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AbstractDrawing on the general literature on organizational effectiveness, the specialized literature on nonprofit organizational effectiveness, and recent research in the field, this article advances nine theses, or conclusions, about the effectiveness of public benefit charitable, nonprofit organizations (NPOs). NPO effectiveness is (1) always comparative, (2) multidimensional, (3) related to board effectiveness (but how is not clear), (4) related to the use of correct management practices but not in any simple "best practices" way, and (5) a social construction. Furthermore, (6) it is unlikely that there are any universally applicable best practices that can be prescribed for all NPO boards and management, (7) organizational responsiveness is a useful organizational‐level effectiveness measure, (8) distinguishing among types of NPOs is important and useful, and (9) level of analysis makes a difference in researching and understanding effectiveness. The article concludes by considering implications for organizational practice, boards and governance practices, program evaluation, including program outcomes assessment, and capacity building and capacity builders.

This study applies the competing values approach (CVA) of organizational effectiveness to a sample of nonprofit Australian national Olympic sporting organizations (NOSOs). The purpose of the study was to determine the psychometric properties of the subscales developed within each of the four quadrants composing the CVA. Two hundred eightynine constituents from 10 NOSOs participated in this study. Initial factor analysis resulted in six of the eight theoretically derived cells in the CVAeach yielding one reliable factor. These were Flexibility, Resources, Planning, Productivity, Availability of Information, and Stability. The other two cells, Skilled Workforce and Cohesive Workforce, each produced a two-factor structure. To understand the relationship between these manifest factors (cells) and organizational effectiveness, a confirmatory factor analysis was conducted, which revealed that the rational-goal model, comprising Productivity and Planning, was the critical determinant of effectiveness in NOSOs.

This study has probed into the insights of possible contributions to the overall organizational effectiveness that internal/employee communication may render, and also identified possible key factors that communication effects may hinge on. The result of this study reveals that the relationship between internal/employee communication and corporate effectiveness is more significant than what has previously been assumed. This study thereby suggests that as Chinese corporations prepare themselves to become viable 'game players' in the new world economy, sufficient attention must be paid to improving internal/employee communication. This study has also tested James Grunig's 'Excellence Theory' against Chinese corporations' move toward communication excellence in recent years. Closely examining Chinese corporations' communication structure and operation, this study has found that the integration of employee/internal communication into managerial structure and practice holds as one of the keys, proposing that corporate communicators shall become part of the organization's dominant coalition so as to insure communication excellence, leading up to overall organizational effectiveness. (J Contemp China/GIGA)

Research on managerial issues in India in the post-liberalization period has identified several factors that have a significant impact on individual and organizational efficacy. In this connection, one factor that has been identified as critical is the human resource management function of the firm. In this quasi-experimental field study, we examine how human resource practices mediate the relationship between organizational culture and structure on the one hand, and individual and organizational performance on the other. Using data from 357 managerial level employees, we found that HR practices are positively related to employees' in-role and extra-role performance, and to organizational effectiveness. The results indicate that paying attention to cultural and structural ethos that shape human resource practices in Indian organizations is an important requirement for researchers, as well as, practitioners in this area.

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.