The purpose of this paper is to systematically review the academic literature on organizational effectiveness (OE) through an analysis of 134 contributions. While OE is the most important goal for an ...organization, research views on this construct are diversified. Over time, the literature has increasingly focused on antecedents, measures, and more diversified approaches to OE. This paper contributes to the OE literature by developing an integrated conceptual model that considers the levels of antecedents (individual, group, and organizational) as well as measures of OE (financial, operational, structural, and attitudinal). Previous research has focused primarily on organizational-level antecedents and non-financial measures of OE. The paper also discusses the barriers hampering the measurement of OE. An agenda for future research is also provided.
•Organizational effectiveness is a complex and prominent construct.•Individual, Group and Organizational, all three factors influence organizational effectiveness.•Non-financial measures are equally important as the financial measures.•Measurement of organizational effectiveness is divergent.•Measurement is not free from barriers.
Student affairs organizations are at a crossroads. They face expanding enrollments; a concomitant increase need for often more complex services; changing demographics; a growing cohort of ...non-traditional and first-generation students; shifting and more demanding responsibilities; and increased expectations from the greater campus community, parents, and external constituents. These challenges are intensified by the accelerating speed of advancements in technology, globalization, innovation, and student consumerism; and by the long-term reality of shrinking resources, and limitations on the ability to increase tuition and fees. This book shares alternative ideas about organizational design, and about ways to restructure roles and responsibilities to enable student affairs organizations to respond to these challenges and demands more effectively at a time of reduced resources. It also addresses the many emerging roles that student affairs organizations are increasingly being expected to address--such as IT, fund raising and development, external communications, human resources management and professional development, as well as research and assessment--and describes approaches developed by a variety of institutions. The contributors also pay attention to the solutions appropriate for smaller institutions, and for community colleges. They explore the various dimensions of change and offer frameworks to help student affairs leaders and practitioners to more effectively understand and manage the changes they are confronting; and describe ideas and solutions adopted by others within the profession. This book is divided into three parts. Part I, Introduction, Contexts and Current Practices With Specialist Roles and Structures, contains the following: (1) Introduction (Linda Kuk); (2) The Context For Using Specialist Roles and Matrix Structures In Student Affairs Organizations (Linda Kuk); and (3) Survey Of Current Practices With Specialist Roles and Structures (Ashley Tull and Nick Rammell). Part II, Emerging Specialist Roles Within Student Affairs Organizations, contains the following: (4) Changing Roles and Responsibilities in Student Affairs Technology (Leslie Dare and Kyle Johnson); (5) Emerging Roles and Responsibilities in Student Affairs Development (James Rychner and Linda Clement); (6) Emerging Roles and Responsibilities in Student Affairs Communications (Chris Heltne); (7) Emerging Roles and Responsibilities of the Student Affairs Assistant To (Sherry Mallory, Evette Castillo Clark and Bernie Shulz); (8) Changing Roles and Responsibilities in Student Affairs Human Resources and Professional Development (Allison Hawkins Crume); (9) Emerging Roles and Responsibilities of The Student Affairs Chief Of Staff and Director Of Administration (Cynthia Bonner and Allyn Fleming); (10) Changing Roles and Responsibilities in Student Affairs Auxiliary Services (Jerrid Freeman and Dean Bresciani); and (11) Changing Roles and Responsibilities in Student Affairs Research and Assessment (Marilee J. Bresciani). Part III, Emerging Specialist Roles and Structures In Student Affairs Organizations: Institutional and Organizational Implications, contains the following: (12) Strategic Planning and Budget Concerns Related To Emerging Roles and Structures In Student Affairs Organizations (Kathy Cavins-Tull); (13) Emerging Specialist Roles and Structures In Student Affairs Organizations At Small Colleges and Universities (Frank P. Ardaiolo and Kathleen M. Callahan); (14) Emerging Specialist Roles and Structures In Student Affairs Organizations At Community Colleges (Bette Simmons); (15) Preparation and Training For Changing and Emerging Specialist Roles For Those Not Training In Traditional Methods (Linda Kuk); and (16) Concluding Thoughts and Recommendations (Ashley Tull and Linda Kuk). An index is included.
This book offers you a new approach for developing your employees' careers and helping them thrive in a company when promotions are not readily available. --
Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term ...viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.
Practices of knowledge management are context-specific and they can influence organizational effectiveness. This study examines the possible mediating role of knowledge management in the relationship ...between organizational culture, structure, strategy, and organizational effectiveness. A survey was conducted of 301 organizations. The results suggest that knowledge management fully mediates the impact of organizational culture on organizational effectiveness, and partially mediates the impact of organizational structure and strategy on organizational effectiveness. The findings carry theoretical implications for knowledge management literature as they extend the scope of research on knowledge management from examining a set of independent management practices to examining a system-wide mechanism that connects internal resources and competitive advantage.
Design your succession planning strategy.Succession Planning Basics will equip you with the background and implementation tools you need to devise and execute a forward-thinking succession planning ...program for your organization. It offers theory, processes, and best practices for organizations embarking on a succession-planning project, addressing the basic concepts and steps for success. This book is for management professionals considering succession planning for their organizations, organizational development professionals at the beginning of their careers, human resources professionals wanting to move away from replacement hiring, and trainers needing a basic understanding of succession planning for employee development plans.This second edition looks closer at tools and new developments in software that can streamline planning efforts as well as updated best practices and considerations for addressing the needs of every generation when creating succession plans. Chapters include assessment tools, exercises, and job aids.Succession Planning Basics is part of ATD's Training Basics series.
•Nowadays big data plays a key role in competitiveness.•Digital technologies can create tension between old values and new ones.•Digital culture is a prerequisite for the success of digital ...technologies.•Business digitisation can boost the development of value activities.•Business digitisation and technology value development support the improvement of company results.
In recent years new digital technologies have brought about important changes for individuals, organisations and society in general. The vast amount of digitised data that is made available to companies can be a new source of value generation. However, the mechanisms through which companies can take advantage of digital technologies to increase performance are not clearly defined. A research model is proposed suggesting that developing a digital organisational culture facilitates both the process of business digitisation and the generation of value from digital tools, with the ultimate goal of improving organisational performance. The research involved 93 production centres of a multinational company with presence in more than 10 countries. The theoretical model was tested by using structural equation modelling. The results show that business digitisation can boost the development of value activities, but companies will only unleash this potential if they incorporate a digital organisational culture. By defining the organisational culture that best supports their digital strategy, firms can expect to improve their performance.
•Mixed methods approach identifies key indicators for sports development through qualitative interviews and quantitative surveys.•Talent identification is top priority for competitive sports, while ...organizational effectiveness is critical for professional sports.•Quantitative data supports qualitative findings on sports development priorities.•Study provides evidence-based understanding of context-specific sports development priorities.
This study aimed to analyze the impact of professional and competitive sports on overall sports development, with a specific focus on identifying and prioritizing key indicators influencing sports development in these domains. To achieve this objective, a mixed-methods approach was employed, combining qualitative interviews and quantitative surveys. During the qualitative phase, experts were interviewed to determine the critical indicators for each component, while the quantitative phase involved surveys of sports managers and professors to collect data on the identified indicators. The findings of the study revealed that talent identification emerged as the foremost priority for competitive sports, underscoring its crucial role in fostering success in this realm. On the other hand, organizational effectiveness was identified as a critical factor for professional sports development. The quantitative results obtained provided empirical evidence that supported and reinforced the qualitative insights derived from the study. In the context of competitive sports, the study identified the development of systematic talent identification and youth nurturing platforms as the most vital requirement. Conversely, in the professional sports sector, enhancing organizational capabilities, governance, and commercial strategies were recognized as the top priorities. These results serve to emphasize the necessity for tailored strategies, investments, and policies that are specifically designed to enhance organizational effectiveness in professional sports and maximize talent identification in competitive sports. The evidence-based understanding of sports development priorities gained from this study holds the potential to foster a vibrant sporting culture that encompasses both grassroots participation and elite achievements.
