Suchergebnisse

L'efficacité organisationnelle des mouvements de la femme au Canada et en Finlande est explorée, en mettant l'accent sur l'élaboration de politiques sur la garde des enfants (1960–1990) et en tenant compte des contraintes structurelles qui sont particu‐lieres a chaque pays. Les résultats de l'efficacité des organismes féministes et axés sur la femme sont etudiés sur trois plans (programmes, mobilisation et culture). Les organismes feminins de Finlande ont été plus efficaces sur les trois plans, tandis que les organismes féminins du Canada ont obtenu des résultats sur le plan culturel mais demeurent limités sur les deux autres plans. Le succès plus considérable dans l'atteinte des objectifs des femmes finlandaises résulte de leur position politique privilégiée ainsi que de leur plus grande aptitude à créer des alliances avec des organismes extérieurs et, plus important encore, avec d'autres organismes féminins.The organizational effectiveness of women's movements in Canada and Finland is explored, with a focus on child‐care policy development (1960–1990), and with consideration of country‐specific structural constraints. Three effectiveness outcomes (program, mobilization and cultural) of feminist and woman‐centred organizations are examined. Finnish women's organizations have been more effective in all three dimensions, whereas Canadian women's organizations have produced cultural outcomes but remain limited in the other two dimensions. Finnish women's superior goal attainment is a result of their political insider position and their greater ability to create alliances with outside organizations and, more importantly, among women's organizations.

AbstractThis article examines the tasks and responsibilities of nonprofit boards of directors and explores the relationship between board performance and organizational effectiveness. Thirty‐three activities in nine areas of board responsibility were examined through questionnaires and interviews with board members and chief executive officers of sixteen nonprofit organizations serving developmentally disabled adults. Rankings of organizational effectiveness were determined using external evaluators and accreditation surveys. A significant relationship between board performance and organizational effectiveness was found, and the board activities most strongly correlated with organizational effectiveness are reported, including policy formation, strategic planning, program monitoring, financial planning and control, resource development, board development, and dispute resolution.

AbstractHow do key stakeholders of nonprofit organizations (NPOs) judge the effectiveness of their organization? Are the judgments of stakeholders similar, and how are board effectiveness and the use of practitioner‐identified correct management procedures related to judgments of effectiveness? This study focuses on a subset of especially effective and less effective NPOs from a larger sample and finds that the especially effective have more effective boards (as judged by various stakeholder groups), have boards with higher social prestige, use more practitioner‐identified correct management procedures, and use more change management strategies. Practical implications discussed include adopting more correct management procedures and change management strategies.

Previous studies of Local Emergency Planning Committee (LEPC) effectiveness have been influenced strongly by the practical issues of concern to state and federal agency personnel and by theoretical issues of interest to researchers, but not necessarily by issues that concern LEPC members. This problem was addressed by comparing the results of open-ended personal interviews with survey data collected from an LEPC in conjunction with a broader survey of 180 LEPC chairs and 1196 LEPC members in the Midwest. The personal interviews and standardized surveys generally produced convergent results, but the personal interviews also revealed a significant amount of conflict about members' conceptions of the LEPC's mission, external role relationships, and staffing. This finding indicates that there are areas in which standardized surveys need to be improved and that LEPCs need to address a number of organizational design issues to increase their effectiveness.