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.
| Identifer | oai:union.ndltd.org:ADTP/267365 |
| Creators | Eng, Sharon. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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