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Although the foundations of President Bush's faith-based initiative could be traced back at least to Colonial times, the re-packaging of this idea has raised concerns about the role of the federal government in the affairs of faith based organizations, the professionalization of social services, rent seeking, and the crowding out of private funding. This paper aims to examine the local implications of decentralizing the provision of social services in Lee County, Florida. More specifically, we will identify how devolution has affected the organizational effectiveness of faith-based organizations in the day care sector. For this paper, organizational effectiveness was defined in terms of goal setting, efficient use of resources, and reputation. This initial exploratory study suggests that any devolutionary policy that aims to aggressively include faith-based organizations in the provision of social services will face the challenge of weak information flow mechanisms within the industry.

Methodology: Multiple regression, Path analysis ; Thesis (Ph.D. (Development Administration))--National Institute of Development Administration, 2001. ; [preview](https://repository.nida.ac.th/bitstream/662723737/805/4/nida-diss-b109416.pdf.jpg)

In order to contribute to the effectiveness ofpublic and private organizations, in the last twentyyears organizational climate has been analyzed frommany points of view, as of public administration togroup psychology. While some authors have alreadyidentified the importance of organizational climate(Williamson, 1997; Guldenmund, 2000) on organizationalefficacy issues, many investigators state thatthe relationship between the two has been insufficientlyexplored (Silva, 2003). Organizational climateperceptions in bureaucratic organizations place somedoubts for the researchers thus far (Meyer, 2003). Asin the twenty-first century public sector organizationsexperience the tensions that arise between the demandsof government, business, and civil society, thesurveys on different aspects of organizational climateand effectiveness continue to be important up to now.In addition, the relationship between organizationalclimate and effectiveness in public sector of EastEuropean countries has mainly been a theoreticalproposition. Therefore, the main purpose of this researchwas to evaluate the relationship between organizationalclimate and effectiveness in Lithuanian Government which is one of the principal public organizationsthat serve in public interest for Lithuaniansociety.

"ESM-03"--P. [4] of portfolio. ; Shipping list no.: 98-0168-P. ; "January 1998"--P. [4] of portfolio. ; Mode of access: Internet.

Today's military faces enormous pressure to downsize and restructure. In addition, operations-other-than-war, such as humanitarian assistance and peace-keeping, differ significantly from traditional combat missions. The unique characteristics of peace-keeping missions involve inherently more complex command arrangements. Moreover, the increased political sensitivity associated with these missions further exacerbates the stress on command and control (C2) arrangements. Thus, Joint and Coalition doctrine is more complex and reliant on the synchronized employment of combined arms. The process of organizing for Joint and Coalition operations must be driven by the disparate missions and the requisite tasks involved. Depending on the specific mission, the diverse range of future anticipated operations can require a wide variety of Service capabilities under a Joint Force Coalition. It follows that the C2 organization should be flexible in order to allow commanders to meet the many and diverse operations that are expected to continue to be undertaken. This paper reports on the use of measurement instruments developed for the initial experiment conducted under the Adaptive Architectures for Command and Control (A2C2) program. The goal of the A2C2 research effort is to provide insights based on exploring innovative thinking and empirical research on organizational design that can assist in positioning the Joint community to face the diverse challenges and dynamic changes that are projected for the future. ; Cognitive and Neural Science Research ; Technology Division of the Office of Naval Research

One of the most controversial questions in public administration today is the question of effectiveness and how well it is achieved by public and private organizations. Some studies hold private enterprise up as more effective; however, some others have argued the case in favor of the public sector. In examining the question, theorists have largely neglected the issue of quality of service. This study generates an effectiveness rating that takes into account quality as a major factor in addition to costs. This research uses the largest manpower training program in America, Job Corps, as a model for study. Job Corps encompasses both the public and private sectors, with a majority of the 107 Job Corps centers managed by private enterprise under contract to the United States Government. Two public and two private Job Corps centers were compared. Data were compiled from the following sources: 1) direct personal observation; 2) in-depth interviews; 3) Job Corps financial reports; and 4) student survey results. An effectiveness quotient for each center was developed from the data. Results show that each of the four centers has its own characteristic strengths and weaknesses. The public centers offered somewhat better quality of services as well as lower costs, and therefore noticeably better effectiveness than did the private centers. The public centers also surpassed the private centers in successfully meeting the job satisfaction needs of their employees. Unexpected findings included the fact that the centers that kept their costs the lowest also had the highest quality, and thus were scored as more effective. We conclude that the differentiating factor between public and private Job Corps centers is not their ownership, public or private, but rather how well-managed a center or class of centers is. In order to improve Job Corps operations, this study recommends a change in the assessment procedures for Job Corps, emphasizing quality of services and effectiveness of services rather than statistics on cost and average length of stay. It also suggests that continuing attention be paid to program management systems, including elements as diverse as communication among staff and control of students. ; Ph. D.

"November 1993." ; Cover title. ; Includes bibliography (p. 56) ; Mode of access: Internet.

"February 1994." ; Shipping list no.: 94-0131-P. ; Cover title. ; Mode of access: Internet.

"April 2004." ; Thesis (Ph.D.)--Chinese University of Hong Kong, 2004. ; Includes bibliographical references (p. 583-599). ; Electronic reproduction. Hong Kong : Chinese University of Hong Kong, [2012] System requirements: Adobe Acrobat Reader. Available via World Wide Web. ; Electronic reproduction. Ann Arbor, MI : ProQuest Information and Learning Company, [200-] System requirements: Adobe Acrobat Reader. Available via World Wide Web. ; Mode of access: World Wide Web. ; Abstracts in English and Chinese.

The hi story of cooperatives is generally replete with references to the role played by support agencies in the promotion and development of the cooperative movement. The promotional exercise is very often directed at raising the consciousness level of the public about the principles of cooperativism, enhancing the image and viability of existing cooperatives and creating an urge to find gaps in the market where new cooperative ventures could be launched. The support consists in designing educational programmes, trying to procure financial and economic backing for cooperatives and providing managerial, audit, accounting and other consultative service. Political parties, trade unions, the Church and other social movements very often assume this catalytic role. To illustrate this point one may refer to the very effective strategies adopted by the Italian politial parties and trade unions in building a strong cooperative movement in Italy, the charisma of the Catholic priest who pioneered the cooperatives in Mondragon, Spain and the Quaker beliefs of Ernest Bader that inspired him to found the Scott Bader Foundation in Britain. The Maltese case study does not offer any such prototypes even though it is characterized by the emergence of social movements with their potential to mobilize people. The disposition of these movements to support the cause of cooperativism has been more conspicuous in words rather than deeds. The Social Action Movement - a body with close affinities with the Church and which was pioneered by a Catholic diocesan priest - initiated some ventures in this field. Nevertheless the Church with its powerful cultural position making it a special agent of moulding and reproducing specific values failed to formulate an action plan to promote cooperatives (Baldacchino 1990, p.105). Neither have the other social movements (trade unions, political parties) shown any serious commitment towards this ideal. The hi story of Maltese cooperatives therefore reveals a serious lack of infrastructure for a cooperative mode! and it was actually the state through legislation that has played the major role in the promotion and development of cooperatives. ; peer-reviewed

Spotless Cleaning and Maintenance Cooperative Ltd. was established as a worker cooperative primarily to safeguard the employment of a group of employees who are now its worker members. The service offered by this cooperative incIude cIeaning, maintenance work, landscaping, plastering, whitewashing, general outdoor upgrading and upkeep. AIthough Spotless Cooperative was registered in September 1993 its origin can be traced to an earIier date. During September 1992 a group of seven young men were commissioned by the University authorities to cIean and be responsible for the care of the extensive University grounds. The condition insisted upon by the University was for these workers to set themselves up as a worker cooperative. ; peer-reviewed

Shipping list no.: 94-0122-P. ; "Presidential performance agreement, Reorganization, Strategic performance system, HUD-community partnership." ; Cover title. ; Mode of access: Internet.

This article demonstrates that, at least since the adoption of the Organizational Sentencing Guidelines in 1991, the United States legal regime has been moving away from a system of strict vicarious liability toward a system of duty-based organizational liability. Under this system, organizational liability for agent misconduct is dependant on whether or not the organization has exercised due care to avoid the harm in question, rather than under traditional agency principles of respondeat superior. Courts and agencies typically evaluate the level of care exercised by the organization by inquiring whether the organization had in place internal compliance structures ostensibly designed to detect and discourage such conduct. I argue, however, that any internal compliance-based organizational liability regime is likely to fail because courts and agencies lack sufficient information about the effectiveness of such structures. As a result, an internal compliance-based liability system encourages the implementation of largely cosmetic internal compliance structures that reduce legal liability without reducing the incidence of organizational misconduct. Furthermore, a review of the empirical literature on the effectiveness of internal compliance structures suggests that many organizations have adopted precisely this cosmetic approach to internal compliance. This leads to two potential problems: first, an underdeterrence of organizational misconduct and, second, a proliferation of costly but ineffective internal compliance structures.

As U.S. health care expenditures top the $1 trillion mark, there is increased interest in measuring the performance of health care providers. For bottom line oriented payors such as government and business, the focus is on measuring cost. As hospitals account for over one-third of health care expenses, hospital cost per admission is a common measure of performance. Many environmental and organizational factors come into play in determining hospital cost per admission. This research examines several of these factors, using Raymond Zammuto's model of organizational effectiveness assessment. Using Zammuto's framework, this research looks at the relationship of social, physical, and biological factors to cost per admission. Social factors include: hospital teaching status; ownership; patient socioeconomic status; and community poverty level. Physical factors include: hospital location; bed size; staff size; number of services offered; presence of specialty and tertiary services; and presence of obstetrical services. Biological factors are patient age and community elderly. Although it is generally accepted that hospital cost per admission should be adjusted to account for differences among hospitals in patient complexity (i.e., case mix) and outpatient volume, not all adjustment methodologies take cost of living differences into account. To test the impact of adjusting for cost of living differences in addition to case mix and outpatient volume differences, this research uses three versions of the dependent variable: (1) cost per admission adjusted for case mix, outpatient volume, and cost of living; (2) cost per admission adjusted for case mix and outpatient volume only; and (3) unadjusted cost. The study population consists of 85 general acute care hospitals in the Commonwealth of Virginia. 1994 Annual Historical Filing data submitted to the former Virginia Health Services Cost Review Council (now Virginia Health Information) were used. Multivariate linear regression analysis of the cost per admission adjusted for case mix, outpatient volume, and cost of living indicates that patient age (percent of hospital patients age 65+), the presence of obstetrical services, and hospital bed size are significant variables. Larger hospital bed size is related to higher cost per admission. Larger percent of hospital patients age 65+ and the presence of obstetrics are related to lower cost per admission. Bivariate and multivariate analyses demonstrate that variables such as hospital location and community poverty level have a great impact on cost per admission when adjusted for case mix and outpatient volume only. If a cost of living adjustment is also made to the cost per admission calculation, the location related variables are not signifiant due to the relationship between those variables and cost of living. It is concluded that a cost of living adjustment should be made in addition to case mix and outpatient volume adjustments when studying hospital cost per admission. The multivariate linear regression model for cost per admission adjusted for case mix, outpatient volume, and cost of living accounts for 30.9% of the cost per admission variance. Other factors such as physician practice patterns and hospital management policies play an important role in hospital performance. These factors have been beyond the scope of this study but merit additional research.

Beyond new organizations and technologies, the Army Transformation process and endstate will entail a new cultural mindset. More than ever before, organizational (command) climate will become an increasingly significant prerequisite for unit effectiveness and combat readiness. While many Army units enjoy positive command climate, too many do not. Several adverse trends in command climate have persisted in the Army for nearly 30 years, perhaps because, in practice, the officer culture emphasizes short-term mission accomplishment more than long-term organizational growth, or because Army systems reinforce individual performance rather than organizational effectiveness. Either emphasis, if true, detracts from combat readiness. The author explores the nature of command climate in the U.S. Army, its antecedents, and its consequences. Strategic remedies relating to unit climate assessment, leader development, performance appraisal, and accountability systems are proposed. ; "September 2003." ; Includes bibliographical references (p. 30-40) ; Beyond new organizations and technologies, the Army Transformation process and endstate will entail a new cultural mindset. More than ever before, organizational (command) climate will become an increasingly significant prerequisite for unit effectiveness and combat readiness. While many Army units enjoy positive command climate, too many do not. Several adverse trends in command climate have persisted in the Army for nearly 30 years, perhaps because, in practice, the officer culture emphasizes short-term mission accomplishment more than long-term organizational growth, or because Army systems reinforce individual performance rather than organizational effectiveness. Either emphasis, if true, detracts from combat readiness. The author explores the nature of command climate in the U.S. Army, its antecedents, and its consequences. Strategic remedies relating to unit climate assessment, leader development, performance appraisal, and accountability systems are proposed. ; Mode of access: Internet.