Nonprofit Org Effectiveness

rvasilye
Mind Map by rvasilye, updated more than 1 year ago
rvasilye
Created by rvasilye almost 7 years ago
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Mind Map on Nonprofit Org Effectiveness, created by rvasilye on 03/27/2013.

Resource summary

Nonprofit Org Effectiveness
1 FOR-PROFIT MODELS
1.1 Bhargava and Sinha, 1992: Production, commitment, leadership, and interpersonal conflict
1.1.1 Joys, 2001: for-profit organizations effectiveness measured by profitability and customer satisfaction
2 EXTERNAL/INTERNAL VALUES FRAMEWORK
2.1 Quinn and Rohrbaurg, 1983: Competing values framework - CVF (flexibility-control, internal-external, and means-end)

Attachments:

2.1.1 Quinn, 1988: flexibility-control and internal-external are sufficient measures (HR, open systems, rational goal, and internal process)
2.1.1.1 Christensen and Gazley, 2007: Internal and External continuum (Infrastructure, HR/Leadership, Financial Resources and management, Ext Environment)

Attachments:

2.1.1.1.1 Andrews, 2010: 1. Context affects Resources (both affect org effectiveness); 2. Org practices and leadership model

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3 EFFECTIVENESS=PERFORMANCE
3.1 Sowa, 2004: Performance = effectiveness.
3.1.1 Sowa, 2004: 2 levels of performance - management and org performance
3.1.1.1 Herman and Renz, 1997: More effective nonprofit organizations are more likely to use "correct" management practices"
3.1.1.2 Selden and Sowa, 2004: Performance=Program Outcomes. Program Capacity, Management Capacity, Management Outcomes, and Environmental Controls

Annotations:

  • in attached 2 pages

Attachments:

3.1.1.2.1 Sowa, 2008: Relationship of Government Tools on Org Effectiveness

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4 SOCIAL CONSTRUCTION/STAKEHOLDER JUDGEMENT
4.1 Quinn and Rohrbaugh, 1983: Org effectiveness as a socially constructed, abstract notion in organizational theorists and researchers
4.1.1 Herman and Renz, 1997: organization effectiveness is always a matter of comparison
4.1.1.1 Herman and Renz, 1997: effectiveness as a social construction - "Effectiveness is stakeholder judgment, formed and changed in an ongoing process"

Attachments:

4.1.1.1.1 Herman and Renz, 1997: fin. management, fundraising, program delivery, PR, community collaboration, volunteers, HRM, govt relations, board
4.1.1.1.1.1 Jackson, 1999: Management experience, Org structure, Political impact, Board of directors, Volunteer involvement, Internal communication
4.1.1.1.1.2 ORGANIZATIONAL CAPACITIES
4.1.1.1.1.2.1 Hall et al, 2003: Organizational Capacity - Environment, Access to Resources, Historical Factors ->[Capacities]->Outputs and Outcomes

Attachments:

4.1.1.1.1.2.1.1 Misener and Doherty 2009: HR, Finance, Relationships&Networks, Infrastructure&Process, Planning&Development capacity. HR&Finance affect the rest.
4.1.1.1.2 Packard, 2009: Performance assessed from different perspectives - especially in human services organizations performance perceived by stakeholders.
4.1.1.1.2.1 Packard, 2009: 1) Staff&Client characteristics, 2) Management capacity, 3) Program capacity.

Attachments:

4.1.1.1.3 BOARDS
4.1.1.1.3.1 Herman and Renz, 1997: "Boards can substantially affect the performance of the organization"
4.1.1.1.3.1.1 Brown, 2004: Models of governance -> Board performance -> Org performance

Attachments:

4.1.1.1.3.1.1.1 Hodge and Piccolo, 2005: Funding structure, board performance -> Financial performance

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4.1.1.1.3.1.1.1.1 Bradshaw, 2009: Simple-Complex; Stable-Turbulent (Governance Configurations and Dimensions of the External Environment)

Attachments:

4.1.1.1.3.1.1.1.1.1 Fredette and Bradshaw, 2012: Information Sharing, Shared Vision, Trust <-Social Capital-> Governance Effectiveness

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4.1.1.2 Mensah, Lam, and Werner, 2008: Relative effectiveness (all potentially usable resources to achievable outputs/outcomes) - efficacy and efficiency

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