Suchergebnisse

The present paper analyses the association of leadership styles, Face-to-Face communication (FtF) and organizational effectiveness. Data were collected from 324 employees from various organizations in India. It was found that leadership styles predicted significantly the organizational effectiveness. The transformational leadership and transactional leadership styles were found to be positively correlated to organizational effectiveness and lassaiz-faire leadership style was found to be negatively correlated with organizational effectiveness. Further, it was observed that transformational and transactional leadership styles were positively correlated with FtF communication. As observed, FtF did not act as mediating variable amongst the relationship of leadership styles and organizational effectiveness. The implication and limitation of the study have been discussed.

Information Technology and Organizational Effectiveness: Re-evaluation of the Radical Transformations 1980-2010
The idea of this paper is to review and summarize the complex interplay between information technology (IT) and organization in stages that impacted radically both the organizational structure and the evolution of effectiveness and economic performance. We could identify five major stages where the underlying technology, the typical organizational structure, and the criteria of performance or business success changed, increasing the complexity of evaluation models proposed. It seemed that the effectiveness impacts of IT escalated from the individual to the team level, from the organizational to the virtual ecosystem level, and from the corporate to the national or global level. Therefore, the IT productivity paradox could not be refuted until 2003.

<div><p><em>As the business environment has become more and more complex and uncertain over the years, it becomes imperative for organizations to adopt strategies and effectively putting them into practice so that they can attain solid competitive advantage in the fiercely competitive market. Human resources very well play a significant part in realization of organizational goals in the most effective manner. Effective alignment of firm's strategies with the individual ones is the end result of successful Strategic Human Resource Management. This is even more relevant with NGOs as their vital resource is not material or infrastructure oriented but rather human oriented. The more is the linkage between HRM and organizational performance through strategic means the greater will be the organizational outcome. Through this research paper, a study is being made to understand how significantly related is SHRM and organizational effectiveness. Data collected through primary and secondary sources validate a highly positive relationship between the both.</em></p></div>

Scholars have long debated how best to define organizational effectiveness in the nonprofit sector. Throughout the academic literature on this topic various "models of organizational effectiveness" have been proposed. These models are often derived from conceptual analyses or empirical studies of stakeholder judgments. I instead take a descriptive approach by directly asking a large sample of nonprofit leaders how their organizations define effectiveness. A mixed-method analysis of in-depth, face-to-face interviews with top leaders of international nonprofits across the United States identifies two distinct definitions of organizational effectiveness. Most leaders define effectiveness as "outcome accountability," whereas a smaller number define effectiveness as "overhead minimization." I conclude by discussing the implications of these findings for academic scholarship about nonprofit effectiveness as well as for popular efforts aimed at improving the overall accountability and efficiency of the U.S. nonprofit sector.