Rational Goal Model Research Articles

Un Üreticilerinde Örgütsel Performans Değerlendirme: Hıdıroğlu Un Üreticisi Örneği

This study aims to examine how flour producers implement Organizational Theory Principles to their process and to define which organizational environmental and structural factors, culture and systems are appropriate for flour companies in order to improve companies’ success and entreprenuerial skills. For this purpose, this study analyzes a flour company and provides implications of the findings and limitations for the organization, its members, environment and stakeholders. 
 In this study, while examining on flour companies, a clear hierarchy in the organizations is observed in general. The flour producer HIDIROĞLU FLOUR MILLS taken as an example in the study gives importance to measurement, documentation and information systems management. The control mechanism is improved and the stability can be observed in every stages on the organizational structure. High standardization is a main feature of the company. 
 As a result of analyses of the flour producer taken as an example, the study come up with the idea: “it is crucial for flour producers to set standards and procedures, and have clear task definition in a plain hierarchy to achieve constant success”. On the other hand, the system boundary for this study is among Organizational Theory Principles whether Internal Process Model or Rational Goal Model is more suitable for flour producers and their entrepreneurial facilities.

Applying competing values framework to Jordanian hotels

ABSTRACT This paper aims at deepening our understanding of organizational values and leadership in 3–5 star rated hotels in Jordan. This would be achieved through using the Competing Values Framework multidimensional instrument, to which 140 individuals responded. Cluster analysis was conducted to categorize responses into distinct groups of clear leadership roles and organizational culture models. The most dominant leadership roles were monitor, innovator, and mentor; also, there was an obvious presence of Open System and Human Relations Models. That was expected since most of respondents were in supervisory and non-managerial levels. Moreover, the absence of the Rational Goal Model indicates that Jordanian hotels should consider motivating staff more through personal achievement, recognition, growth, promotion, and providing opportunities for advancement.

Guardians of public interest: the expectation and experience of non-executive directors in National Health Service commissioning boards in England

PurposeThe purpose of the study is to examine how Non-Executive Directors (NEDs) in the English National Health Service (NHS) commissioning bodies experienced their role and contribution to governance.Design/methodology/approachSemi-structured interviews were conducted with a purposive sample of 31 NEDs of Primary Care Trusts (PCTs) and 8 Clinical Commissioning Group (CCG) NEDs. Framework analysis was applied using a conceptualisation of governance developed by Newman, which has four models of governance: the hierarchy, self-governance, open systems and rational goal model.FindingsNEDs saw themselves as guardians of the public interest. NEDs’ power is a product of the explicit levers set out in the constitution of the board, but also how they choose to use their knowledge and expertise to influence decisions for, as they see it, the public good. They contribute to governance by holding to account executive and professional colleagues, acting largely within the rational goal model. CCG NEDs felt less powerful than in those in PCTs, operating largely in conformance and representational roles, even though government policy appears to be moving towards a more networked, open systems model.Originality/valueThis is the first in-depth study of NEDs in English NHS local commissioning bodies. It is of value in helping to inform how the NED role could be enhanced to make a wider contribution to healthcare leadership as new systems are established in the UK and beyond.

Enhancing volunteers capacity in all‐volunteer nonprofit organizations: The role of volunteer leaders' reliance on effective management processes and (de)motivating leadership

AbstractAll‐volunteer nonprofit organizations rely solely on the commitment of volunteers to support their operations. As such, it is important that leaders of these organizations, even though they are volunteers themselves, rely on professional skills in order to optimize their organization's volunteers capacity. In the present study, we investigated how volunteer leaders' reliance on effective management processes and a (de)motivating leadership style related to volunteers capacity. To this end, we relied on the Competing Values Framework (CVF) and Self‐Determination Theory (SDT), respectively. Results revealed a positive (unique) association between (the sum score of) the management processes of the CVF models, as well as (the sum score of) the motivating leadership styles and volunteers capacity. Bivariate analyses indicated that the management processes of each CVF model (i.e., human relations model, internal process model, open system model, and rational goal model) and each motivating leadership style (i.e., an autonomy‐supportive and a structuring leadership style) related positively to volunteers capacity. These findings have important practical implications as they revealed that it is crucial for volunteer leaders to implement effective management processes, while adopting a motivating leadership style.

A eficácia organizacional na percepção do presidente da Federação Portuguesa de Canoagem

O presente estudo tem o objetivo de perceber como se configura a eficácia organizacional na perspectiva do Presidente da Federação Portuguesa de Canoagem e identificar os fatores que são privilegiados pelo mesmo para avaliar a eficácia da sua federação, pautada na Abordagem dos Valores Contrastantes. Baseado num estudo de caso, caracterizado por uma investigação qualitativa, este trabalho fundamentou-se na análise de conteúdo de uma entrevista semiestruturada e análise documental do Plano de Atividades 2010. Verificou-se que o Presidente privilegia os fatores que constam nos quadrantes correspondentes ao Modelo de Sistema Aberto, como inovação e aquisição de recursos, e ao Modelo do Objetivo Racional, como produtividade e realização, para avaliar a eficácia da sua Federação, apesar de considerar a eficácia como um conceito unidimensional, baseado, sobretudo no alcance dos resultados desportivos, com foco exclusivo do Modelo do Objetivo Racional.

Private child welfare agency managers' perceptions of the effectiveness of different performance management strategies

In all states, public and private child welfare agencies partner in an effort to deliver effective and accountable services to children and families (Collins-Camargo, Ensign, & Flaherty, 2008). While anecdotal information suggests that managers in competitive markets have incentives to carefully select and implement performance management strategies (McBeath, Briggs, & Aisenberg, 2009; Smith, 2010), little is known about the effectiveness of these strategies. This paper explores managerial perceptions regarding the usefulness of three techniques for performance management: supervisory review within the human resources model; priority review within internal processes; and outcomes management within the rational goal model. Managerial perceptions of the effectiveness of these efforts are examined in relation to organizational characteristics, capacity, and interagency competition.

Redesigning mental healthcare delivery: is there an effect on organizational climate?

Many studies have investigated the effect of redesign on operational performance; fewer studies have evaluated the effects on employees' perceptions of their working environment (organizational climate). Some authors state that redesign will lead to poorer organizational climate, while others state the opposite. The goal of this study was to empirically investigate this relation. Organizational climate was measured in a field experiment, before and after a redesign intervention. At one of the sites, a redesign project was conducted. At the other site, no redesign efforts took place. Two Dutch child- and adolescent-mental healthcare providers. Professionals that worked at one of the units at the start and/or the end of the intervention period. The main intervention was a redesign project aimed at improving timely delivery of services (modeled after the breakthrough series). Scores on the four models of the organizational climate measure, a validated questionnaire that measures organizational climate. Our analysis showed that climate at the intervention site changed on factors related to productivity and goal achievement (rational goal model). The intervention group scored worse than the comparison group on the part of the questionnaire that focuses on sociotechnical elements of organizational climate. However, observed differences were so small, that their practical relevance seems rather limited. Redesign efforts in healthcare, so it seems, do not influence organizational climate as much as expected.

Implementing diversity strategies

Purpose – The purpose of this paper is to identify and explain barriers to differentiation for minority focused advertising agencies and propose modification to the existing framework of agency selection process.Design/methodology/approach – Multiple semi‐structured, in‐depth interviews were conducted with key industry personnel. The data from these were augmented with proprietary research conducted by the relevant organizations and extensive review of the literature.Findings – Few advertising agencies differentiate themselves by specializing in campaigns targeting minority populations. Several barriers to differentiation exist which can be explained using Institutional Theory and Economic Detour Theory. Rational Goal model and the Learning and Effectiveness Paradigm of diversity are used to suggest modification to current approaches.Research limitations/implications – Future studies should test the validity of the proposed framework.Practical implications – The proposed framework for agency selection wil...

Developing Management Models In Malaysian Context For The Gallantry Of National Schools In West Malaysia

Adequate management knowledge and skills among school administrators in Malaysia, contributed to a large extent, an effective school management. Thus, a study was conducted in 2010, with the aim to examine management models practiced by national secondary schools’ principals in Peninsular Malaysia. As a result, a management model in Malaysian context will be advocated for the gallantry of national secondary schools in Peninsular Malaysia. The management practices among school principals was examined based on four models of effective management by Griffith, that is Rational Goal Model, Human Relations Model, Open System Model and Internal Control Process Model. Data was collected through survey method, using questionnaire distributed to 2.487 samples, consisting of 1,587 teachers and 900 administrators. The results of the study indicated that Rational Goal Model was ranked as the main model of management used by national secondary school principals in Peninsular Malaysia. This is followed by Human Relations Model and Open System Model. However, Internal Control Process Model was ranked last. Results of factor analysis suggested three additional models being, Team Work Model, Technology Management Model and School Safety Model, apart from the four models by Griffith. Hopefully, the suggested management model in Malaysian context as a result of the findings will further contribute to the effectiveness of school management. As such, brings to the gallantry of the national secondary schools in Peninsular Malaysia.

Organizational climate as a predictor of innovative work behavior

The present study intends to examine the predicting role of organizational climate (Competing Values Model) in Innovative Work Behavior (IWB). Additionally, the study examines the effect of organizational size on IWB. The study was carried out on a purposively selected sample of 320 managers from Fast Moving Consumer Goods (FMCG) organizations countrywide. The instruments used for the study included IWB, subscales of Organization Climate Measure (OCM) based on competing values model, including Opens System Model (OSM) and Rational Goal Model (RGM). Multiple regression analysis and ANOVA were carried out to test the hypotheses. The results revealed significant positive impact of OSM and RGM on IWB. Moreover, the results did not show significant role of organizational size in IWB. Key words: Organizational Climate, Innovative wok behavior, competing values model.

A Study of Organizational Effectiveness for National Olympic Sporting Organizations

This study applies the competing values approach (CVA) of organizational effectiveness to a sample of nonprofit Australian national Olympic sporting organizations (NOSOs). The purpose of the study was to determine the psychometric properties of the subscales developed within each of the four quadrants composing the CVA. Two hundred eightynine constituents from 10 NOSOs participated in this study. Initial factor analysis resulted in six of the eight theoretically derived cells in the CVAeach yielding one reliable factor. These were Flexibility, Resources, Planning, Productivity, Availability of Information, and Stability. The other two cells, Skilled Workforce and Cohesive Workforce, each produced a two-factor structure. To understand the relationship between these manifest factors (cells) and organizational effectiveness, a confirmatory factor analysis was conducted, which revealed that the rational-goal model, comprising Productivity and Planning, was the critical determinant of effectiveness in NOSOs.

Schools as Organizational Models: Implications for Examining School Effectiveness

In the present study, 4 recurrent models of organizations found in the management and organizational psychology literatures were used to describe schools. Each model is distinguished by its emphases on specific organizational processes, which in turn imply what constitutes desired output and usually serves as a basis for determining organizational effectiveness. Survey responses relating to school processes and outputs were obtained from fifth-grade students (N = 9,431) and school staff (N = 3,291) in 117 elementary schools. To derive school-aggregated progress in student achievement, I obtained school archival data on student performance on standardized achievement tests for the current time period and 1 year earlier. The open systems and human relations models provided the best-fit statistics and explained the most variance in achievement progress, followed by the rational goal model. Model-to-data fit statistics were similar when percentages of students enrolled in the free and reduced-price meals system were considered. Research implications regarding what constitutes effective schools, in addition to practical implications regarding how school staff might organize and manage their schools, are discussed.

The relation of organizational process orientation to effectiveness and efficiency in elementary public schools

Organizational psychology has identified four recurrent organizational models (rational goal, open systems, human relations, and internal processes), each placing different emphases on internal and external organizational processes. Using a sample of 122 elementary schools in a large suburban school district located outside a metropolitan area, the present study examined the relation of school emphases on internal and external processes to school effectiveness and efficiency. Consistent with hypotheses, inefficient schools (lower-than-average student achievement test scores, adjusted by the percentage of students enrolled in the free and reduced-price meal program and per-pupil expenditures) were identified by the human relations model or as inward-directed with emphasis on the quality of student-school staff interpersonal relationships, by higher levels of student enjoyment, and by smaller student enrollments and smaller student-faculty ratios. Contrary to expectation, results showed that effective schools (higher-than-average student achievement test scores) were best described in terms of the rational goal model or as outward-directed, with emphasis on involving and empowering parents and on internal structure, control, and inflexibility (i.e., more school order and discipline). Results are discussed in terms of the broader organizational literature, specifically, competing organizational value orientations, effects of organizational structure and member characteristics on organizational process orientation, and the use of organizational process orientation as means to achieve organizational effectiveness and efficiency.

Rational Planning and Organizational Imperatives: Prospects for Area Planning in Aging

The federal grant strategy found in the Older Americans Comprehensive Services Amendments of 1973 represents a marked departure from earlier strategies of the Older Americans Act. While the national goal of the legislation is more clearly specified and funding has sig nificantly increased, the introduction of new substate plan ning bodies—Area Agencies on Aging—is seen here as the most important change. The new national strategy is geared toward the development of these new agencies, and its success will depend very much on their discharging the functions assigned to them. This paper argues that, because the new legislative strategy is based on a rational goal model and conceptualizes the area agencies accordingly, it neglects certain requisites of organizational life. Using, instead, a social system perspective of the area agencies and their environment, the paper suggests that these agencies will, of necessity, concern themselves with matters other than those mandated in the legislation. These other con cerns will affect both the national objectives which the area agencies choose to emphasize and the intensity of their effort. Specifically, the area agencies may view the mandate to draw-in and mobilize resources at the area level as not in their organizational interests. The paper concludes that: their engaging in this role in tentative fashion will result in either incremental or goal-displaced activities; their em barking in this role wholeheartedly may prove dangerous to them organizationally and may result in substantial mod ifications in the national strategy and their role in it.