1-1
1-2
1-3
1-4
1-5
1-6
1-7
(1992 1-8
1992 1-9
1-10
1995 1 Mutable 2 Comprehensive 3 Divergent 4 Transitive 5 Complex (1979) 1999 performance construct concept logical inference Campbell, 1977 1990 1999 Barnard desired end actual outputs desired outputs Au1996Barnard 2000 Argyris (input) 1-11
(output) Seashore and Yuchtman Mott centers of power Sluyter Campell construct 2000 1950 1960 Contingency Theory 1995 Goal Approach Systems Approach Participation-Satisfaction Approach -- Contin- gency-structure Approach 1-12
The Competing Values Models Integrated Approach 1995 2000 Goal Approach Price, 1968, 1972 1980Etzioni, 1961, 1964 1. Official Goal Model 2. Operative or Actual Goal Model 3. Goal Hierarchy Model official goals 1 Official goals 2 Operative goals Systems Approach 1. Social system model Parsons value pattern 1-13
2. Resource System Model 3. Open-system Model Katz and Kahn 1 2 4. Organizational Heath Model Bennis 5. Adaptive-Coping Cycle Model Shien Adaptive-Coping Cycle Model 2-1 bargaining position 2-1 Participation-Satisfaction Approach 1-14
1. Inducement-contribution Model Barnard 2. Human Relations or Human Resource Model Supporting environment 3. Public Philosophy Model 2-2 199539 2-2 Contingency-Structure Approach 1-15
1. Organic-Machanistic Model Burns Stalker1961 2. Primary-Secondary-Teriary System 3. Context-Structure Model size technology environment The Competing Values Models Integrated Approach 1.Steers Process Model Steers Optimization Maximization System Perspective Be- 1-16
havioral Emphasis 2.KotterSystem Dynamics Model Dynamics Kotter 1 Effective 2 Coalition3 Adaptive 3.HallContradiction Model Hall 1 Organizations face multiple and conflicting environmental constraints2 Organizations have multiple and conflicting goals3 Organizations have multiple and conflicting external and internal constituencies 4 All organizations have multiple and conflicting time frame Hall Multiple Constitutiencies 1997 1-17
1999 1. 2. 3. Deming1986 4. 5. 6. Juran1989 7. 8. 9. 10. 1999 1-18
1998 1. 2. 3. 4. 5. human service 1-19
evaluation human service clients centeredness Martin & Kettner1997 1998 (Criteria) Steers 1995 Univariate Effectiveness Measures Thorndike Productivity Net Profit Mission Accomplishment Maintenance and Extending Campbell(1973) 1 Comprehensiveness 2 Appropriateness Multi-variant Effectiveness Measures 1 Conceptualization of the Organization2 3 4 5 Level of Analysis 6 Determinants7 Time Perspective 1997 1-20
1997 1. 2.SEA 1-21
1. 2. 3. 4. 5. Staw organizational effectiveness 2-3 1999Hersey Blanchard 2-4 1995-199919 2-3 1-22
causal variable intervening variable output variable 199534 2-4 PriceSteers Dessler 1995 1 Organization Characteristics 2 Employee Characteristics 3 Managerial Process, Organizational Process or Group Dynamics 4 Environmental Characteristics 1997 1. 2. 3. 4. 5. 6. 1-23
1-24
Peter Blau 1955 1998 1999 Martin Kettner MartinKettner1996 --- 1999 1-25
1 2 3 2-5 1999 2-5 1. 2. 3. 1999 2-6 1-26
2-6 10% 1990 1999 1-27
2-7 Martin, 1993--- 2-7 2-8 1999 2-8 2-62-72-8 2-9 1-28
2-9 2-1 2-2 1999 2-1 2-2 1-29
1 2 1 2 2-3 1. 2. 1999 2-3 client end states 1-30
1-31 2-4 2-4 1999 2-4 1 2 3 4 5 6 7 1 2 3 4 5 6 7 1. 2. 3. 4. 1999
1-32 2-5 1999 / 2-10 1999
1-33 1. 2. cost control sur- plus / / ( / ) /
1-34 1995 survival adaptability growth 1. 2. 3. 4. 5. 6. 7. 8. 1. people2. organizations3. programs4. environment Au, 1994 2000 1. 2. 3. 4. 5. 6. 1.
1-35 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 2-6 200040 2000 26 17 2-7
2-7 (200098) 1-36
86 17 2000 1. 2. 3. 2000 2000 1-37
1-38
1-39
1-40
1-41
1-42
1-43
10 10 Likert Likert 1-44
1-45
75 75 50 75% 1-46
1. 1-47
Likert Likert 1-48
89-90 75 50 11 50 90% 31-35 44% 54% 44% 1-5 58% 40% -1.1 D 1-49
76% 84% 68% 10 28% 88% 84% 1-50
-1.2 D 1-51
1-52 -2.1 96% 36% 32% 28% 20% D 2 91% 4 50% 4 85.7% -2.2 20% 60000
96% 36% 32% 2 / // 4 / // 4 // 60000 // 1-53
1-54 D
1-55
1-56
64% 8% 2-8% -4.1 D -4.2 D 2~8% 1-57
-4.3 D -2.1 1-58
-4.4 D 66% 26% 18% -4.5 D 1-59
32% 72% 28% -2.1 1-60
-5.1 D 68% 20% 12% - 48% 38% 14% - 1-61
1-62 44% 36% 20% 46% 46% 8% 8% 58% 30% 12% 20% 36% 44% 22% 46% 32% 16% 38% 46%
1-63 16% 46% 24% 20% 56% 20% 80% 24% 56% 22% 12% 66% 12% 88% 22% 66% 1 18% 20% 62% 20% 80% 18% 62% 2 24% 24% 52% 24% 76% 24% 52% 36%
1-64
12% 58% 30% 60% 24% 16% 52% 36% 12% 48% 10% 10% 44% 24% 32% 48% 32% 20% 1-65
1-66 38% 26% 36% 36% 50% 50% 36% 14% 14% 46% 42% 30% 6%
1-67 34% 62% 10% 12% 44% 44% 56% 40% 4%
D 1-68
2 / // 4 / // 4 // 60000 // 1-69
1-70
- 1-71
2 / // 4 / // 4 // 60000 // 1-72
- 1-73
1-74
1-75
1-76
Sluyter 1-77
. 1-78
89-90 75 50 1-79
1-80
1-81