Theses on nonprofit organizational effectiveness
In: Nonprofit and voluntary sector quarterly, Band 28, Heft 2
ISSN: 0899-7640
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In: Nonprofit and voluntary sector quarterly, Band 28, Heft 2
ISSN: 0899-7640
In: Nonprofit and voluntary sector quarterly: journal of the Association for Research on Nonprofit Organizations and Voluntary Action, Band 28, Heft 2, S. 107-126
ISSN: 1552-7395
This article draws from the general literature on organizational effectiveness and the specialized literature on nonprofit organizational effectiveness to advance six theses about the effectiveness of public benefit charitable nonprofit organizations (NPOs). (a) Non-profit organizational effectiveness is always a matter of comparison. (b) Nonprofit organizational effectiveness is multidimensional and will never be reducible to a single measure. (c) Boards of directors make a difference in the effectiveness of NPOs, but how they do this is not clear. (d) More effective NPOs are more likely to use correct management practices. (e) Nonprofit organizational effectiveness is a social construction. (f) Program outcome indicators as measures of NPO effectiveness are limited and can be dangerous. The article concludes by considering three possible futures for NPO effectiveness research.
In: Organizational dynamics: a quarterly review of organizational behavior for professional managers, Band 33, Heft 1, S. 98-109
ISSN: 0090-2616
In: Administrative Science Quarterly, Band 36, Heft 4, S. 662
In: Employment relations today, Band 31, Heft 2, S. 33-45
ISSN: 1520-6459
In: Administration in social work: the quarterly journal of human services management, Band 20, Heft 4
ISSN: 0364-3107
In: Administration in social work: the quarterly journal of human services management, Band 20, Heft 4, S. 1-22
ISSN: 0364-3107
In: Administration in social work, Band 20, Heft 4, S. 1-21
ISSN: 0364-3107
In: Management and labour studies: a quarterly journal of responsible management, Band 30, Heft 1, S. 90-103
ISSN: 2321-0710
The present paper examines the impact of leadership styles on organizational effectiveness by using Pearson's co-relation matrix and multiple regression model. Data were collected from 10 departments of Rourkela Steel Plant. Participants included 68 supervisors and 241 managers. Managerial Behaviour Questionnaire (MBQ) and Organizational Effectiveness Scale (OES), the standardized questionnaires were used for the study. The study reveals that leadership styles of managers and supervisors highly influence the organizational effectiveness.
In: International social work, Band 38, Heft 3, S. 277-286
ISSN: 1461-7234
In: Employment relations today, Band 25, Heft 1, S. 61-68
ISSN: 1520-6459
In: International review of public administration: IRPA ; journal of the Korean Association for Public Administration, Band 5, Heft 1, S. 17-36
ISSN: 2331-7795