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1
Denton, John. "Organisational learning and organisational effectiveness in five major manufacturing companies." Thesis, Royal Holloway, University of London, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.285451.
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2
Argyropoulou, Maria. "Information systems' effectiveness and organisational performance." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/7496.
Texto completo da fonteResumo:
For many years researchers have been troubled with the evaluation of Information Systems (IS) concluding to a lack of understanding as to the time, methods and tools for measuring the impact of IS on organisational performance. Motivated by this lacuna in the literature, this thesis explored the relationship between Information Systems’ Effectiveness and Organisational Performance. The theoretical framework is based on the Delone and McLean’s (D&M) IS success model which is widely adopted in the IS research. Based on a comprehensive literature review on the older and more recent studies the research framework incorporated several new items used by researchers for the measurement of the D&M dimensions. Following a web survey on 168 Greek firms this study sheds some light into the IS field by focusing on how IS effectiveness measures affect Organisational Performance. Data for this study was collected by means of a web-link questionnaire and a sample of 700 companies of different sizes operating in various industries. Many descriptive statistics of academic and managerial importance were produced. Following a correlation analysis and Exploratory Factor Analysis, 15 factors were used for Multiple Regression analysis conducted to test a number of hypotheses around the relationship between the dependent construct (organisational performance) and the independent construct (IS effectiveness). This thesis contributes to existing research in the following ways. First, this study extends our knowledge on IS effectiveness as we adapted and modified DeLone and McLean's model of IS success to incorporate new variables from recent research. The results indicate a significant statistical link between IS effectiveness and performance measures. Second, it provides a holistic framework for measuring Organisational Performance with financial and non-financial variables. Finally, the study presents findings from Greek companies that have adopted IS providing practioners with advice for the practices that can lead to possible and realistic benefits.
3
Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.
Texto completo da fonteResumo:
Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.
4
Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.
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Thesis (MA) -- University of Stellenbosch, 2000.<br>ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a
relationship existed between organisational culture and organisational
performance within a South African organisation. The research problem,
furthermore, not only focused on establishing a relationship between aspects of
organisational culture and performance, but also on whether variations in the
perception of organisational culture are related to organisational performance,
i.e. whether the degree to which the organisational culture is widespread or
shared among members of the organisation, is related to organisational
performance. To answer this question, six hypotheses were formulated with the
intention of subjecting them to statistical analysis.
The Competence Process of Jay Hall (1996) was used to provide a theoretical
framework in terms of which the relationship between the constituent
dimensions of organisational culture and organisational performance may be
explained. Based on the competence theory it is hypothesised that the
dimensions of organisational culture or competence - collaboration,
commitment, creativity and the supporting conditions thereof, are directly
proportional to the potential for performance.
The 40-item Organisational Competence Index (OCI), which forms part of the
Organisation Culture Analysis (OCA), is designed to assess the conditions for
competence within an organisation. The sampling process finally produced a
sample of 988 respondents that completed the organisational culture
questionnaires (OCls). The organisation was divided into 60 areas or business
units that were stratified throughout the organisation. A stratified sampling
technique was therefore used, and the above mentioned geographical subdivisions
were used as strata. Because of the all-pervasive nature of accounting as the language of business,
financially based indicators are universally adopted to measure organisational
performance. Taking the various arguments and proposed measures into
consideration, it was decided to use the following three objective performance
criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative
of the voluntary survival rate). Commercial organisations ultimately have one
important "bottom line", to create wealth for all associated with the organisation
and therefore to be financially successful. Thus, the indicators of organisational
performance that were used are all directly relevant and based on the so-called
financial "bottom line" of the organisation.
To determine the relationship between the average organisational culture scores
and the performance indicators, the product moment correlation coefficients
were computed between each area's average organisational culture dimension
scores and the three indicators of performance.
Commuting the coefficient of variation arrived at the variation in average culture
dimension scores per area. To establish the relationship between the variation in
average culture dimension scores and the performance indicators, the correlation
coefficients were computed between the coefficient of variation and the
performance measures.
All of these relationships were found to be significant, at least at the 0.05 level.
The findings and conclusions arrived at, may be summarised as follows:
The first conclusion that can be drawn is that the business units in which the
members experience collaboration and the supporting conditions thereof to a
greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover, compared to those business units where
members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which
the members experience commitment and the supporting conditions thereof
to a greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover compared to those business units where
members experience the commitment dimension to a lesser degree.
The third conclusion that can be drawn is that the business units in which the
members experience creativity and the supporting conditions thereof to a
greater degree are likely to be more profitable, to experience fewer stock
losses and lower labour turnover compared to those business units where
members experience the creativity dimension to a lesser degree.
The fourth conclusion that can be drawn is that the business units in which
the members experience the dimensions of competence and the supporting
conditions thereof to a lesser degree of variance are likely to be more
profitable, to experience fewer stock losses and lower labour turnover
compared to those business units where members experience the culture
dimensions to a greater degree of variance.
In more practical terms, it would seem that the dimensions of competence might
well explain why some business units (possibly organisations) are more
successful than others.<br>AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of
daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie
prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het
verder nie net gefokus op die vestiging van 'n verband tussen aspekte van
organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die
variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie.
Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om
hulle statisties te toets.
Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk
wat die verband tussen die samestellende dele van organisasie kultuur en
organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies
van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die
onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die
potensiaal vir prestasie.
Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die
Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr
bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988
respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die
organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die
organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is
dus gebruik.
Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie
prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en
voorgestelde indikatore in ag geneem, en is daar besluit om die volgende
objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3)
arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om
rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie
doelwit gebaseer is.
Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie
indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die
gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings
op die drie prestasie indikatore.
Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel
van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen
hierdie meting, en die prestasiemeting vir elke area.
Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die
bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in:
Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waar die werknemers die samewerkingsdimensie, en die ondersteunende
kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer
vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking
met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere
mate ervaar het.
Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waar die werknemers toevertrouing, en die ondersteunende kondisies
daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad
verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die
besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate
ervaar het.
Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar
die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies
daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad
verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar
het.
Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede
waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het
daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen
'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar
daar 'n groter mate van variansie in die kultuurrnetings was.
In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n
mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies)
meer suksesvol is as ander.
5
Rankonyana, Lawrence. "An analysis of the effect of organisational capacity on organisational performance in project implementation : case of the Organisation of Rural Associations for Progress (ORAP)." Thesis, Stellenbosch : Stellenbosch University, 2015. http://hdl.handle.net/10019.1/96698.
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Thesis (MPA)--Stellenbosch University, 2015.<br>ENGLISH ABSTRACT: In this study, organisational capacity is considered as the sum of organisational capabilities to perform functions that will deliver expected levels of performance; suggesting that organisations must be enabled to solve problems, set and achieve objectives, learn and adapt operations to attain set goals. Therefore, this research analyzes various capacity options necessary for the proper functioning of the organisation in line with the Frederickson’s capacity model which considers capacity in terms of leadership and vision, management planning, fiscal planning and practice and operational support. The analysis is done in an organisational context (the Organisation of Rural Association for Progress - ORAP) in order to develop a practical understanding of capacity implications in projects implementation activities. In order for organisations to produce efficient, effective, financially viable and relevant performance, there must be a matching level of investment towards capacity development.
In this research, information obtained from interviews and group discussions indicated that organisational capacity has a direct effect on the quality and time spent on a single project. In addition, project activities must satisfy specific project objectives, as well as the strategic objectives of the organisation to ensure that performance is consistent with project requirements and at the same time steer the vision of the organisation forward. Community participation should be prioritised because it is important to make sure that project implementation becomes a consultative process that would produce the required outcomes in terms of project value to the community and empowerment through training and experience to community members. It is also important to adequately fund projects and provide the right infrastructural facilities, in order to enable the smooth flow of the project implementation process.<br>AFRIKAANSE OPSOMMING: In hierdie studie word organisatoriese kapasiteit beskou as die samevoeging van organisatoriese vermoëns om funksies uit te voer wat verwagte vlakke van werkverrigting sal lewer; wat suggereer dat organisasies die geleentheid gebied moet word om probleme op te los, doelwitte uiteen te sit en te bereik, werksaamhede te leer en aan te pas om bepaalde doelwitte te bereik. Derhalwe, analiseer hierdie navorsing verskeie kapasiteitsopsies wat nodig is vir die behoorlike funksionering van die organisasie in ooreenstemming met Frederick se kapasiteitsmodel wat kapasiteit in terme van leierskap en visie, bestuursbeplanning, fiskale beplanning en praktyk, en operasionele ondersteuning vooropstel. Die analise word gedoen in ’n organisatoriese konteks (die Organisasie vir Landelike Ontwikkelingsassosiasie – OLOA) ten einde ’n praktiese begrip van kapasiteitsimplikasies in die implementering van aktiwiteite van projekte te ontwikkel. Vir organisasies om doetreffende, effektiewe, finansiëel haalbare en relevante werkverrigting te lewer, moet daar ’n ooreenstemmende beleggingsvlak vir kapasiteitsontwikkeling wees.
Inligting wat verkry is tydens navorsing vanuit onderhoude en groepbesprekings het aangedui dat organisatoriese kapasiteit ’n direkte effek het op die kwaliteit en tyd wat gewy word aan ’n enkele projek. Daarby moet projekaktiwiteite spesifieke projekdoelwitte verwesenlik, asook strategiese objekte van die organisasie om te verseker dat werkverrigting niestrydig is met projekvereistes en om terselfdertyd die visie van die organisasie uit te dra. Gemeenskapsdeelname behoort voorkeur te kry, want dit is belangrik om te verseker dat projekimplementering ’n advieserende proses word wat die vereiste uitkomste in terme van projekwaarde vir die gemeenskap en bemagtiging deur opleiding en ervaring van gemeenskapslede na vore sal bring. Dit is belangrik om projekte genoegsaam te befonds en die regte infrastrukurele fasiliteite te verskaf om die die gelykvloeiendheid van die proses van projekimplementering moontlik te maak.
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Shin, Jaejoon. "Dilemmas of cultural values and organisational effectiveness." Thesis, University of Cambridge, 1998. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.368606.
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Engelbrecht, David Johannes. "Progressive change management keys towards organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2001. http://hdl.handle.net/10019.1/52415.
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Thesis (MBA)--Stellenbosch University, 2001.<br>Organisations find themselves in a challenging and changing environment. The
focus of the study is to use the Marden diagnostic model of change management
as a guide to transform organisations in order to meet competitive challenges of
changing market conditions.
The first half of the study underlines the need for organisations to stay in a mode
of constant change. It explains the systems approach to organisational change
that is prescribed by the Marden diagnostic model of change. The change
process is initiated by focusing the organisation on a new strategy that will be the
route map towards future prosperity. Various diagnostic tools are explored to
discover the current position of the organisation. Intervention strategies are
recommended to mobilize the organisation to move closer to the strategic vision.
The latter half of the study deals with skills to manage the change process.
These skills include consultation, leadership, teamwork, managing conflict,
communication and negotiation. The study concludes with a practical framework
that can be used by management to measure the success of the change
process, and maintain momentum throughout the organisation.
8
Veloen, Monita. "The influence of paternalistic leadership on organisational commitment and organisational citizenship behaviour at selected organisations in the Western Cape Province." Thesis, University of the Western Cape, 2016. http://hdl.handle.net/11394/5274.
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Magister Commercii (Industrial Psychology) - MCom(IPS)<br>Achieving organisational effectiveness and sustainable growth is the ultimate goal of organisations in their quest to deliver the services required by society. The achievement of organisational effectiveness is not a random event; organisations rely on their employees' ability to go the extra mile by exhibiting some organisational citizenship behaviours. In order to elicit organisational citizenship behaviours, organisations need leaders who can cultivate some commitment in employees which can arguably lead to the enactment of organisational citizenship behaviours. The culture of an organisation is often determined by the beliefs, values and behaviour of the leader. A paternalistic leadership style is likely to create a culture in which caring for subordinates is crucial, moral integrity is greatly esteemed and authority is respected. When this type of culture is evident in the organisation certain desirable behavioural patterns will come forth from the employees. The purpose of the current research study is to answer the question, "Does paternalistic leadership have a significant influence on organisational commitment and organisational citizenship behaviour among employees working in selected organisations in the Western Cape?". In order to answer the research question explaining the hypothesised relationships, the manner in which paternalistic leadership affect organisational commitment and organisational citizenship behaviour was discussed culminating in a theoretical model which was developed and tested in the present study. The study was conducted using employees drawn from selected organisations in the Western Cape Province of South Africa. The participants were asked to complete three questionnaires comprising the Paternalistic Leadership questionnaire developed by Cheng, Chou and Farh (2000); an adapted version of the Organisational Commitment questionnaire by Allen and Meyer (1991) and the Organisational Citizenship Behaviour questionnaire Podsakoff, Mackenzie, Moorman and Fetter (1990). Out of 300 questionnaires that were distributed to the employees, 230 (n=230)
completed questionnaires were returned. Item and dimensionality analyses were
conducted on all of the dimensions using SPSS version 23. Subsequently,
confirmatory factor analysis was executed on the measurement models of the
instruments used. The proposed model was evaluated using structural equation
modelling (SEM) via the LISREL version 8.80 software. It was found that both the
measurement and structural models fitted the data reasonably well. The results
indicated positive relationships between benevolent leadership and organisational
commitment; authoritarian leadership and organisational commitment; moral
leadership and OCB; and organisational commitment and OCB. There was,
however, no significant relationship between moral leadership and organisational
commitment; benevolent and OCB. Due to the fact that a few studies on paternalistic leadership exist in South Africa this study adds to the board of knowledge on paternalistic leadership and how it affects employee commitment and OCB. The practical implications of the study and limitations are discussed as well as the direction for future studies.
9
Connell, Michael F. "An exploratory study to understand how corporations align financial and moral-based goals to achieve effectiveness: Introducing the common good theory of organizational effectiveness." Thesis, Queensland University of Technology, 2016. https://eprints.qut.edu.au/99581/1/Michael_Connell_Thesis.pdf.
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In this thesis a new explanation is developed as to how corporations achieve specific effectiveness criteria through the harmonization of their financial and moral based goals. Findings are drawn from simultaneous case studies conducted over three years in two companies, one public and private. Based on the position that corporations are moral agents, a theoretical framework is developed and validated, which explains how effectiveness and goals are interrelated but separate constructs dependent on the common good of the organisation for their achievement. The thesis therefore provides a basis to understand how a corporation must not only do well but do good to be sustainable in modern society.
10
Koigi, Alice Nyambura. "Improving organisational effectiveness of public enterprises in Kenya." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1316.
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To achieve effectiveness and efficiency in public enterprises, change is needed. Due to the rapid changing global environment and increasing demand for service delivery, continuous change is needed. Changes have been taking place in the Kenyan public sector since 2003. The public enterprises in Kenya, like in most countries in Sub-Saharan Africa, have been characterised by slow and bureaucratic processes that retard organisational performance. Employees and managers in these enterprises have been perceived as not performing as they should. Kenyan public enterprises are important to the economy of the country. They provide social services to the Kenyan population and employ about 654 200 people. The latter translated in a wage bill of 84 378 million Kenyan Shillings (Ksh 80 = 1 US dollar). There is therefore a need to investigate ways to improve individual and organisational performance, collectively viewed as organisational effectiveness in this study, in these enterprises. It is generally accepted that leadership and organisational culture play a critical role in managing the effectiveness of enterprises. In this study, leadership style (transactional and transformational), leadership personality (Machiavellianism, narcissism, masculinity, femininity, individualism and collectivism) and organisational culture (entrepreneurial and market-orientation), strategic management, corporate ethics are investigated determinants of organisational effectiveness. A survey approach was used to collect data from 670 senior executives from 134 Kenyan public (state) enterprises. Two hundred and fifty-six (256) useful survey responses from 53 public enterprises were received. Structural equation modelling (SEM) statistical technique was used to test the hypothesised relationships between the above-mentioned determinants and the dependent variables (individual performance intention and organisational performance). The descriptive statistics of the raw data were also analysed to ascertain the managers’ perceptions about these determinants in the public enterprises. The empirical results revealed that transformational leadership exerts a positive influence on both organisational performance and individual performance intention; that self-deceptive narcissism motivates individual performance intent but decreases organisational performance; that an entrepreneurial, market and strategic management orientation positively influences organisational performance; and that strategy implementation positively influences individual performance intent. In view of these findings, the study concludes that it is critical that leadership styles and leadership personalities be taken into account in leadership recruitment and development process in Kenya public enterprises. Kenyan public enterprises will also improve their organisational performance if they implement entrepreneurial, market and strategic management principles.
11
Mootheril, Feeba, and feeba m@gmail com. "Achieving Organisational Effectiveness with B2E E-business Model." RMIT University. Business Information Technology, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20081029.162232.
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This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated regard B2E e-business to be a dynamic and evolving model for internal management and servi ce to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models.
12
Mathew, Jossy. "Organisational culture and effectiveness : a three perspective analysis." Thesis, Cardiff University, 2008. http://eprints.mdx.ac.uk/9137/.
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Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge-intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisational life. However, although the study finds overall support for the three perspective framework, it suggests that this framework could be strengthened in regard to the conceptualisation of integration and fragmentation, particularly in the context of an organisation based in a developing country undertaking work for the MNCs. Similarly, the adoption of the different theoretical approaches to effectiveness leads to the identification of a series of interesting measures of effectiveness. In this regard, an integration based analysis highlights the certainty of the measures of effectiveness whereas the differentiation and fragmentation analyses show the problematic, inconsistent and transient nature of effectiveness. The adoption of the three perspective framework sheds interesting insights into culture effectiveness relationship. While the integration perspective presents a positive relationship, the differentiation perspective holds that the inherent inconsistencies and conflicts have a negative influence on effectiveness. The fragmentation based analysis shows that culture is a neutral factor vis-a-vis effectiveness. Furthermore, the ironies, contradictions and ambiguities are shown to have a negative influence in this regard. This work therefore concludes that the argument that there is a relationship between culture and effectiveness is the result of adopting a particular analytical lens (generally, integration perspective). This study also shows that the proposition that non-financial aspects of effectiveness mediate the relationship between organisational culture and financial performance can work only in the case of adopting an integration perspective.
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Messaris, Annette. "The role of leadership style and organisational structure in organisational effectiveness: a case study." Thesis, Rhodes University, 2015. http://hdl.handle.net/10962/54452.
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This research explores the role leadership style and organisational structure play in organisational effectiveness. Organisational effectiveness is one of the more complex terms to define although essential to understand in order for an organisation to grow and develop. A small to medium wine sales and distribution organisation, its leadership style and organisational structure were chosen as a focus of this case study. Organisational effectiveness in this study is understood by the terms growth and development using the Greiner Theory of Evolution and Revolution (1983). The literature explores the role of leadership style in organisational effectiveness by exploring various theories and focusing on The Full Range Leadership Model by Bass and Avolio (1994). In order to analyse the role of organisational structure in organisational effectiveness, the different forms of organisational structure and the role they have on the organisation’s ability to grow and develop are explored. The primary purpose of this study is to investigate the role leadership style and organisational structure play in organisational effectiveness. A qualitative content analysis paradigm was used with a Case Study method. The data was gathered using structured interviews conducted on all 39 permanent staff members, day to day observation and the Multifactor Leadership Questionnaire (MLQ). The MLQ is used as a supporting tool to verify the leadership findings in the interviews. The data was analysed using NVivo10 and STATISTICA to gain insight into the leadership style and organisational structure of the organisation. The findings reflected that certain themes were repeatedly mentioned in the interviews and the definition of organisational effectiveness: structured leadership, more active leadership, lack of communication, staff motivation, staff training and development and organisational culture. As regards organisational structure, the following themes arose: The need for regular meetings, increased team work and more structured job descriptions. Through the analysis of all the components, leadership style and organisational structure were identified as having a significant role in organisational effectiveness which will be further analysed in this study.
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Paul, Stephanie. "Determining the impact of emotional intelligence on organisational effectiveness." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/591.
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Employees who are able to use their emotions intelligently can contribute meaningfully towards building an emotionally intelligent organisation, one in which everyone take responsibility for increasing his or her own emotional intelligence, for using it in relations with others, and for applying the skills of emotional intelligence to the organisation as a whole. The lack of emotional intelligence, however, undermines both an individual’s and a company’s growth and success. Expressing emotions within the workplace has for many years been considered inappropriate and irrelevant to business. This research study points to the fact that an overwhelming amount of research shows that not only are emotions very much a part if the work experience but, to a large degree, set the course that companies should follow. This research study firstly discusses the core components of emotional intelligence and its impact on individuals and how they relate to others. The study further focuses on the impact that emotional intelligence has on aspects that contribute to organisational effectiveness. This study suggests that emotional intelligence within companies could result in a situation where employees communicate with understanding and respect and where confidence and enthusiasm in the organisation are instilled. Knowing one’s own emotions and controlling them; recognizing emotions in others and managing them; and self-motivation are key dimensions of emotional intelligence covered in the theoretical perspective of emotional intelligence discussed in Chapter Two. This study points to the benefits of emotional intelligence as an indispensable element not only in creating a profitable business but also in leading a successful life. The findings discussed in Chapter Six indicate a reasonable level of emotional intelligence amongst employees at GMSA who participated in the survey. Recommendations from the study indicated a need for training in various aspects of emotional intelligence in order to derive the benefits of improved organisational effectiveness and profitability.
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Küppers, Tanja. "Role of organisational culture when shaping a shared service organisation into a lean system." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4431/.
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The importance of managing organisational culture for the sustainable implementation of lean systems in shared services is of increasing interest to researchers and practitioners. The current state of research demonstrates that companies have failed to establish a sustainable lean system with a virtuous continuous cycle of improvements. People and conflicting organisational cultures are conceived as the predominant reasons for lean failures. This study explains and explores the interdependencies of organisational culture and lean systems in captive shared services with regard to their potential of sustained performance and competitiveness. Hence, the research identifies the organisational cultural attributes and types that are addressed by a lean system, explores how culture management happened during a lean system implementation, and challenges the sustainability of the implemented lean system. So far, research has looked into the topics of organisational culture, shared service organisation, and lean system in isolation. This study is original as it synthesises all 3 topics. As this research places organisational culture influenced by leadership at the centre of its investigation, it critically applies not only Cameron and Quinn’s competing values framework (CVF), but also Martin’s 3 perspectives of culture as well as a synthesis of different relationship frameworks demonstrating the link between leadership, organisational culture, and organisational performance. This study is ground breaking as it critically looks at lean systems and their sustainability through the lens of organisational culture. Drawing on an in-depth case study conducted in a shared service organisation (SSO) of a global service company, this investigation applied a critical realist-based mixed-methods approach with a variety of primary data collection techniques. Different types of secondary data were used, also for the purpose of triangulation. A critical realist approach to thematic analysis was used to identify relevant stratified, institutional mechanisms. By applying a critical realist worldview, this research offers a multilevel understanding of the dynamics, contradictions and complexities when establishing a lean system. As a result, the study reveals that the implementation of lean systems in the service industry is not a linear approach as each instance and stage of culture management is unique. This multidimensional, culture-oriented interpretation, based upon pioneering empirical evidence from a global service company’s SSO, extends and deepens the understanding of the dynamic contradictions and complexity of lean system implementation that both constrain and enable organisational change. Key words: culture, shared services, lean, performance, leanness, lean sustainability, visual management, Competing Values Framework, leadership, mixed-methods, critical realism, culture management, continuous improvement.
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Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.
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In order for organisations to grow and maintain their competitive advantage, change has become the norm. The healthcare industry and especially private healthcare organisations, is no exception. Organisational change often implies a change in organisational culture. The concept of culture refers to the ways of thinking, values and ideas of things rather than the concrete, objective and more visible part of the organisation. Organisational culture is not to be viewed in isolation as culture and leadership are intertwined. Leaders shape cultures and their fundamental role is affecting others and making changes that increase organisational efficiency and performance. Patient safety, cost-effective care based on the best available evidence and patient satisfaction are top priorities of healthcare organisations, especially intensive care units where critically ill patients are cared for. Alignment of the organisational culture and leadership with a hospital‘s vision, namely to deliver quality patient care, is thus essential. A positivistic research paradigm, with a quantitative, explorative, descriptive and contextual approach was used to conduct the study. The study explored whether transformational organisational culture, leadership and desired organisational change outcomes existed in private intensive care units in the Nelson Mandela Metropolitan and East London areas. It aimed at exploring the relationship between selected demographic variables, culture, leadership and organisational change outcomes. Lastly, the relationship between organisational culture and leadership (independent variables) and organisational change outcomes (dependent variable) was explored. The sample comprised 130 professional nurses who were selected from all the adult intensive care units in the private healthcare industry in the Nelson Mandela Metropolitan and East London areas. A structured questionnaire with a Cronbach‘s alpha of more than 0.8 was used to collect data. The empirical results indicated that transformational leadership and a conducive organisational culture existed in the private intensive care units sampled. However, it was found that innovation and innovative care practices could be improved. Care practices were not necessarily aligned with the latest, available innovative techniques, procedures and practices. Reflective practices and in-service training to improve care practices and encourage and promote innovative care practices were not always optimised. Recommendations related to the findings were made for managers, as well as for research, education and practice. Ethical principles were maintained throughout the study.
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Farquharson, Kathleen. "An evaluation of the effectiveness of an HIV." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5858.
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Kahn, Susan Rachel. "The role of anger in managerial effectiveness." Master's thesis, University of Cape Town, 1986. http://hdl.handle.net/11427/14397.
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Bibliography: leaves 194-227.<br>The aim of this study was to investigate the role of anger on managerial effectiveness. To this end, a sample of male managers in a South African financial organisation completed questionnaires on the experience of anger, the expression of anger, and Type A behaviour. Managerial effectiveness was assessed in terms of the behavioural dimensions of the organisation's assessment centre and performance appraisal, as well as a managerial achievement quotient. A factor analysis computed separately for the 11 assessment centre dimensions and the 11 performance appraisal criteria revealed three orthogonal factors in both analyses. Product moment correlation coefficients were calculated between all the variables, including the new factor scores. The performance appraisal factor labled "Emphasising Quality in Solution and Production" was significantly correlated with trait anger, and the performance appraisal factor labled "Maintaining Supportive Interpersonal Relationships" was significantly correlated with state anger , trait anger, anger expression , and Type A behaviour . The assessment centre factors labled "Making and Communication Decisions" and "Interpersonal Planning" correlated significantly with anger expression and trait anger, respectively. Finally, the managerial achievement quotient correlated positively and significantly with Type A behaviour. The conceptual and methodological issues confronted in the present research may provide new insight for future investigations regarding stress and organisational psychology.
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Albrecht, Simon L. "The dimensions and consequences of trust in senior management." Thesis, Curtin University, 2001. http://hdl.handle.net/20.500.11937/917.
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Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature and the results of pilot studies, a six dimensional model of trust in senior management - consisting of dispositional, cognitive, affective, social and behavioural intent dimensions - was tested using confirmatory factor analysis (n = 416). The results clearly supported the convergent and discriminant validity of the measurement model. For example, all model fit indices were above minimum recommended values and all items loaded at significant levels on their specified factor.The measures were successfully cross- validated in a sample from a different organization (n = 249). Next, models portraying alternative structural relations between the dimensions were examined, before deriving a model which successfully summarized the data in a theoretically plausible way. The model showed trust in senior management, defined in terms of behavioural intentions, to be directly influenced by affective reactions and perceived social norms. Cognitive assessments about the overall effectiveness of senior management were shown to have an indirect influence on trust. This structural model was successfully cross- validated on an independent sample. The attitudinal dimensions of the model were shown to hold, longitudinally, over a twelve month period (n = 257).In contrast to previous cross-sectional research, disposition did not influence trust in senior management over time. In terms of determining the organizational consequences of trust in senior management, the results showed that trust in senior management influenced cynicism toward change over a twelve month time period. Theoretical implications and the practical implications for the diagnosis and management of trust in senior management are discussed.
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Smith, Brian D. "The effectiveness of marketing strategy making processes in medical markets." Thesis, Cranfield University, 2003. http://hdl.handle.net/1826/1123.
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This thesis contributes to the understanding of the effectiveness of marketing strategy making processes. It examines how such effectiveness is contingent upon the internal and external environments in which the process operates and, therefore, how the requisite process is contingent upon its organisational and market context.
It builds on the fields of strategy content and strategy process and of organisational effectiveness, organisational culture and organisation theory. It tests and develops Burrell and Morgan’s congruency hypotheses as an explanation of the effectiveness of marketing strategy making processes. That work postulates that effectiveness results when the process is congruent with both its internal environment (i.e. microcongruent) and external environment (i.e. macrocongruent)
This work takes a pragmatist epistemological perspective. The methodology is qualitative, using multiple-informant case studies. The congruency hypotheses are operationalised using a model and constructs based on the extant literature. The work is restricted to the medical products market in order to optimise insight and understanding.
The findings support the congruency hypotheses. Strong strategy is associated with simultaneous macrocongruence and microcongruence. Further, a mechanism for the hypotheses is identified. Interactions between the strategy process and organisational structure, systems and habits provide an underlying mechanism of microcongruence. Failure or success of the process to manage market complexity and turbulence provide an underlying mechanism of macrocongruence.
This work contributes to theory, confirming the congruency hypotheses, extending them into marketing strategy making and making a new contribution concerning the mechanism of congruency. To methodology, this work confirms the use of case studies, extends it to consider simultaneously internal and external environments and makes a new contribution concerning the construct of strategy quality. To practice, the work confirms the value of planning in complex markets, extends the concept of a “requisite” process and contributes new ideas for the deliberate management of marketing strategy making processes.
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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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Dove, Jean Tracy. "Establishing effective organisational coaching strategies." Thesis, Nelson Mandela Metropolitan University, 2006. http://hdl.handle.net/10948/496.
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To enable a business to grow and to uplift the economic and social development of its employees, it is vital that skills are provided to individuals. Businesses today strive to retain employees, as their skills learnt, prove to be a valuable asset that takes years to replace. For this reason, all means available are utilised to retain employees in the workplace. The term coaching is a relatively newcomer to the world of business and is seen to take a holistic view of the individual and focuses on work, corporate values, personal needs and career development. The main objective of this study was to identify coaching strategies that can be implemented by organisations in order to ensure the retention and development of employees. Businesses have to rely on employees to help them achieve financial growth, outperform their competitors, produce innovative products and to achieve long-term goals. These tasks would be impossible to achieve if the interests of employees were neglected. It was established from the literature survey that the coaching style of leadership involved more than simply training managers in coaching skills. A whole new coaching culture needed to be implemented in businesses in order to bring about change. Coachees rely on effective coachers to provide guidance and to demonstrate the skills needed. Based on various models in the literature survey a coaching model was formulated. The empirical survey was conducted at five selected companies in the Buffalo City Municipal area. A theoretical model for organisational coaching was developed and tested by means of a questionnaire. It emerged that employees at lower levels had not been involved in any form of coaching.
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Boyce, Lavinia. "Impact of shift working on organisational effectiveness in policing." Thesis, Queen's University Belfast, 2010. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.534637.
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Noor, Rechard. "A systems approach to decentralising power for organisational effectiveness." Master's thesis, University of Cape Town, 1997. http://hdl.handle.net/11427/9496.
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Bibliography: leaves 105-106.<br>Organisational effectiveness has become more and more of a prerequisite in today's demanding and ever changing business environment. The democratisation of our country and mobilisation of unions whose demands includes the implementation of workplace forums has given rise to the need for business to re-evaluate the way management practices and decisions are being carried out. These demands have placed a significant strain on our company, Howden Air Industries, the company under review. The company has been through turbulent times during the past three years with downsizing, restructuring and retrenchments being the major focus of management's endeavours to reverse the losses which have been produced thus far. The situation however further declined due to a very autocratic approach by management and a lack of long-term strategies for implementing systems and controls to achieve the desired effect of increasing productivity for long term growth. Many attempts have been made to restructure the organisation without much success. Often key employees were lost due to retrenchments as the focus has always been on cutting costs by eliminating people. Needless to say the complexity of the situation and the demands placed on us by an ever changing business climate has resulted in a review of strategy. The report essentially proposes a scientific method of inquiry to handle complex situations, which is then used in an attempt to highlight the need for the decentralisation of power within complex organisations. It follows a systemic approach which regards each department as having an effect on each other as well as the larger environment. This concept which is discussed in more detail in this report together with an investigation of the organisation on its ability to overcome its problems seemed like a possible solution given the current situation in South Africa and in particular the introduction of workplace democracy.
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Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/1092.
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This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.
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Meintjies, Jean. "The influence of organisational climate on job performance." Thesis, Nelson Mandela Metropolitan University, 2014. http://hdl.handle.net/10948/10286.
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Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive effect upon service outcomes and hence improves organisational success. The study examines the influence of organisational participants’ perception of work environment on job performance in a sample of employees within the various departments of Transnet National Ports Authority. The paper presents that the perception of organisational climate has a significant effect on job performance of some employees while it is not so for others. The research sample consists of 71 employees working in the marine and operations, engineering, human resource, marketing and legal departments. One questionnaire was designed by the researcher to measure organisational climate and the effectiveness of job performance. The climate dimensions of communication, management and supervision, reward and recognition and training are significantly related to job performance. The research consisted of the organisational climate and job performance literature and the subsequent link between these two constructs within Transnet National Ports Authority. In conclusion the report presents the authors findings, conclusions and recommendations derived from the study.
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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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Papadimitriou, Dimitra A. "The organisational effectiveness of Greek national sports organisations : an empirical application of the multiple constituency approach." Thesis, University of Sheffield, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324350.
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Sitlington, Helen. "Impact of downsizing, restructuring and knowledge sharing on retention of knowledge in organisations : implications for organisational effectiveness." Curtin University of Technology, Curtin Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=18868.
Texto completo da fonteResumo:
This research considers the organisational factors and processes that impact on knowledge retention and subsequent perceptions of organisational effectiveness during downsizing/restructuring events. By exploring these relationships, the research seeks to help organisations facing downsizing/restructuring to identify best practices to support employees during the process and achieve positive organisational outcomes. The thesis presents a detailed review of the literature in the field of downsizing and organisational restructuring, together with knowledge, knowledge sharing and organisational effectiveness. A conceptual framework and hypotheses, informed through the literature and qualitative focus group process, were developed for testing. Data were collected from 81 organisations, drawn from both the private and public sectors. Analyses enabled detailed consideration of the impact of perceived levels of organisational knowledge on perceptions of post-downsizing/restructuring organisational effectiveness. The significance of relationships between downsizing/restructuring events, both decisions and processes, and knowledge sharing in organisations undergoing downsizing/restructuring were also examined. Findings indicate the need for open and honest relationships between managerial (Decision Makers and Implementers) and non-managerial employees (Affected Employees) in order to achieve successful organisational outcomes. The impact of knowledge sharing on organisational knowledge was assessed by studying the extent of both formal knowledge sharing and informal networks present in respondent organisations. The direct impact of knowledge sharing on organisational outcomes was also analysed and discussed.<br>Conclusions are reached that both formal knowledge sharing and informal networks have a significant impact not only on perceived levels of organisational knowledge but also on post-downsizing/restructuring organisational effectiveness. However, different aspects of knowledge sharing appear to be more significant to Decision Makers and Implementers and Affected Employees. For business, the findings of this research demonstrate a need to concentrate on organisational knowledge during downsizing/restructuring in order to achieve improved outcomes. The findings suggest this can be done through attention to ensuring that intent and interpretation of the decisions and processes involved are open and honest. Assessment of the knowledge present in the organisation and a focus on retention of key individuals with important knowledge is also advisable. Communication of what is planned and inclusion of employees in both planning and implementation were identified as ways in which organisations can do so, thereby promoting distributive and procedural fairness throughout the process. Formal knowledge sharing strategies arose as being important to achieving improved organisational outcomes, particularly to Decision Makers and Implementers. These strategies included identifying, capturing and storing information in ways that are accessible to employees. Documentation of practices and procedures was also found to be important as was careful planning of the change.<br>Communication, providing training and support to survivors and allowing the necessary time for sharing knowledge were also identified as key strategies. Overall, developing a culture and climate within the organisation that is supportive of knowledge sharing was found to be central to achieving improved organisational effectiveness. Informal networks were identified by Affected Employees as impacting on both perceived levels of organisational knowledge and, indirectly on organisational outcomes. The research indicates the Decision Makers and Implementers and Affected Employees have different perceptions about the role and importance of informal networks. Those implementing downsizing/restructuring may therefore need to examine the structure and operation of informal networks prior to downsizing/restructuring to ensure they are adequately supported during the process. Informal networks may also be utilised to assist in bringing about the change. The findings of this research are important to assist organisations develop best practice approaches to downsizing/restructuring. With increasing acceptance of downsizing/restructuring as a business strategy, this research provides insights into key issues of downsizing/restructuring events and knowledge retention as predictors of improved organisational outcomes.
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Mok, Wee Piak. "Exploring organisational learning and knowledge management factors underlying innovation effectiveness." Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/13561.
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Innovation is widely seen as a basis for competition and knowledge plays a key role in underlying its effectiveness in the present economy which is knowledge-based. The innovation process is highly complex and uncertain; it is fraught with ambiguity, risks, errors and failures. How organisations respond to these downsides is not well reflected in the literature. They are often placed in a black box and left empirically unexplored. This researcher attempts to penetrate this box with an exploratory empirical study consisting of two research phases rooted in positivism. In Phase 1, a questionnaire survey is carried out with error management culture, organisational learning and knowledge management as antecedents of innovation effectiveness. The survey data collected are deductively analysed to test these four constructs. In Phase 2, the same data are inductively explored to determine the factors underlying innovation effectiveness. From deduction, knowledge management is found to be the sole antecedent of innovation effectiveness, affirming the importance of knowledge to innovation. From induction, autonomy and trust are found to be key factors underlying innovation effectiveness. Their attributes in this study are collaboration, knowledge sharing and control (for autonomy) and behaviour, relationship and reciprocal faith (for trust). The contributions from this study are – (a) an empirical confirmation on the importance of knowledge to innovation and (b) the derivation of autonomy and trust as key factors underlying its effectiveness. In addition, it contributes to research methodology with an exploratory integration of deduction and induction as complimentary modes of inference to facilitate the understanding of complex subjects like innovation. As a positivist research does not answer the causal how and why of innovation, it is recommended that future research on a similar topic moves to critical realism as a philosophical realm when an ontological dimension can be added to the epistemological exploration posited in positivism as found in this study.
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Malherbe, Johann. "Investigating the relationship between transformational leadership style and organisational effectiveness." Thesis, Stellenbosch : Stellenbosch University, 2008. http://hdl.handle.net/10019.1/5534.
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Thesis (MBA (Business Management))--Stellenbosch University, 2008.<br>ENGLISH ABSTRACT: The pace of globalisation and the continuous advance in technology have created an ever-changing business environment, which is making it increasingly difficult for organisations to remain competitive. To the world community globalisation has been a gradual process, whereas its impact in South Africa was more pronounced and happened over a shorter period. This was due to the re-admission of South Africa to the international community after the 1994 elections. In addition, leaders in this new
global economy are facing new, complex challenges associated with the everchanging business environment, and the depth and quality of the leadership that they provide are critical to the success of organisations.
It was within this context that this research study was conceived. More specifically, the author became interested in the type of leadership behaviours, practices and characteristics that are essential to lead an organisation in the new global economy. During the last two decades, an increasing number of researchers began to report on a 'new' style of leadership based on innovation, continuous learning, constant renewal and entrepreneurship. This leadership style challenges traditional views on
work among employees, creates a new vision and motivates workers to perform
above expectation. These leaders have recognised the need for revitalisation and they bring about change within their organisations to meet the challenges of the current, ever-changing environment. This 'new' leadership style is transformational leadership, which has been extensively reported on. Literature abounds with studies on transformational leadership and its
impact on organisational effectiveness. It is one of the most extensively researched leadership paradigms to date and is still evolving. This dissertation reviews the development of leadership theory and the paradigm
shifts that have led to the development of transformational leadership theory.
Furthermore, the author interviewed experienced leaders from Naspers to practically identify essential leadership requirements within a South African multinational organisation. The primary research findings indicate that there are parallels between essential leadership behaviours and characteristics, as identified by the present study, and transformational leadership behaviours and characteristics. The study indicates that some of the successes of the researched organisation could be attributed to the transformational leadership practices that it has employed. It can also be inferred that, should these characteristics and behaviours be nurtured in other leaders and organisations in general, these organisations could become more effective, competitive and growth-orientated in the current organisational landscape.<br>AFRIKAANSE OPSOMMING: Die tempo van globalisering en die volgehoue vordering in tegnologie, het 'n
heeltydse veranderende besigheids omgewing teweeggebring, wat dit moeilik maak
vir organisasies om kompeterend te bly. Die proses van globalisering was 'n
geleidelike proses vir die wereld gemeenskap, maar die effek op Suid-Afrika was
meer dramaties. Dit is as gevolg van Suid Afrika se hertoelating tot die wereld
ekonomie, na die 1994 verkiesings. Die nuwe wereld ekonomie en veranderende
besigheids omgewing stel oak addisionele vereistes en uitdagings aan leiers en die
diepte en kwaliteit van hulle leierskap is krities tot die sukses van hul organisasie.
Dit was binne die konteks wat die navorsing studie gebore was. Meer spesifiek, die
skrywer was geinteresseerd in die tipe leierskap style, praktyke en eienskappe wat
krities is om organisasies te lei in the nuwe wereld ekonomie.
Gedurende die laaste twee dekades, het 'n groeiende hoeveelheid navorsers begin
verslag doen oor 'n 'nuwe' leierskap styl, gebasseer op innovasie, volgehoue studie,
konstante vernuwing en entrepreneurskap. Die leierskap styl daag die tradisionele
siening van werknemers t.o.v. hulle werk uit, dit skep nuwe visies en motiveer
werknemers om bo verwagting te presteer. Die tipe leiers het die nodigheid raak
gesien vir vernuwing en hulle bring verandering binne organisasies aan om die
uitdagings van die nuwe omgewing te bowe te kom.
Die 'nuwe' leierskap styl is transformasie leierskap. Daar is al ekstensief verslag
gedoen oor die styl en daar is 'n oorvloed van literatuur beskikbaar oor transformasie
leierskap en die impak daarvan op die effektiwiteit van organisasies. Sover is dit een
van die mees nagevorsde leierskap paradigmas.
Die studie hersien die ontwikkeling van leierskap teorie en die verskuiwing in
paradigmas wat gelei het tot die ontwikkeling van transformasie leierskap teorie. Die
skrywer het ook onderhoude gevoer met ervare leiers van Naspers, om prakties uit te
vind wat se leierskap benaderings en eienskappe nodig is binne Suid-Afrikaanse
multi-nasionale organisasies. Die primere resultate van die studie het gewys dat daar
ooreenkomste is tussen die leierskap benadering en eienskappe van die huidige
studie en die van transformasie leierskap. Die studie wys ook dat die sukses van
Naspers gedeeltelik toegestaan kan word aan die transformasie leierskap praktyke
wat toegepas is binne die organisasie. Verder kan dit ook afgelei word dat as die
praktyke en eienskappe toegepas word op ander leiers in ander oranisasies, kan
hulle ook meer effektief, kompeterend en groei georienteerd wees in die huidige
organisatoriese landskap.
32
Bond, Kevin P. "The organisational effectiveness of policing in an age of complexity." Thesis, Aston University, 1988. http://publications.aston.ac.uk/12181/.
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Scott, Margaret Ann. "Organisational factors that drive fundraising effectiveness in Australian health charities." Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/74880/1/Margaret_Scott_Thesis.pdf.
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This research sought to explore organisational factors that drive successful fundraising. Drawing on Strategic Management theory, this qualitative study examined the key intraorganisational factors that organisations develop to be effective at fundraising within the context of extraorganisational factors that can affect fundraising effectiveness. In this way, it helps build a fundraising effectiveness theory.
The findings from this study afford leaders of nonprofits an opportunity to reflect on their reasons for pursuing fundraising as an income stream, their level of understanding of fundraising, the degree of investment they are willing to make and the critical leadership required by the CEO.
34
Caley, L. "Fostering the effectiveness of work-related learning." Thesis, University of Sussex, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.324203.
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Raghubeer, Sandhia. "Firm Financial Performance in The Global 1000: Does Human Capital Effectiveness Matter?" Master's thesis, University of Cape Town, 2018. http://hdl.handle.net/11427/29286.
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Organisations worldwide spend a substantial proportion of revenue on salaries and benefits (compensation) as an investment in employees who are regarded as human capital. The justification behind this investment is the theoretical assertion that investments in human capital predict financial performance but empirical support for this relationship is limited. The present study contributes to the extant literature by examining the relationship between human capital effectiveness (HCE) and financial performance. A further contribution of the research is to consider alternative criteria of financial performance as findings may be dependent on operationalisation of the criterion. The relationships we tested were between Human Capital Return on Investment (HCROI) and (1) Return on Assets and (2) Return on Equity. Drawing on the Resource Based View theory, we conducted a study using 10 years of data from a sample that comprised the Global 1000 (highest revenue, listed firms domiciled across 45 countries). We used a retrospective correlational study. Spearman Correlation (rs) analysis revealed significant effects for the relationships we investigated in all years. Moreover, meta-analysis showed these effects to be significant on average across the 10 years, showing moderate strength and relative stability. A corollary of the study is that we established global benchmarks for HCROI and provided the first empirical evidence that supports a positive relationship between HCE and financial performance. These findings may be useful to investors who seek possible indicators of expected financial performance from HCE. In doing so, the study suggests we should expand financial reporting to include HCE indicators. Implications of findings and study limitations are noted.
36
Pollanen, Raili M. "Budgetary criteria in performance evaluation and organizational effectiveness in the public sector : an empirical investigation in Ontario colleges and universities." Thesis, Lancaster University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.337554.
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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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Coomer, Karen. "Work ability as a risk marker of employee health and organisational effectiveness in four UK manufacturing organisations." Thesis, University of Nottingham, 2017. http://eprints.nottingham.ac.uk/44382/.
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Work ability (WA) concerns a worker’s capacity to manage their job demands in relation to their physical and psychological resources. Over the last decade, the WA construct and its associated measurement instrument, the Work Ability Index (WAI), have become established within occupational health practice in several countries, particularly within Scandinavia. One consequence of this is that occupational health researchers have begun to utilise WA in the prediction of worker health and operational effectiveness outcomes. Anecdotal evidence suggests that occupational health professionals in the United Kingdom (UK) have begun to use, or express interest in using, WA because of its increasingly widespread use in research, the gradual accumulation of information from Scandinavia on its potential for application within occupational health practice, and challenges presented to occupational health by an ageing workforce. In response, the first study in this thesis concerns a survey of UK (n = 436) and Finnish (n = 97) occupational health practitioners centred on their awareness, understanding, and application of WA in occupational health practice. Comparisons are drawn between the two countries to highlight possible areas for development in the use of WA in UK-based occupational health practice. There is a paucity of WA research derived from the UK and manufacturing contexts. As such, the extent to which the WA construct might have utility in these contexts remains unclear. In response, the second study in this thesis concerns a cross-sectional survey of employees drawn from four UK manufacturing organisations (n = 311). The study centres on relations between work ability on the one hand and individual health (psychological distress, job stress, job satisfaction) and organisational effectiveness indices (work engagement, sickness absence) on the other. The predictive influence of personality constructs – core self-evaluation and the Big Five – is also examined. To address some of the limitations of cross-sectional research, the third study offers a longitudinal examination of these relationships involving a 19-month time lag (n = 74). Within the last five years, a number of researchers have sought to examine the relative utility of different versions of the WAI. As with most WA research, this has derived primarily from Scandinavia. The relative utility of different versions of the instrument in the UK and manufacturing contexts remains unclear. In response, the final study in the thesis compares a multi-item and single item version of the WAI in the UK manufacturing sector in terms of the prediction of individual health and operational effectiveness outcomes. This thesis concludes that there is a lack of understanding and use of the WA construct in UK occupational health practice. Work ability, and to a lesser extent the personality constructs, were found to be related to workers’ health, well-being, and organisational effectiveness. Finally, it was found that the two versions of the WAI instrument differed in terms of their predictive validity. The results of this thesis are discussed in light of their application to the development of theory, research, and occupational health practice.
39
Colyer, Suzanne Verrall. "A study of organisational effectiveness in local government recreation services in Western Australia." Thesis, Curtin University, 1993. http://hdl.handle.net/20.500.11937/1048.
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The notion of leisure is subjective and contradictory, therefore attempts to organise, manage and measure leisure experiences may be described as paradoxical. The evaluation of recreation and leisure services has been focused on performance indicators associated with specific programmes and facilities. At a macro level, evaluation from the broader perspectives of organisational effectiveness and leisure theory is a neglected area of research. This study examines a model of organisational effectiveness criteria as a way of exploring the "leisure management paradox" in local government recreation services. The focus of the research was local government recreation services in Western Australia.This study had two major purposes. The first purpose was to identify a range of criteria that are appropriate for evaluating organisational effectiveness in local government recreation services. Secondly, the study investigated the perceptions of these criteria held by recreation staff in different local government recreation services in Western Australia.The specific research objectives focused on the issues of effectiveness in local government recreation services, namely:1. To identify criteria for organisational effectiveness relevant to local government recreation services in Westem Australia.2. To develop a conceptual model of organisational effectiveness criteria.3. To test the developed model to confirm the appropriateness of the selected criteria for assessing local government recreation services.4. To determine if there are differences in the perceptions of organisational effectiveness held by different groups of recreation workers in different types of local government settings.The findings revealed that perceptions of the importance of organisational effectiveness criteria held by recreation workers in local government in Western Australia are relatively homogeneous. Differences appeared to be associated with geographic location, availability of resources, and the perceived organisational culture of the local government authority. These findings offer a practical framework for managers of recreation services and provide a benchmark for further research in local government and recreation services generally.
40
Chetty, Sandy-Lee. "The influence of leadership on the organisational effectiveness of SAPS precincts." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/1590.
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Public institutions have the responsibility to deliver various services to the public in the most effective and efficient manner. In South Africa, many public sector reforms were instituted after 1994. The main reasons for these reforms were to improve the access of the historically disadvantaged to public services, to increase efficiencies, to reduce costs and to reduce public debt. Despite improvements to the policy framework that underpins service delivery by the public sector, however, there are still many challenges in the delivery of public services. An improved public policy to deliver service alone is not enough if not supported by effective systems and processes for actual delivery, as well as effective leadership that leads and ensures the delivery of such services. Improving the organisational effectiveness of public institutions is therefore important in South Africa. The present study explores the role that leadership plays in the pursuit of organisational effectiveness in a selected public institution, namely the South African Police Service (SAPS). The primary objective of this study is to improve the organisational effectiveness of SAPS in the Nelson Mandela Bay municipal area by investigating the influence of leadership style (transactional and transformational) and personality (Machiavellian, narcissistic, collectivistic, masculine and feminine) on organisational effectiveness of SAPS (as measured by overall organisational performance and the individual job performance intentions of police officers). The research design is positivistic, as the relationships among the above-mentioned variables are statistically tested. The sample consisted of 90 police officers of senior rank drawn from five police stations in the Nelson Mandela Bay. The empirical results were reported and interpreted. These results revealed that constructive narcissistic and collectivistic leadership personality traits, as well as transformational leadership style exert a positive influence on the organisational performance of the Nelson Mandela Bay police precincts. The empirical results also showed that collectivistic leadership personality traits influence the performance intent of these police officials positively. These results are discussed in terms of the implications they hold for the managers of police precincts. The limitations of the study are reported which provide areas for future research.
41
Mathew, Jossy. "Three perspective analysis of the relationship between organisational culture and effectiveness." Thesis, Cardiff University, 2008. http://orca.cf.ac.uk/55781/.
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Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge- intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisational life. However, although the study finds overall support for the three perspective framework, it suggests that this framework could be strengthened in regard to the conceptualisation of integration and fragmentation, particularly in the context of an organisation based in a developing country undertaking work for the MNCs. Similarly, the adoption of the different theoretical approaches to effectiveness leads to the identification of a series of interesting measures of effectiveness. In this regard, an integration based analysis highlights the certainty of the measures of effectiveness whereas the differentiation and fragmentation analyses show the problematic, inconsistent and transient nature of effectiveness. The adoption of the three perspective framework sheds interesting insights into culture- effectiveness relationship. While the integration perspective presents a positive relationship, the differentiation perspective holds that the inherent inconsistencies and conflicts have a negative influence on effectiveness. The fragmentation based analysis shows that culture is a neutral factor vis a vis effectiveness. Furthermore, the ironies, contradictions and ambiguities are shown to have a negative influence in this regard. This work therefore concludes that the argument that there is a relationship between culture and effectiveness is the result of adopting a particular analytical lens (generally, integration perspective). This study also shows that the proposition that non-financial aspects of effectiveness mediate the relationship between organisational culture and financial performance can work only in the case of adopting an integration perspective.
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Al-Shammari, Minwir Mallouh. "An analysis of organisational climate and effectiveness in Jordanian industrial companies." Thesis, University of Glasgow, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.283708.
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Lycett, Peter. "An exploration of organisational effectiveness in a college of further education." Thesis, Bournemouth University, 2003. http://eprints.bournemouth.ac.uk/10310/.
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This thesis explores organisational effectiveness in a college of further education using a multiple constituency model and acknowledges the central position of organisational learning and leadership. Prior to the commencement of the research the college had received a damning inspection report which categorised it as a failing college. Considerable managerial restructuring had taken place with five principals in four years. In addition, the college had financial difficulties and a poor image in the local media. Taking a largely qualitative research paradigm, mixed methods including ethnography and action research are employed. To set the college in context, the research commences with an examination of the college through the eyes of its stakeholders. As the research unfolds a variety of approaches and techniques are used including an adaptation of Kelly's (1955) personal construct theory, small group interviews, a survey and content analysis. Data sources include official inspection reports, college documents, articles and letters in national and local newspapers, staff and student induction feedback, repertory grid interviews and staff coursework assignments. Major differences were revealed in the core constructs held by the staff and management respectively and in their perceptions of each other. Results of a national staff satisfaction survey employing qualitative and quantitative techniques enabled the college to be benchmarked against others and showed it in an unfavourable light. Throughout the research, interventions were attempted in an action research framework and the responses to these changes were considered in the analyses. The findings argue that an understanding of the stakeholders' constructs of the college is central to the achievement of any improvement in its effectiveness. It furthers the understanding of organisational effectiveness by exploring. the importance and difficulties in reconciling the different constructs used by stakeholders. The findings revealed a lack of congruence between the espoused theories and theories-in-use of the management and staff. It clearly suggests that the key groups' constructs were irreconcilable. The research emphasises the impact of managers and leaders on the process of effectiveness. In addition, the work adds to the existing models of action research by revealing the constraints imposed by a hostile research environment. The thesis also shows how the singular nature of a geographically isolated college impacts upon stakeholder perceptions and the consequences this has for the achievement of effectiveness.
44
Burton, Elissa J. "Organisational effectiveness in selected grass roots sport clubs in Western Australia." Thesis, Edith Cowan University, Research Online, Perth, Western Australia, 2009. https://ro.ecu.edu.au/theses/11.
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Grass roots sport clubs are the foundation for sport in Australia, they cater for mass participation across all ages and are predominantly managed by volunteers. The benefits of being involved in sport and in particular a sport club, both from a health and social capital perspective are well documented (Houlihan & Green, 2006; Hoye & Nicholson, 2008; Stewart, Nicholson, Smith, & Westerbeek, 2004). Australian governments at every level, provide funding for sport to support these benefits and often directly to sport clubs. Yet there is little published research on what makes a grass roots sport club effective (Koski, 1995), particularly in Australia. Organisational effectiveness is difficult to define, is constantly changing and usually requires the organisation to determine what is to be measured for effectiveness (Cameron, 1986b). Due to the difficulty in defining organisational effectiveness, researchers began to develop models, which are used to measure the effectiveness of an organisation rather than define it. These models can be onedimensional or multi-dimensional in nature. However, limitations exist with this method of determining organisational effectiveness, because the criteria of effectiveness is predetermined and may not be specific to the organisation/s needs (Kent & Weese, 2000).
45
Appavou, Aelander. "Effectiveness of selection committees in making employment equity appointments at the Health Science Faculty." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5847.
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Includes bibliographical references.<br>This research investigates the success of selection committees, at the Faculty of Health Sciences, University of Cape Town in making employement equity appointments since 1998/1999 to 2004. The focus is on the effectiveness of new procedures that have been integrated in the selection process of the faculty, since 1998/1999 to ensure employment actions appointments. An applied form of programme evaluation, process evalutaion, supported the theoretical framework of the study.
46
Ross, Kedisaletse Doreen. "Organisational climate, organisational practices and service delivery in a local government / Kedisaletse Doreen Ross." Thesis, North-West University, 2009. http://hdl.handle.net/10394/4299.
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The success of any organisation depends on its ability to adapt to an ever-changing environment. In
order to be able to adapt, an organisation needs visionary leadership, a management team that is
passionate, professional and entrepreneurial, and employees that are engaged. With the right
strategies, organisational practices and management the hidden value of an organisation can be
unlocked. The traditional hierarchies in the organisation can be broken down in order to empower
management teams to be more entrepreneurial. The right organisational climate should also be created
to unleash potential.
As part of the business planning process and the drive to reconnect with citizens, to respond to the
need to do things differently, to build new relations and to improve service, the municipality should
continuously evaluate the human resource management practices in place, to determine whether they
are sufficient and effective to enable it to achieve its objectives. Knowledge of organisational climate
variables also enables management towards the accomplishment of organisational goals.
Local government is key to the realisation of a promise of a better life for all. It is therefore critical for
its employees to always perform at their optimal, and adhere to all the principles of the Batho Pele
when delivering service to the public. All the principles of this policy are intertwined and collectively
guide all three spheres of government efforts in transforming and accelerating service delivery.
Managers at all levels must support staff in service responsibility so that staff members feel valued,
motivated, informed and challenged to put forth their best efforts on behalf of the people they serve.
The objectives of this study were to determine the reliability and validity of the OCQ, the HRPQ, and
the SSPPQ instruments, as well as to assess the relationship between human resource practices and
organisational climate in the municipality.
In Article 1 and Article 3 employees from the municipality were targeted, and in Article 2 citizens
from the municipality were targeted separately. The study popUlation from the municipality included
employees from managerial and non-managerial categories, and the study population from the citizens
included the public which the municipality serve. A cross-sectional survey design was used to obtain
the research objectives. Three standardised questionnaires were used in the empirical study, namely the Organisational Climate Questionnaire, the Standardof Service as Perceived by the Public
Questionnaire and the Human Resource . Practices Questionnaire. Descriptive statistics, factor
analyses, Cronbach alpha coefficients, correlations, MANOV AS and regression analyses were used to analyse the data.
In Article 1 the results indicated a four-factor structure for the OCQ. Statistically and practically
significant differences were found between organisational climate dimensions and some of the biographical characteristics, namely age, service years and job leveL Employees with more years of service experience higher levels of organisational climate, than emlpoyees with fewer years of
service. A significant difference in communication was found between job levelland job level 3. Employees in higher positions do not communicate well with employees at lower levels. In terms of Article 2 the study extracted a two-factor structure, namely Consultation and Efficiency.
The scales showed acceptable internal consistencies. Most of the Batho Pele principles received negative responses from the public. The results showed that customers who feel they are not
sufficiently consulted on services also feel that the services they received were not effective. Knowledge of the service environment was perceived as poor, and consultation on services was perceived as a challenge. The public also perceived responsiveness as poor.In Article 3 the scales showed acceptable internal consistencies and also confIrnled a relationship between human resource management practices and organisational climate Responsiveness!
cooperation and human resource development contributed most to people care. Supervision, human
resource development, responsiveness/cooperation, employee support andrecognition contributed to structure. Openness, feedback and responsiveness/cooperation contributed most to efficiency.
Recognition, responsiveness/cooperation, superviSIOn and openness contributed most to
communication.
Based on the results, recommendations were made for urgent actions to be implemented by the
municipality, as well as for future research<br>Thesis (Ph.D. (Industrial Psychology))--North-West University, Potchefstroom Campus, 2010.
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Knight-Turvey, Neal E. "Linking high commitment practices with organisationally relevant outcomes : investigations at the individual group and organisational levels of analysis /." [St. Lucia, Qld.], 2005. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe18650.pdf.
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De, Gersigny Simone. "Determining the effectiveness of the HERS-SA Academy using the Kirkpatrick framework of training evaluation." Master's thesis, University of Cape Town, 2005. http://hdl.handle.net/11427/5854.
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Includes bibliographical references (leaves 76-86).<br>The research evaluated the outcomes of Higher Education Resource Service South Africa (HERS-SA) Academy using the Kirkpatrick (1996a) framework of training evaluation. The study used a three-stage research design to evaluate Academy outcomes in tenns of the reactions, learning and behaviour levels of the Kirkpatrick (1996a) framework. Two main findings emerged from the research: (1) the reactions and learning outcomes of the Academy are successful while the behaviour outcomes are only partially successful, and (2) increased confidence and increased understanding of HE are by far the strongest outcomes of the Academy. Based on the major findings of the research, a number of recommendations were made primarily to improve the behaviour outcomes of the Academy.
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Scahill, Shane L. "Exploring the nature of the relationship between organisational culture and organisational effectiveness within six New Zealand community-based pharmacies." Thesis, University of Auckland, 2012. http://hdl.handle.net/2292/16781.
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This study set out to explore the nature of the relationship between organisational culture (OC) and organisational effectiveness (OE) within six New Zealand community-based pharmacies. Internationally, community pharmacy is under pressure to integrate within the rest of primary care, and to ‘reprofessionalise’ through role extension via the provision of enhanced clinical services. A previous New Zealand organisational climate study identified that pharmacist attitudes and behaviours are barriers to implementing a policy-aligned vision. This climate study provided the impetus for the in-depth cultureeffectiveness study described here. Historically, management literature has adopted linear, causal, and unidirectional approaches to studying the relationship between OC and OE. Within the health sector, there has been movement away from this by informed and intellectually curious academics. They recognise the need for a deeper, richer understanding of the relationship between OC and OE and the notion of linearity is largely being replaced by one of patterns of culture and contingent relationships. This thesis describes conceptual research; a theory building exercise, in which OC is framed as socially constructed, and OE as multi-constituent, value-laden, and politically charged. The ontological assumptions are founded on social constructionism; the epistemological stance is interpretative. Concept mapping exercises were undertaken to inductively generate the OC and OE constructs as anchor points for discussion with all staff in six pharmacies; 47 interviews in total. A construct labelled Valued Outcomes (VO) emerged to supersede OE as the end-point in the discussion about the influence of OC on OE. In this study, OE manifest as technical performance, supported by cultural orientation toward procedure and process. The attainment of VO was contingent upon technical performance, but also upon the internal four-wall culture and co-production of OC with external actors. Both OC and VO reflected the duality of community pharmacy as retailer and as health care provider. OE influences OC in complex, non-linear, and recursive ways. Together, the contingent and recursive relationships support the idea of mutual constitution of OC and OE. In this study OC was dominant, and despite the development of OC and OE as separate constructs they emerged as overlapping and partially conflated. This study’s findings of complex, non-linear, and recursive interplays between OC and organisational outcomes further supports contemporary literature’s gradual movement away from direct causal relationships between OC and OE. The observation in this study, of conflation and mutual constitution, explains the difficulty seen in previous studies with conceptualising and operationalising both OC and OE as completely separate constructs. Emergence of the VO construct and the manifestation of OE as technical performance support the notion of construct identity, and in this thesis the argument is made for sound definition and conceptualisation of organisational constructs within future OC-OE studies. The observation of recursive relationships between OE and OC adds to existing health services research literature, with a call for its consideration in the design of future OC-OE studies. There are implications for future research, policy, and practice within the community pharmacy sector. Community pharmacy provides a rich context for the application of organisational theory, and this research provides a platform for future pharmacy-based health services research.
50
Albrecht, Simon L. "The dimensions and consequences of trust in senior management." Curtin University of Technology, School of Psychology, 2001. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=13109.
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Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature and the results of pilot studies, a six dimensional model of trust in senior management - consisting of dispositional, cognitive, affective, social and behavioural intent dimensions - was tested using confirmatory factor analysis (n = 416). The results clearly supported the convergent and discriminant validity of the measurement model. For example, all model fit indices were above minimum recommended values and all items loaded at significant levels on their specified factor.The measures were successfully cross- validated in a sample from a different organization (n = 249). Next, models portraying alternative structural relations between the dimensions were examined, before deriving a model which successfully summarized the data in a theoretically plausible way. The model showed trust in senior management, defined in terms of behavioural intentions, to be directly influenced by affective reactions and perceived social norms. Cognitive assessments about the overall effectiveness of senior management were shown to have an indirect influence on trust. This structural model was successfully cross- validated on an independent sample. The attitudinal dimensions of the model were shown to hold, longitudinally, over a twelve month period (n = 257).In contrast to previous cross-sectional research, disposition did not influence trust in senior management over time. In terms of determining the organizational consequences of trust in senior management, the results showed that trust in senior management influenced cynicism toward change ++<br>over a twelve month time period. Theoretical implications and the practical implications for the diagnosis and management of trust in senior management are discussed.