Arnold, Ronald J.
There is an obvious need for performance measurement in U. S. Navy commands. Not only are performance metrics, or measurements, essential to tracking progress toward strategic goals, but as a publicly funded entity and holder of the public trust, the Navy has an obligation to efficiently and effectively use those public funds. Performance metrics are the guideposts to achieving efficiency and effectiveness. This thesis was designed to aid the Program Executive Office for Integrated Warfare Systems, a Navy Echelon III acquisition command, with a performance measurement project, deriving metrics for two of its seven major programs, IWS 1.0 and 2.0. Performance drivers were captured through interviews with key leaders in those two major programs. Those interviews were transformed into causal performance maps which depicted the interplay of the drivers and the outcomes they influenced. Performance metrics were then derived for those drivers and outcomes and arranged in a balanced scorecard format. The scorecards will hopefully be useful to the major program managers in monitoring the progress of their organizations toward achieving strategic success. Additionally, the metrics should enhance understanding of strategic direction by the rank and file of IWS 1.0 and 2.0.
25 November 2014
D.Com. (Industrial Psychology) / Please refer to full text to view abstract
(has links) (PDF)
Thesis--PlanB (M.S.)--University of Wisconsin--Stout, 2004. / Includes bibliographical references.
Newsom, Terry Rawls Siler
No description available.
Comparative studies on selected Singapore corporatised technical consultancy service companies & Chinese corporatised state-owned building & engineering design institutes :Goh, Song-How Tony. Unknown Date (has links)
This research examined the Strategic Performance Measurement System (SPMS) adopted by Singapore corporatised consultancy companies and its relevance to Chinese corporatised design institutes. / Thesis (DBusinessAdministration)--University of South Australia, 2008.
(has links) (PDF)
Thesis PlanB (M.S.)--University of Wisconsin--Stout, 2007. / Includes bibliographical references.
Angelopulo, George Charles
27 March 2014
D.Litt. et Phil. / An expanded conceptualisation of the marketing organisation includes all organisations which seek specific responses from other social units concerning some social objects, where the response probability is not fixed, by the exchange of some values. A central problem facing all such organisations is the uncertainty of their environmental transactions in the attainment of desired responses. The degree. to which the uncertainty is reduced, is often associated with the organisation's effectiveness. Little progress has been made in the identification of the determinants of organisational effectiveness. This study examines and identifies an appropriate theoretical framework within which to proceed with such an investigation; contributes to the clarification of the concepts "organisation" and "organisational effectiveness", and the role of communication therein; and lastly, determinants of the organisation’s ongoing. effectiveness are postulated. The systems approach is analysed as a framework for study of the social sciences. It is argued that the systems approach is of limited ontological value, but that it offers a valuable cluster of strategies for inquiry, offering an "organised space" within which theories may be developed and related. The partially systems-derived view of Heidema is discussed. Heidema describes perceptions of real systems along spatial and temporal dimensions: as ahistorical, inward-looking and structural; or as historical, outward-looking and changing. The formal organisation and prominent theoretical views on it are discussed. An attempt is made to describe a "true" open systems organisational perspective. Theory of organisation-environment relations, and communication in organisations are iscussed. Organisational effectiveness is given a limited definition. It is argued that because effectiveness is known to exist only in the present and the past, the organisation's potential to maintain its effectiveness over time is best termed its "potential effectiveness". The marketing and public relations disciplines are discussed, and it is suggested that their principles of intra-organisational action, environmental awareness, and actions within the environment are the principles of the potentially effective organisation. The study is concluded with an integration of the preceding work and the development of the active outward oriented perceptual paradigm. It is suggested that the basic assumptions of organisational members determine the overt form of the organisation, that the existence of the active outward oriented basic assumption is a necessary condition of the organisation's potential effectiveness, and that the process by which it is instituted and maintained is communication. It is postulated that there is a positive relationship between the potential effectiveness of organisations which seek uncertain environmental responses by the exchange of values, and the existence of an active outward orientation amongst the organisation's key members.
30 June 2014
M.A. (Human Resources Management) / The objective of this study was to compare an actual change process within an organisation with the theory related to organisational change. This was done with the aim of determining the fit between theory and actual experience. The actual approach followed with this study was to describe the experience of an organisation which was operating in the fast moving consumer food industry, with regard to change. These experiences of an actual change process were then compared to the theories related to change and the fit between theory and reality was determined. In addition it was attempted to identify the effect that an organisation change process would have on the organisation's effectiveness, considering organisation effectiveness indicators such as organisation values, relationships and actual performance outputs. As no quantitative data was available on the quality of the relationships and the extent of the changes in the organisation values, this study was not used to conclusively prove that the approach to organisation effectiveness described in this dissertation could in fact build shared values and improve relationships. The approach followed was rather to describe the organisation's experiences with regard to change, compare it to the theories related to change and identify the fit between theory and reality. In addition to measuring the fit between theory and reality, a model integrating the various areas of organisation change was also developed to provide a conceptual framework for understanding organisation change. The degree to which the actual change process, as discussed in the case study, managed to produce change in the organisation was measured by determining whether shared organisation values as emerged in natural work teams could be integrated by management to become one set of values for the total company. In addition, specific performance output areas were measured to assess whether actual improvement did in fact occur. These were the areas which were selected as improvement projects by natural work teams as part of the change process. Some new change models were also introduced, based on the theory and actual experiences within the organisation reflected in this study. These models further assisted in conceptually clarifying the wide field of organisation change. The actual results reported from this study seem to indicate that : ~ a high degree of fit exist between the theory related to organisation change and the actual reality experienced by the organisation. the "hard" results reflected in Chapter 5, section 2 seem to indicate that in terms of the task indicator of organisation effectiveness, this change process was in fact successful. to prove that the organisation culture was altered through the emergence of shared values, an actual list of organisation norms and values as provided by the management team using the values which emerged in the natural work teams were provided. Although this indicated that change in the culture and values were in fact achieved, the strength of these changes and the degree of integration of these changes could not be proven. ~ The impact of the change process on relationships could not be proved or disproved. ~ The staff turnover reduced during the change process from a high of 16,8% in 1987/1988 to 5,5% in 1990/1991.
Chen, Xiaoyun, Linda, 陳晓云
published_or_final_version / abstract / Business / Doctoral / Doctor of Philosophy
The relationships among affective organizational commitment, transformational leadership style, and unit organizational effectiveness within the Corps of Cadets at Texas A&M UniversityEkeland, Terry Paul 12 April 2006 (has links)
Organizational commitment and transformational leadership have been found to correlate positively with each other and with organizational effectiveness. However, much of the commitment research has been based on traditional organizations with employment relationships, raising questions as to whether the research can be generalized to voluntary organizations. Research on transformational leadership has occurred across a broad spectrum of organizations and causal links to objective measures of performance have been hypothesized. The purpose of this research was to extend the existing commitment, leadership, and organizational effectiveness research into the context of a voluntary organization, and contribute new knowledge and understanding of these relationships. The nature of a specific voluntary organization, the Corps of Cadets at Texas A&M University, was examined in terms of the relationships among affective commitment to the organization, transformational leadership style, and ultimately organizational effectiveness. A hypothesized causal model was proposed to explain the relationships among these three variables. The Affective Commitment Scale and Multifactor Leadership Questionnaire were found to be valid and reliable in the voluntary organization examined. Consistent with prior research, a significant positive correlation was found between affective commitment and transformational leadership. However, extending this relationship to organizational effectiveness through the hypothesized causal model was not supported.
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