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Organization's Goals (organization + goal)

Distribution by Scientific Domains

Medical Sciences	33%
Business, Economics, Finance and Accounting	33%

Selected Abstracts

Employed Family Physician Satisfaction and Commitment to Their Practice, Work Group, and Health Care Organization

HEALTH SERVICES RESEARCH, Issue 2 2010
Ben-Tzion Karsh
Objective. Test a model of family physician job satisfaction and commitment. Data Sources/Study Setting. Data were collected from 1,482 family physicians in a Midwest state during 2000,2001. The sampling frame came from the membership listing of the state's family physician association, and the analyzed dataset included family physicians employed by large multispecialty group practices. Study Design and Data Collection. A cross-sectional survey was used to collect data about physician working conditions, job satisfaction, commitment, and demographic variables. Principal Findings. The response rate was 47 percent. Different variables predicted the different measures of satisfaction and commitment. Satisfaction with one's health care organization (HCO) was most strongly predicted by the degree to which physicians perceived that management valued and recognized them and by the extent to which physicians perceived the organization's goals to be compatible with their own. Satisfaction with one's workgroup was most strongly predicted by the social relationship with members of the workgroup; satisfaction with one's practice was most strongly predicted by relationships with patients. Commitment to one's workgroup was predicted by relationships with one's workgroup. Commitment to one's HCO was predicted by relationships with management of the HCO. Conclusions. Social relationships are stronger predictors of employed family physician satisfaction and commitment than staff support, job control, income, or time pressure. [source]

Moving targets: The dynamics of goal setting and performance

JOURNAL OF CORPORATE ACCOUNTING & FINANCE, Issue 3 2009
C. J. McNair-Connolly
As organizations seek ways to improve performance, reduce costs, and maximize the value created for customers and other stakeholders, they need to make sure that the dynamics embedded in their management control system,the linkages between goal setting and performance,create a natural platform for internalization of the organization's goals by the workforce. © 2009 Wiley Periodicals, Inc. [source]

Tailoring the software maintenance process to better support complex systems evolution projects

JOURNAL OF SOFTWARE MAINTENANCE AND EVOLUTION: RESEARCH AND PRACTICE, Issue 1 2003
Paolo DonzelliArticle first published online: 30 JAN 200
Abstract When an organization considers the evolution of a software-intensive system, the selection of the software maintenance process to be adopted must include consideration of the particular technical criteria, such as the application domain, the size and complexity of the final product, the hosting system characteristics, etc, yet be driven by the specific organization's goals, environment and maturity. By describing and analysing a real project, this paper shows how different approaches and techniques, usually applied in isolation, can be selected, customized and combined to implement a software maintenance and evolution process that better satisfies the goals and meets the constraints of the organization. The project was undertaken to investigate the feasibility of enhancing an aircraft avionics system by integrating new capabilities and, eventually, to identify a quick, low-cost and low-risk solution. Copyright © 2003 John Wiley & Sons, Ltd. [source]

Developing organizational learning in the NHS

MEDICAL EDUCATION, Issue 1 2001
Sandra M Nutley
Learning has been identified as a central concern for a modernized NHS. Continuing professional development has an important role to play in improving learning but there is also a need to pay more attention to collective (organizational) learning. Such learning is concerned with the way organizations build and organize knowledge. Recent emphasis within the NHS has been on the codification of individual and collective knowledge , for example, guidelines and National Service Frameworks. This needs to be balanced by more personalized knowledge management strategies, especially when dealing with innovative services that rely on tacit knowledge to solve problems. Having robust systems for storing and communicating knowledge is only one part of the challenge. It is also important to consider how such knowledge gets used, and how routines become established within organizations that structure the way in which knowledge is deployed. In many organizations these routines favour the adaptive use of knowledge, which helps organizations to achieve incremental improvements to existing practices. However, the development of organizational learning in the NHS needs to move beyond adaptive (single loop) learning, to foster skills in generative (double loop) learning and meta-learning. Such learning leads to a redefinition of the organization's goals, norms, policies, procedures or even structures. This paper argues that moving the NHS in this direction will require attention to the cultural values and structural mechanisms that facilitate organizational learning. [source]

Multiple judgments: Institutional context and part-time faculty

NEW DIRECTIONS FOR COMMUNITY COLLEGES, Issue 140 2007
John S. Levin
Part-time faculty are best understood as extensions of institutional identity. In the twenty-first century, the identity of community colleges makes part-time faculty central to the organization's goals. [source]

MULTILEVEL FRAMING: AN ALTERNATIVE UNDERSTANDING OF BUDGET CONTROL IN PUBLIC ENTERPRISES

FINANCIAL ACCOUNTABILITY & MANAGEMENT, Issue 2 2010
Lars Fallan
This paper addresses the question as to why there tends to be recurring budget deviations in public sector service organizations. In the public sector, budgets and actuals are loosely coupled, and budgets may serve other institutional functions than control purposes. However, little research has addressed how the framing of budget information may explain the different functions of the budgets as control devices. The paper argues that the valence of budget deviations varies between organizations, and that organizations that have a positively oriented valence towards budget surpluses have a propensity to underspend the budgets. Consequently, organizations that have a positively oriented valence towards budget deficits tend to overspend the budgets. The empirical part analyses the budget situations in the Central Bank of Norway and in a large university hospital in Norway. In the case of the Bank, it was found that underspending of budgets was framed as performance measures indicating high organizational efficiency. The Hospital, on the other hand, showed a different picture as budget deficits were the situation during all years studied. One main finding was the key actors' roles as translators of the society's expectations as to the fulfilling of the organizations' missions. These translators function as mediators between the institutional context and pressures, the organizations' goals and the internal budget processes. The conventional wisdom that the budget also acts as a means of communication and as symbols and ritual acts that reflect the institutional contingencies of the organizations, is further developed by describing how organizations' goals valence the role of budgets. [source]