Abstract:
The study of Organizational Effectiveness (OE) is an interesting, important yet complex
conception, due to its paradoxical nature. The topic itself is relatively challenging to inquire as
owing to its broad construct domain which calls for number of different dimensions that may
even contradict to each other. However, the present study constituted a cautious and systematic
effort to access the OE by utilizing a number of various dimensions extracted through the
extensive review of relevant literature, and scrutinized the impact of Organization Demographics
(OD), Decision Making Approaches (DMA), Organizational Culture (OC), Managerial
Strategies (MS) and Organization Life Cycle Stages (OLCS) on perceived OE.
For the purpose, all of the 24 Higher Education Institutions (HEIs) from the province of
Khyber Pakhtunkhwa (KP), Pakistan were selected to diagnose. Since the study employed
subjective measures, and so the probability sampling design in terms of disproportionate random
sampling procedure and a representative sample size with a narrow margin of error (0.1)
imparted significance to the study. Subsequently, a non-experimental and cross sectional data
were collected by a web based email as well as conventional paper and pen survey questionnaire
through the senior faculty members and administrators, by a six portioned questionnaire adopted
from renowned scholars in the field.
All the useable returned questionnaires were keyed into SPSS. The preliminary data
analyses confirmed the validity of data for final analyses. Thereon, univariate, bivariate and
multivariate statistical techniques were executed to answer the research questions of the study by
testing the eighteen literature derived hypotheses. Consequently, the resultant information of t
test revealed a significant difference between all the organizational demographics (public vs.
private, PhD awarding vs. non-awarding, different aged grouped and large vs. small institutions)
with the exception of unionized and non-unionized faculties to perceived OE. Further, multiple
regression analyses substantiated all remaining independent variables as statistically significant
predictors of OE. However, in varying strengths and contrasting directions for example in terms
of DMA collegial/rational; for OC clan and adhocracy; regarding MS active and pertaining to
OLCS collectively, formalization & control and structure and elaboration stages were found
positive in relation to perceived OE. Contrarily, autocratic/political DM approach; bureaucratic
xivand market cultures; passive strategy and entrepreneurial stage were inversely associated to
perceived OE.
In addition, correlation analyses of all the continuous independent variables showed as
significant relationships to each other but with low to moderate strengths and conflicting
directions as well. Moreover, in comparison of public and private HEIs there was no difference
indicated in dominated DMA and managerial strategy. Though, the dominated cultures and
OLCS for public HEIs indicated as clan & bureaucratic, and all last three OLCS respectively,
whereas adhocracy & market cultures, and entrepreneurial stage were exhibited as dominated
culture types and OLCS respectively for private HEIs. Also, study empirically validated the
Competing Values Model (CVM) of OE in the HEIs context of KP, Pakistan.
As a whole, the study concluded that collegial/rational DMA, Clan & Adhocracy culture,
active strategy and formalization & control and structure & elaboration OLCS are superlative
predictors of OE and recommended for practitioners to exercise in promoting their institutions’
effectiveness. Additionally, it is recommended that public HEIs need to stress on adhocracy
culture, while focus of private HEIs should be kept on clan culture to grow into higher OLCS,
and consequently to elevate OE. Also, the study recommends the use of CVM as an institutions’
self-diagnostic tool.