance. However, very little research has been completed on the link between FRL and organizational performance at American Muslim Organizations (AMOs). This lack of empirical research, the increase use of FRL in assessing pastoral leadership (Rowold, 2008), and its positive and strong association with effective organizations as shown in literature were the primary motivators for this study. The Multifactor Leadership Questionnaire (MLQ-5X), a proven leadership assessment test, was administered to 320 congregants at 12 AMOs in the greater Dallas area, TX, USA to determine preferred leadership styles and whether there is a significant correlation relationship between senior leadership styles and organization performance. Created and updated by Bass and Avolio (2004), the questionnaire measure three objective indicators of organizational performance: congregants’ satisfaction with leadership, motivation toward extra effort, and perceived leadership effectiveness. Results of descriptive analysis showed that senior leaders at AMOs scored relatively high in the average of all responses and in six of the nine leadership factors, suggesting that Full Range Transformational Leadership Model (FRLM) was the style practiced by senior leaders at targeted organizations.

The results of multiple regression analysis of aggregated leadership factors scores revealed that blended specific elements of the (FRLM) led to higher satisfaction, motivation toward extra effort and perceived leadership effectiveness among congregants.

Multiple regression analysis for separate leadership factors scores revealed the following findings: (1) Contingent Reward leadership style (CR), which requires performance measurements to reward achievement beyond meeting standards, is inextricably linked with the Transformational leadership style. (2) FRLM consisted of nine hierarchal factors on a continuum basis and strongly proffered as the most effective leadership approach at the studied context. (3) Idealized influence, attribute and behavior, did not reach significance, suggesting that AMOs are shifting from religious leadership to secular one. (4) Intellectual stimulation did not reach significance either, suggesting that leadership at AMOs does not empower followers nor facilitate creativity and independent thinking among them.

Factor analysis findings (PCA) suggested that the nine factors of FRLM can be represented by three main factors to explain 75.4 of the variability in the original data. The findings of this study provided strong support for FRLM to work well with the senior leadership at AMOs. Discussion of the implications and recommendations was provided.

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20

Huang, Chih-chung David. "The impacts of information technology on organizational effectiveness in human service organizations /". Digital version accessible at:, 1999. http://wwwlib.umi.com/cr/utexas/main.

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21

Alvarez, Echavarría Ana Claudia. "Leadership styles, organizational culture and organizational effectiveness: a study of multilatinas". Doctoral thesis, Pontificia Universidad Católica del Perú, 2018. http://tesis.pucp.edu.pe/repositorio/handle/123456789/12440.

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The relationship of leadership and organizational culture on performance has been empirically proven (Eppard, 2004), determining that the combination of transformational leadership and constructive culture yields in positive job performance, while on the contrary, transactional leadership and defensive culture has negative outcome. Given that both leadership and culture are constructs with differentiated variables (Bass & Avolio, 1993; Cooke & Szumal, 2000), different combinations of leadership style and organizational culture, could result in various outcome scenarios. Previous scholar findings about leadership and culture frameworks are abundant in developed economies, not so much in emerging regions such as Latin America, the latter with increasing importance in the worldwide economy. Particularly multilatinas, face the challenge of short term economic hurdles, outstanding therefore the importance of improving knowledge of leadership and organizational culture as key drivers for sustained growth and evolution. The objective for the proposed research was to identify the relationship between leadership style, organizational culture, and organizational effectiveness, in Latin American transnational corporations, or as so called, multilatinas. Surveys were implemented in three large multilatinas located in Central America and Andean region, in the retail, construction and food industries. Findings of the research pointed that the constructive culture was the most relevant variable in the development of higher attainment of organizational effectiveness, even beyond the transformational leadership. The Latin American multilatina leader was valued due to the heroic-ethic transformational profile in conjunction with the contingent reward transactional one. The ambiguity from followers appreciating a heroic leader, but at the same time demanding detailed direction from leaders, thus avoiding own responsibility, posed the need for future research for collective-empowering leadership rather than an individual one
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22

Sundarasaradula, Doy. "A thermodynamical perspective on organisations their structure and evolution /". Access electronically, 2006. http://ro.uow.edu.au/theses/101.

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23

Jaggi, Anju 1975. "Implications of rapid growth on organizational effectiveness". Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/84341.

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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management; and, (S.M.)--Massachusetts Institute of Technology, Dept. of Mechanical Engineering; in conjunction with the Leaders for Manufacturing Program at MIT, 2003.
Includes bibliographical references (p. 69-70).
by Anju Jaggi.
S.M.
M.B.A.

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24

Bond, Cheryl A. "Leadership training, leadership style and organizational effectiveness". Thesis, Boston University, 2007. https://hdl.handle.net/2144/31961.

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Thesis (Ed.D.)--Boston University
PLEASE NOTE: Boston University Libraries did not receive an Authorization To Manage form for this thesis or dissertation. It is therefore not openly accessible, though it may be available by request. If you are the author or principal advisor of this work and would like to request open access for it, please contact us at open-help@bu.edu. Thank you.
There is a well-documented shortage of competent leaders in American corporations today due in part to the fact that leadership has been traditionally conceptualized as an individual-level skill. Accordingly, development is believed to occur primarily through training to improve individual skills and abilities (Day, 2000). These approaches have failed to see that leadership is at its essence a complex interaction between the designated leader and the social and organizational environment (Fiedler, 1996). Corporate educators need to recognize this interaction and begin to focus on holistic training and development models that address the interpersonal and social leadership behaviors required for future success. The purpose of this study was to explore the relationship between a relatively new kind of leadership training based on the Health Realization/State of Mind understanding and organizational performance. It was a mixed methods design incorporating interviews with a number of leaders from a particular business area in the organization, work environment surveys, employee opinion surveys, and organizational performance measures. An analysis of the results showed that the behavior of the leaders did indeed change, but the leaders attributed those positive changes to a combination of the leadership training, the influence of a transformational leader, and a shift in the cultural norms that improved the work environment. A comparison of the employee opinion and work environment surveys showed a noticeable difference in the quality of the work environment and overall job satisfaction between the subject business area and the rest of the organization. The organizational performance indicators, sales, income, and cost of poor quality indicated improvements as well.
2031-01-02

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25

Chen, Xiaoyun Linda. "External organizational learning and firm performance". View the Table of Contents & Abstract, 2007. http://sunzi.lib.hku.hk/hkuto/record/B38289015.

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Chen, Xiaoyun Linda, e 陳晓云. "External organizational learning and firm performance". Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 2007. http://hub.hku.hk/bib/B39311673.

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27

Mesani, Anele. "How organisational behaviour is influenced in an acquired firm". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/9925.

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In the current global market, companies are forming partnerships with other organisations with the aim of sustaining their competitive advantage. Most organisations participate in transactions such as mergers, acquisitions and joint ventures in order to maintain their competitive advantage (Sorge, 2002). South Africa forms part of the global market and is not immune towards the stipulated growth strategies. It is believed that South Africa has one of the highest unemployment rate internationally (Human Capital Mangement, 2005). There are various reasons that have contributed towards this perception; factors such as structural changes in the labour market have been highlighted as one of the factors that have contributed to the high unemployment rate (HCM, 2005). It is further said that when mergers and acquisitions occurs, structural changes are bound to occur (Greeve, 2008). Despite the constant merger activities that are occurring in various industries, research has shown that most mergers add no value or reduce shareholders value for the acquiring firm (Kusewitt, 2007). The primary objective of this research is to investigate how organisational behaviour is influenced in an acquired firm.There seems to be high level of uncertainity, trust and communication breakdown amoung employees of Kansai Plascon. This research will investigate whether this perception is related to the acquisition transaction that has occurred. The study will collect its primary data using a set of questionnaires that will be distributed to the employees of Kansai Plascon. The data will be analysed and interpreted.

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Whittal, Daryl James. "An assessment of organisational change at S.P. Metal Forgings Uitenhage". Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/d1017559.

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The intention of this study was to investigate how organisational change was implemented at S.P. Metal Forgings Uitenhage, what the outcomes of the changes were and the effect on the organisational culture. In order to achieve this goal, the following actions were taken: · A literature study was conducted of various texts relating to organizational change and the associated topics with the intention to identify strategies and techniques to aid the successful implementation of organisational change. · An interview was held with the managing director of S.P. Metal Forgings to aid in understanding the need for organisational change at this particular facility and to have insight into how he implemented the changes. · A self administered questionnaire was distributed amongst a number of employees. The survey covered all levels of the organisation, from machine operators to departmental managers, to provide a comprehensive picture of how the employees viewed the changes and associated topics. The questionnaire requested responses from the respondents regarding their demographical details and their individual opinions regarding the organisational change, which covered the lead up to the changes and the manner in which the changes were made. The questionnaire also included sections covering change outcomes, which measured the success of the change efforts and lastly organisational culture on site at the time of the study. The results from the literature study showed that there are a number of accepted change models which can be adopted when implementing change. These models assist in driving the organisational change. The empirical study revealed that for the changes implemented at S.P. Metal Forgings Uitenhage, a change model was not adopted and that a number of vitally important areas associated with the change efforts were inadequately addressed. The organisational changes were introduced on this particular site with the intention of minimizing the loss situation and re-establishing the organisation as a profit generating entity. The empirical study showed a number of positive outcomes associated with the changes but also highlighted areas of concern and points which can be improved. The culture found within an organisation influences the organisation in many ways which include the ability of the organisation to accept change and the ease of implementing new procedures and equipment. The culture also influences the daily operations of a manufacturing facility such as this one. The study revealed that the respondents are not driven to perform at their best as a result of the lack of recognition which they receive and that the relationship between employees and management can improve. It was concluded that organisational change is not easy to introduce and that it needs to be well planned and executed. Change requires transformational leaders, a clear vision, an analysis and well-thought out and properly implemented actions.

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29

Miller, Gerald Paul. "Environmental scanning a person-situation interactional perspective /". Ann Arbor, Mich. : UMI, 1995. http://catalog.hathitrust.org/api/volumes/oclc/35314689.html.

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30

Frew, Michael K. "Managers' experience of organizational transformation /". Full-text version available from OU Domain via ProQuest Digital Dissertations, 1994.

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31

Wang, Hui. "CEO leadership attributes and organizational effectiveness : the role of situational uncertainty and organizational culture /". View Abstract or Full-Text, 2002. http://library.ust.hk/cgi/db/thesis.pl?MGTO%202002%20WANG.

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Thesis (Ph. D.)--Hong Kong University of Science and Technology, 2002.
Includes bibliographical references (leaves 106-122). Also available in electronic version. Access restricted to campus users.

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32

Warren, Jimmie S. "Trust in immediate supervisor, trust in top management, organizational trust precursors| Predictors of organizational effectiveness". Thesis, University of Phoenix, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583299.

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Abstract (sommario):

The quantitative correlational research study addressed the problem of a lack of knowledge on the predictive nature or strength of the independent variables; trust in immediate supervisor, trust in top management, and organizational trust precursors for producing organizational effectiveness (OE) that can also lead to a sustainable competitive advantage. The study was conducted on a research division of a federal government agency via electronic survey format. The study revealed that in addition to significant and positive correlations among the trust and OE variables, the results of a multiple regression analysis for the model as a whole showed an adjusted R² value of .6630, indicating that 66.3% of the variation in the dependent variable, OE, was explained by the independent variables. An F-value of 134.8, significant at the .05 level (p-value < .0001), indicated that the overall regression model was a good fit. All three levels of trust experienced by subordinate employees were positive and significant predictors of OE. Hierarchical multiple regression also showed that organizational trust precursors (B^a = .379, β^b = .573, t-value = 8.310, and p-value < .0001), and not trust in top management (B^a = .096, β^b = .128, t-value = 1.970, and p-value = .0508) or trust in immediate supervisor (B^a = .120, β^b = .245, t-value = 5.370, and p-value < .0001) was a stronger positive predictor of OE. Managers and supervisors will be able to gain practical knowledge that will aid in positive and productive interactions with subordinate employees within organizations.

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Gultekin, Sebahattin. "Citizen Involvement and Law Enforcement: Does Coproduction Affect Organizational Efficiency and Organizational Effectiveness?" Thesis, University of North Texas, 2009. https://digital.library.unt.edu/ark:/67531/metadc11039/.

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Citizen involvement in the production and delivery of public service has been a long time topic of interest and controversial debate among scholars. Essentially, the belief has been that if citizens are actively involved in the process, public organizations and communities benefit in numerous ways that will ultimately lead to increased citizen satisfaction. The purpose of this research is to explore the relationship between citizen involvement in the production of public safety and security and its effects on organizational efficiency and effectiveness of law enforcement agencies. To test the assumption that citizen involvement is positively correlated to organizational success and organizational efficiency of law enforcement agencies, a citizen involvement index was developed and used as the independent variable in ordinary least square regression (OLS) analysis. Three separate models are developed to measure the impact of citizen involvement on law enforcement. Findings obtained through bivariate and multivariate analyses indicate mixed results. Bivariate analysis revealed that citizen involvement was negatively correlated to organizational efficiency while no statistically significant correlation was found in multiple regressions. In addition, through bivariate analyses, citizen involvement was positively correlated with crime rates reported to city police departments, whereas multivariate regression analyses indicated that citizen involvement does not have a statistically significant impact on crime rates. Both analyses, however, provided support for the positive impact of citizen involvement on crime clearance rates. Finally, findings suggested that citizen involvement in public organizations and its effects on the production and delivery of public goods and services are overestimated from the perspective of law enforcement.

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Gultekin, Sebahattin Benavides Abraham David. "Citizen involvement and law enforcement does coproduction affect organizational efficiency and organizational effectiveness? /". [Denton, Tex.] : University of North Texas, 2009. http://digital.library.unt.edu/permalink/meta-dc-11039.

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35

Lippincott, Matthew K. "A study of the perception of the impact of mindfulness on leadership effectiveness". Thesis, University of Pennsylvania, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10241984.

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Abstract (sommario):

This qualitative research study examined detailed reports by senior organizational leaders linking mindfulness to improved leadership effectiveness. Extensive research supports the existence of a relationship between mindfulness and cognitive, physiological, and psychological benefits that may also have a positive impact on leadership effectiveness. Currently, however, little is known about the processes potentially enabling mindfulness to directly influence leadership effectiveness, and as a result this study was designed to explore this gap in the literature. Data was collected through in-depth interviews with forty-two organizational leaders in North and South America and Europe, many with a history of leadership roles at multiple global organizations. Participants credited mindfulness for contributing to enduring improvements to leadership capabilities, and data analysis revealed new findings clarifying the perceived relationship between mindfulness and tangible results for organizational leaders. Specifically, the results indicate that mindfulness is perceived to contribute to the development of behaviors and changes to awareness associated with improved leadership effectiveness. A potential relationship between mindfulness and the development of emotional intelligence competencies linked to increased leadership performance was revealed as well. The contribution of this study to current literature is also discussed, as are recommendations for future research.

Keywords: mindfulness, organizational leadership, emotional intelligence, leadership effectiveness, leadership development, mindful leadership, leader empathy, leader emotional self-awareness, leader emotional self-management, leader social awareness, leader relationship management

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36

Cain, Jeffrey. "Pay for performance reforms and Federal organizational effectiveness". CONNECT TO ELECTRONIC THESIS, 2006. http://dspace.wrlc.org/handle/1961/3728.

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37

Al-Tauqi, Mansour Sultan. "Organizational effectiveness, the case of Oman Football Association". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1998. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp05/mq36655.pdf.

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38

Wray, Daniel E. "Measuring organizational effectiveness in student-athlete career development". The Ohio State University, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=osu1563523645138328.

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39

Harutyunyan, Zaruhi. "Measuring effectiveness of organizational training and development activities". Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-197049.

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This thesis analyses Succession Planning and Management practices in international organizations, and specifically in UniCredit Group, with the goal of developing recommendations for improvement of UniCredit Group's existing practice. The theoretical part provides background knowledge about generics of succession planning and management, its evolution and connection with other Human Resource processes. It is followed by highlights of acclaimed best practices in mitigating risks in implementing succession planning and management systems. The latter acts as a beginning of the practical background of the thesis, as the empirical study aims at discovering strengths and weaknesses of the UniCredit Group in comparison with the theoretical models and the best practices presentation. Based on the latter, qualitative research has been conducted in cooperation with UniCredit Group's Central and Eastern Europe Sub-holding level HR Business Partners and Specialists. The hypothesis that UniCredit Group has a well-established succession planning and management system (up to the most possible comparison with theoretical models and best practices) has been confirmed. The analysis and synthesis of the results from both the theoretical and empirical part are the basis, on which recommendations have been developed.

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40

Bateman, Cynthia L. "Relationships among empowerment, organizational health, and principal effectiveness /". free to MU campus, to others for purchase, 1999. http://wwwlib.umi.com/cr/mo/fullcit?p9946242.

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41

Murphy, Melvin Murphy. "Internal Strategies for Assessing Organizational Communication Channel Effectiveness". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3406.

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Abstract (sommario):

Evolving communication technology, the increased volume of information needed by businesses, and the intensified competitive environment have made internal company communication more critical to business success. The purpose of this multiple case study was to explore strategies used by managers and leaders of 3 law firms in the Commonwealth of Virginia for assessing the effectiveness of their organization's internal communication channels. The participating firms were recognized by their peers as being exceptionally well-managed. Data from interviews and company documents were analyzed through the conceptual lens of the channel expansion theory and the use of software coding to identify patterns and themes. Three important themes emerged: informal assessment strategies, indirect assessment strategies, and efficient versus timely assessments. The first theme suggested the effectiveness of an informal assessment strategy, depending on the size and complexity of the organization. The second theme reflected the effectiveness of an indirect assessment for organizations that lack the resources to support a more direct and specific assessment process. The third theme reflected the participants' perceptions of informal and indirect assessments may be more efficient, the feedback from the assessments are often less timely. Managers may consider these themes in formulating communication policies. The findings of this case study may have implications for positive social and economic change. Small professional service firms, such as legal firms, provide important services to individuals, families, and businesses in their community.

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42

Mgqibi, Nomahlathi Norma. "Relationship Between Transformational Leadership and Organizational Change Effectiveness". ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7560.

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Abstract (sommario):

The purpose of this quantitative correlational study was to examine the relationship between transformational leadership and organizational change effectiveness. The theoretical framework for the study was transformational leadership. Midlevel managers who successfully implemented 1 or more organizational change initiatives in any large organization in the United States (n = 107) were conveniently selected to participate in the study. The Multifactor Leadership Questionnaire (MLQ) Form 5X-Short was used to measure transformational leadership and the Project Implementation Profile (PIP) was used to measure organizational change effectiveness. The overall model, multiple linear regression, revealed a statistically significant relationship between transformational leadership and organizational change effectiveness, F (5, 101) = 2.712, p < 0.024, and R2 = 0.12. However, the independent variables were not statistically significant. Adoption of the findings of this study might assist business leaders to improve organizational change initiatives through standardized processes, which could improve productivity and minimize financial losses. The implications of this study for positive social change include the potential for long-term sustainable employment practices that might empower employees to be financially healthy and lead to improved quality of life.

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43

Henry, Eleanor Andrea. "IS THE INFLUENCE OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL EFFECTIVENESS UNIVERSAL? AN EXAMINATION OF THE RELATIONSHIP IN THE ELECTRONIC MEDIA (RADIO) SERVICE SECTOR IN THE ENGLISH SPEAKING CARIBBEAN". NSUWorks, 2011. http://nsuworks.nova.edu/hsbe_etd/41.

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Abstract (sommario):

The relationship between organizational culture and organizational effectiveness has been the subject of much research by Daniel Denison. Much of this research has been conducted in developed countries where the environment is highly competitive, highly productive and the economies are stable. There has been the challenge however to determine if the findings of such research are relatively universally consistent. In this case the challenge is to determine if the findings hold in circumstances where the economies are less developed and more fragile than those previously studied. This research study is designed to examine the relationship between organizational culture and organizational effectiveness in circumstances typical of the English speaking Caribbean where the economies are weak and in some respects informal and to use these findings to compare with earlier findings from developed economies. The research study involves the administration of the Denison Organizational Culture Survey which was also used in the earlier studies, to persons engaged in the electronic media sector in the English-speaking Caribbean. This sector has the characteristic of competitiveness which is typical of other industries studied. The evidence points to a strong correlation between organizational effectiveness and all four of the Denison culture traits. The adaptability and the mission traits were identified as the more dominant and the organizations reflected an external focus. The results of the study indicate that notwithstanding the economic foundational differences, the findings hold true of a positive relationship between organizational culture and organizational effectiveness similar in extent to and in some cases stronger than earlier studies and as such provided support for the previous research findings.

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44

Sichlau, James Harold Lynn Mary Ann. "Predicting the organization effectiveness of Illinois hospital-based chemical dependency units using principles of family therapy". Normal, Ill. Illinois State University, 1985. http://wwwlib.umi.com/cr/ilstu/fullcit?p8514784.

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Thesis (Ph. D.)--Illinois State University, 1985.
Title from title page screen, viewed June 21, 2005. Dissertation Committee: Mary Ann Lynn (chair), Ken Strand, J.H. McGrath, Donna Bruyere, David Livers. Includes bibliographical references (leaves 72-77) and abstract. Also available in print.

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45

Harris, Cheryl Lynne. "Collaboration for Organization Success: Linking Organization Support of Collaboration and Organization Effectiveness". Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4962/.

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What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.

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46

Park, Yoonhee. "The relationships among investment in workplace learning, organizational perspective on human resource development, organizational outcomes of workplace learning, and organizational performance using the Korea 2005 and 2007 human capital corporate panel surveys". Columbus, Ohio : Ohio State University, 2009. http://rave.ohiolink.edu/etdc/view.cgi?acc%5Fnum=osu1245431229.

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47

McDowell, William C. "Interorganizational Relationships: The Effects of Organizational Efficacy on Member Firm Performance". Thesis, University of North Texas, 2006. https://digital.library.unt.edu/ark:/67531/metadc5313/.

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Abstract (sommario):

Relationships between the collective actors within interorganizational relationships are a growing area of research in management. Interorganizational networks continue to be a popular mechanism used by organizations to achieve greater performance. Organizations develop competencies to work with other organizations, but the confidence of these organizations to use these strengths for a competitive advantage has yet to be empirically examined. The purpose of this study is to examine organizational efficacy, how competencies may related to that efficacy, and the relationship of efficacy with performance. The goal of this study is to observe the relationship among trust, dependence, information quality, continuous quality improvement, and supplier flexibility with organizational efficacy. In addition, the relationship between organizational efficacy and performance is also observed. There are two primary research questions driving this study. First, what is the relationship between trust, dependence, information quality, continuous quality improvement, supplier flexibility and organizational efficacy? Second, what is the relationship between organizational efficacy and performance? The theories supporting the hypotheses generated from these questions include theories such as social cognitive theory, quality improvement, and path-goal theory. Data collected from the suppliers of a large university support the hypotheses. Regression analysis and structure coefficients were used to analyze the data. Results indicate that both research question one and research question two are supported. In addition, the theoretical model as a whole, which indicates a mediating relationship, was examined and discussed. This study contributes to both academic and practice by examining efficacy in an interorganizational setting. In addition, as organizations better understand the relationship between competencies and confidence, they will better know how to collectively work to achieve greater results with more attention being placed on monitoring the relationship in order to experience more desired outcomes. Limitations of the current study and opportunities for future research are also discussed.

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48

Hattingh, Christiaan Arnoldus. "High-performance organisational assessment : a South African case study". Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020249.

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A fundamental shift occurred in the global economy during the last three decades and even more so in the period since the 2008 financial crises. As a result of the advancing technology, national economies no longer self-contained entities protected from international competition by geographical distances, times zones, languages barriers, government regulations and culture or business systems. The effect of globalisation has further manifested in the global economic slow-down since 2008, where spending is constrained and consumers have become more discerning in their value considerations. The dual challenge of globalisation of competition and global economic slow-down is increasingly forcing businesses to do some introspection not only in terms of their cost structures, but also in terms of their value propositions in search of sustainable organisational success. Given the limited influence that businesses have over its external environment, an internal perspective is proposed where this problem is approached by means of a high-performance evaluation case study. The aim is to identify constraints that have resulted from more recent responses to market challenges and to establish which interventions to elevate in order to alleviate such constraints. It is proposed that if management and organisational practices that organisations employ in their daily functions affect the discretionary effort that employees contribute, then organisations should be able to gain insight into variations in organisational performance through evaluating and understanding these practices. This treatise focusses on organisational characteristics that drive high performance and propose interventions to enhance the environment for the development of a high performance culture within a single organisation. The research topic fell within the quantitative paradigm with data being collected through the use of a questionnaire. The results were analysed and interpreted to ascertain how current practice aligns with the theory. Recommendations are submitted within the context of the prevailing literature on the subject of high performance organisations and the related high performance characteristics of the organisation as based on the empirical data.

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49

Deem, Jackie W. "The Relationship of Organizational Culture to Balanced Scorecard Effectiveness". NSUWorks, 2009. http://nsuworks.nova.edu/hsbe_etd/26.

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Abstract (sommario):

The Balanced Scorecard (BSC), developed by Robert S. Kaplan and David P. Norton in the early 1990s, is a powerful management tool for assisting an organization to focus on its strategy and establish and track performance against objectives in pursuit of that strategy. There have been many examples of successful implementations of the BSC. However, the literature indicates that the vast majority of BSC implementations fail. It is proposed that organizational culture is a mediating factor which contributes to success or failure in BSC implementations. Further, organizational learning, a driving force behind successful BSC implementations, is mediated by organizational culture as well. This dissertation reports on an empirical study to investigate the relationship between organizational culture and Balanced Scorecard effectiveness. This study involved collecting survey data from employees working in the various departments of a large County government organization. The survey instrument employed included a self-assessment for BSC effectiveness as well as an organizational culture assessment based on the Denison Organizational Culture Survey Instrument (OCSI). Organizational Learning was measured by the Organizational Learning index included in the OSCSI. The survey results show that each of the four organizational traits - Involvement, Consistency, Adaptability, and Mission - as measured by the Denison OCSI are significantly related to BSC effectiveness. Similarly, organizational learning, as measured by the Organizational Learning index, is significantly related to BSC effectiveness. Accordingly, it is concluded that an interrelationship among organizational culture, organizational learning, and BSC effectiveness exists.

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50

Park, Changkyu. "Comprehensive organizational performance measurement system /". free to MU campus, to others for purchase, 1997. http://wwwlib.umi.com/cr/mo/fullcit?p9840024.

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Tesi sul tema "Organizational effectiveness"

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