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Systems theorists maintain that all organizations, in order to survive, must be able to fulfill certain basic needs. In this article, these needs relate to: (1) the organization's ability to search out and respond to the properties of the external environment; (2) the organization's ability to use its resources to produce outputs and to maintain and restore the system; and (3) the organization's ability to bargain and optimize its use of resources in an environment with a number of decision-makers, each with different objectives. These criteria are used to evaluate the effectiveness of seven local government organizations.

The paper reports a study carried out in South Wales to further evaluate one of the more specific propositions derivedfrom the generalframework of the structural contingency theory of organizations. This relates the extent of centralization of decision-making in an organization to organizational effectiveness under different conditions of market competition. Both behavioral and financial measures of effectiveness are examined. The results obtained differ substantially from those obtained in previous studies carried out in India and Mexico. While it is accepted that such differences could be due to variations in cultural and economic conditions it is suggested that they may indicate significant weaknesses in contingency theory as it is presently stated.

AbstractA time series analysis is used to evaluate a change in management style at a federal correctional institution.

The effects of leadership (coaching) style on the organizational effectiveness (winning) of athletic teams are assessed using mail questionnaire data collected from coaches of boys & girls basketball teams (N = 260 & 251, respectively). Three dimensions of coaching style are investigated: authoritarianism, rigor, & coach's intolerance for insubordination. Findings demonstrate that, for boy's teams, coaches high in authoritarianism & rigor & having low tolerance for insubordination are no more effective than their more democratic counterparts. For girl's teams, more rigorous coaches are more effective. Several explanations are offered to account for these differences. 2 Tables, 31 References. HA

This article presents two methodologies for evaluating organizational effectiveness and program costs versus benefits in organizational change programs. The first methodology describes the development of a standardized approach for identifying, defining, and measuring indicators of work behavior and performance that fit a broader concept of organizational effectiveness than traditional production and financial outcomes. The second methodology describes methods used to estimate the costs and benefits of work innovation or change programs, in terms of both economic and social utility. A framework for assessing organizational change is provided from which behavior and financial results can be estimated and compared with program costs to develop a cost-benefit ratio. Both methodologies are used to monitor and assess an extensive longitudinal quality of work life experiment.