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Effective Organization (effective + organization)
Selected AbstractsTrauma in organizations: Prevention and treatment with emergent strategies from alternative psychologyJOURNAL OF PSYCHOLOGICAL ISSUES IN ORGANIZATIONAL CULTURE, Issue 1 2010John Hartung Ph.D. Effective organizations intend to select employees who are already emotionally healthy and can be resilient in the face of difficult challenges. There is also growing interest in helping employees learn to be even more resilient, on the principle that prevention is preferred to subsequent treatment. Plans are also made for treatment for situations where selection and prevention efforts prove inadequate and when employees become negatively affected by difficult events. This article describes innovative strategies that can be used for both prevention and treatment. [source] Women in the Field: Women, Farming and OrganizationsGENDER, WORK & ORGANISATION, Issue 2 2001Sally Shortall One striking feature of farming as an occupation is that there are few women who farm in their own right. The passing of land from father to son means that women rarely own land. Their typical entry to farming is through marriage. Women's route of entry to farming affects interpersonal relationships within the family, and also women's role in the public space of farming. Women are under-represented in farming organizations, in training programmes, and in the politics of farming. This article focuses on the position of women within farming organizations and the interaction between (male) farming organizations and women's farming organizations. Farmers are an extremely well-organized occupation and wield considerable political power because of this effective organization. However, farming organizations are almost entirely male. This article examines how women are treated within farming organizations, and also the interaction between (male) farming organizations and women's farming organizations. Drawing on the theory of organizations, I argue that the inclusion of women in farming organizations and the existence of women's farming organizations reinforce gender divisions within agriculture and do not in any way question the understanding of men as farmers, or the political power they hold. [source] Network board continuity and effectiveness of open innovation in Swedish strategic small-firm networksR & D MANAGEMENT, Issue 1 2009Joakim Wincent Increasing adoption of open innovation as an alternative route to research and development necessitates the development of new ways to organize innovation, as well as reassessment of existing ways. Much like traditional corporations that subscribe to the closed innovation paradigm, novel organizational arrangements targeting open innovation, such as small-firm networks, employ boards to effectively manage joint research-and-development activities. These boards are similar yet different from traditional corporate boards; as such, they may have different requirements for proper functioning. We use 5-year longitudinal data on 53 Swedish strategic small-firm networks to investigate how the boards should be organized to help improve the innovative status of network participants. We expand the set of tools available for effective organization of the boards' operations and emphasize the effects of network board continuity (rates of renewal) on network members' innovative performance. We argue that the relationship is curvilinear (U-shaped) and demonstrate that it is more pronounced in larger networks. [source] Integrating Decentralized Strategy Making and Strategic Planning Processes in Dynamic EnvironmentsJOURNAL OF MANAGEMENT STUDIES, Issue 8 2004Torben Juul Andersen abstract Decentralized post-bureaucratic organizations are deemed to display superior performance in dynamic environments, but recent evidence indicates that centralized integrative cross-functional processes may be equally critical. Accordingly, this paper hypothesizes that organizational performance can be ascribed to the simultaneous emphasis on decentralized strategy making and strategic planning processes. This is investigated in a study of 185 manufacturing organizations operating in diverse industries spanning food processing and computer products. The study shows that both decentralized decision structure and planning activities are associated with higher performance in dynamic environments. These findings confirm that effective organizations engage in more complex strategy formation processes that complement the decentralized post-bureaucratic form with formal mechanisms of rational analyses and operational integration. The paper highlights a need to extend our understanding of the duality between decentralization and planning. [source] | ||||||||||