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Log in to Wiley Online Library. Purchase Instant Access. View Preview. Learn more Check out. Abstract Consistent with a growing number of models about affect and behaviour and with a recognition that perception alone provides no impetus for action, it was predicted that associations between company climate and productivity would be mediated by average level of job satisfaction. Citing Literature. Volume 77 , Issue 2 June Pages Related Information. Close Figure Viewer.
Organizational Process Performance (OPP) (CMMI-DEV)
Browse All Figures Return to Figure. Previous Figure Next Figure. Email or Customer ID. Lastly, comprehensiveness is contingent upon measurement of resources available, as well as any existing data problems. Companies encourage independence and innovation among employees in order to remain competitive, but in an effort to avoid unnecessary risk and control failures, companies must also put in place mechanisms to monitor employee progress. Included here are four major types of control levers or systems that enable managers to reconcile employee autonomy with effective control.
When organizations usually in the public sector do not have the internal capacity to complete their mission contracting-out occurs. An analysis of the capacities, the contract or agreement, and the relationship between collaborating stakeholders is conducted. The analysis should examine collaboration in three categories: capacity, the agreement, and the relationship.
Explore the history of work and past successes as well as the financial standing of the contractor. The organization that is contracting out should have the ability now and in the future for monitoring, knowing when the contractor has fulfilled the contract, and for capacity building. An analysis of the agreement, or contract, should look for several indicators of future success. The contract should be compatible with the mission statements of the collaborating organizations.
Adequate funding for completion of the contract is necessary. Outcome definitions and measures must be clear. A realistic time line should be present with a plan in place for handling potential set-backs. An agreed upon system for feedback throughout the collaboration should be built into the agreement. The relationship between collaborating organizations is important to consider. Alignment of collaborating organizations' cultures is a significant and often overlooked element of contracting-out.
Alignment of the values, mission, communication style, and outcome measurements increase the likelihood of a successful collaboration. Organizational analysis can analyze a single organization and its internal functioning as well as a coalition of actors in collaboration for a certain goal. Such collaboration can be analyzed for inter-actor cooperation, information sharing and capacity.
A good example is "Organizational analysis of maternal mortality reduction program in Madagascar" by Harimanana, Barennes and Reinharz. Their results show several problems.
Organizational Process Performance (OPP) (CMMI-DEV)
Incongruity among actors disperses the services and therefore makes it difficult for women to access support. Cultural inconsistencies and failure to recognize social context, diminishes the cooperation and effectiveness of the actors. Also, the Madagascar health ministry needs basic materials and funding to provide adequate services to women.
Additionally, Cumbersome directives created inefficiencies. The Analysis of the information indicated that the Madagascar Ministry of Health is a poor leader of this effort, the programs did not translate well on the local level and the different actors did not cooperate well.
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This study demonstrates a complex organizational analysis. The multiple aspects of the misalignment hampered information flows. In addition, inter-actor misunderstanding increased the inefficiencies of the program. This analysis could help the functioning of the program in the future. In the early s, the Washington D. Mayor Adrian Fenty sought advice to determine what was the best way to effectively improve the Washington D.
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Fenty employed Michelle Rhee as the school district superintendent. Rhee initiated her job by analyzing all the factors that affected the school district. After evaluating all the factors Rhee decided to restructure the district. Rhee set defined metrics in order to hold teachers accountable and measure whether they were reaching goals.
Rhee wanted to eliminate tenure for teachers in order to increase teacher accountability. Rhee wanted to increase the school district's efficiency, and believed that restructuring the teachers would achieve this. The process and results were controversial but illustrate an organizational approach to overcoming a policy crisis. In , a group of women formed a shelter in St. Paul, Minnesota to address the needs of Latina women in the community that were victims of domestic violence.
Casa de Esperanza immediately reached capacity, but the majority of occupants were Caucasian and African-American women. The Board of Directors was surprised to realize that very few women from the Latina community were utilizing the shelter. Casa de Esperanza continued to serve women from all backgrounds, and received government stipends for their work. The organization strove to be multicultural, while also maintaining the same mission of empowering Latinas.
Many of the staff members identified with the mission of helping all women, while the Board of Directors maintained their stance on specifically helping Latinas. The theoretical model of the, "strategic triangle," can be applied in order to better understand the organizational challenges of Casa de Esperanza.
The mission of the organization is vague and overly broad, which led the staff and Board to develop opposing views of the mission.
Most importantly, they could not agree on who their target demographic was. The environment suggests that there is a need amongst a broader population than just Latina women. In addition, the government is the main source of funding for the organization and they are failing at financial sustainability. You can start or join in a discussion here.
Visit emeraldpublishing. Abstract Purpose The purpose of this paper is to test the relationship of work-life culture and organizational productivity and determine if it is mediated by the availability of work-life programs.
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Findings The data reveals that work-life culture has no direct effect on labor productivity but does have an indirect effect on it, through the availability of work-life programs. Practical implications Practitioners should note the importance of promoting a favorable work-life culture and offering work-life programs as they enhance labor productivity. Please note you might not have access to this content. You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account.