Thesis (Ph. D.)--Tampereen yliopisto, 2000. / Includes bibliographical references (p. 261-274).

Thesis (Ph. D.)--University of North Texas, Aug., 2007. / Title from title page display. Includes bibliographical references.

Thesis (Ph. D.)--Harvard University, 2001. / Includes bibliographical references (leaves 455-507).

This study focused on the similar and different roles that the non-government organization sector plays in the China and South Africa together with the challenges they face.

Any social group, include government, is organized on specific structure and utilized for specific purpose. According to the different formation of constitutions and functions, there're two different types of social-public organizations, Single-Head organization for the monopoly, collegial organization for the decision of equal members. The thesis is urged to explore the basic foundation why and how a commission is organized, and to compare the difference among different types of commissions. As the approach of structure-functional theory, this thesis found there're four types of commissions in Kaoshiung Municipal Government. The first is "coordinative", for coordinate the different duties in government, the second is "consultative", for gathering the professional opinions from the outside. The third is " independent judge", for meeting to judge affairs by exist standards, and the last "regulation", for regulate public affairs by independent staffs. These four types are different commissions exist in Kaoshiung Municipal Government, but some are contradict to the findings on the structure-functional assumes which this thesis conclude.

The purpose of this study was to examine whether focus groups with participation from key stakeholders in the community could identify specific areas that required change in a non-profit community organization. Findings would also provide important feedback for the Board of Directors of a non-profit community organization. Two focus groups were held. One group consisted of nine community stakeholders and in the second focus group six past users of the service participated. Participants gave their comments on program strengths, weaknesses, opportunities and threats in a semi-structured interview using grounded theory in a qualitative format. Program strengths included the community residence for teens and interventions with the family. This thesis will discuss the key findings from the research, its impact on the management of a non profit agency and the challenges for the researcher. This study will also discuss the use of focus groups as a methodology for conducting organizational research, implications for social work practice and future research.

Management of Collaborative Networked Organizations faces various challenges in terms of decision-making. Particularly, in complex and multi-player environments, like healthcare, it is not easy to find the roots of low performance processes, and unmet goals. This research provides a framework, as well as associated techniques to analyze the value network, identify problematic actors, and consequently, find the best possible solution to change them. The proposed framework consists of two main components: Analyzing the value network, and Multi-Criteria Decision Making. To analyze the value network of a collaborative environment, in addition to the existing techniques, four complementary components are introduced: Actors’ value interchanges matrix, Value Gantt chart, Identifying problematic actors flowchart, and Actors’ ease of substitution table. Employing these hybrid analyses, decision makers gain a better understanding of the bottlenecks in the value network, current conditions and contributions of the involved actors, and the consequences of considering various alternatives. Then, by applying one of the Multi-Criteria Decision Making methods, and based on pre-defined criteria, possible alternatives are analyzed and outlined. As a proof of concept and validation of the proposed methods, we reviewed a scenario of patient flow and wait times in healthcare. We derive the value network for collaborative processes in a hospital, specify the roles’ of actors, identify the bottlenecks, then rank the solutions, and suggest possible changes to improve the performance of the collaborative environment.

This study focused on the similar and different roles that the non-government organization sector plays in the China and South Africa together with the challenges they face.

The purpose of this study was to learn how five Indonesian grassroots nongovernmental organizations (NGOs) perceive, understand, interpret and operationalize the constructs of organizational effectiveness (OE) in the management of their organizations. Previous research has been largely based on findings from business oriented profit organizations in economically developed societies. However, there has been little information collected from non-profit organizations in developing countries, in particular indigenous NGOs working at grassroots level. The aim of this research was to redress that imbalance, in particular, to discover which aspects of organizational effectiveness appear to be relatively universal and which appear to be context-specific. / Data were collected using a combination of qualitative and quantitative data in the form of focus groups, interviews, case studies and surveys. Eigen value factor rotation and Cronbach's alpha analyses of qualitative data, as well as observer and methodological triangulation of qualitative data informed that data findings were statistically reliable and valid. Key findings indicate that participants and their stakeholders used language reflecting traditional management concepts to describe such events as differentiating short, medium and long term goals, and developing information and documentation procedures. Yet on almost every occasion these descriptors were augmented by context-specific additional discourse suggestive of a multidimensional view of each event. Approximately two thirds of effectiveness criteria adopted by NGO managers and their constituents involved relationships, communication. mutuality of goals, solidarity, empowerment, and self-help with only about one third of usage relating to functional management issues such as financial accountability, project monitoring and evaluation, and work processes. / Strongly featured in participants' perceptions effectiveness was a reflection of the dominant role played by political issues within the surrounding community and the lives of the participants. For example, in describing their efforts to achieve effectiveness, NGOs nearly always suggested criteria and values that described efforts to mobilize, advocate, influence and affect societal change. Activities utilized to transform the internal organization were thought by participants also to be transforming the organization's external political landscape. Context-specific findings included attempts to blend organizational structures with community practices. For example, one NGO purposely disbanded its legal status as a foundation (Yayasan) to become a collective. There were significant disagreements among participants regarding best organizational practices. Often, the grassroots NGOs appeared to be pulling in opposite directions. Those NGOs engaged primarily in striving to provide tangible services appeared to be moving towards more conservative, conventional management models that focus on structure, operating procedures, and fiscal and program assessments. Other NGOs, engaged in community mobilization, were moving towards more radical organizational structures and processes. / Thesis (PhDBusinessandManagement)--University of South Australia, 2005.

Thesis (Ph. D.)--RAND Graduate School, 2003. / Includes bibliographical references (p. 171-176).