A path analysis of diagnosis of organizational levels of functionality

Abstract

Purpose The purpose of this paper is to investigate the extent to which organizational level of functionality is affected by its leadership, its staff, the way task is performed in the organization (culture), and the structural and governance makeup of organizations. This study also determined the direct and indirect impacts of these variables on organizational functionality in general and drawing lessons to educational organizations in specific. Design/methodology/approach This is a quantitative study. Data from 185 participants were analyzed using SPSS software version 24. The data analysis procedure for this study followed various steps. First, multiple factor analysis was conducted to narrow the long list of items and to create a manageable list of construct variables for analyses. Then path analysis, using a series of multiple regression, was conducted to identify the degree of relationship between the independent and dependent variables. Finally, a path model coefficient diagram was created. Findings Using path analysis, a new model that depicts the level of interactions among the proposed variables and the extent and direction of influence of each variable on organizational level of functionality has been created. In addition, a path diagram that illustrates the model is provided and explained. This study also determined the direct and indirect impacts of these variables on organizational functionality. Finally, conclusions and implications of the study for educational organizations were presented. Research limitations/implications It should be noted that path analysis studies, by nature, are based on assumptions provided by the researchers. Hence, future studies using different variables and different assumption may not necessarily generate the same result. In addition, this study looked at a broader view of organizations rather than a specific type. Practical implications This study expanded the use of organizational diagnosis frameworks, beyond studying organizational performance, to study organizational level of functionality which can be used to diagnose the level of function (or dysfunction) of organizations in a holistic manner. Social implications The present study contributes to the body of literature in organizational diagnosis in various ways; chief of which is the creation of a new path model which shows the direct and indirect effects of specific variables in numeric terms. Originality/value Unlike previous studies on the topic, this study suggests that organizational level of functionality should be studied using variables internal to the organization, because any two organizations of similar purpose and capacity, located in similar environment, could function differently due to factors internal to the organizations. Investigating organizational level of functionality using variables internal to the organization is assumed to provide a deeper diagnosis and self-assessment as it minimizes the noises created by variables external to the organization. All the variables in this study are therefore carefully selected to be internal to organizations.

Behavior-Based Perceived Leadership Styles as Determinants of Organizational Functionality

“…Prudent leaders make decisions based on a detailed examination of present and past conditions, as well as a careful examination of potential possibilities. The researcher has proposed a model and method that allow organizations and their leaders to research (Alemu and Shea, 2019). The methods that may diagnose in an organizational context are the current method to examine organizational status to assess whether improvements are required to improve the organization's performance (Alderfer, 1980).…”

“…As a result, this study aims to diagnose a newly developed model to investigate the organization's functionality and leadership, employees, the way tasks are carried out (Culture), and organizational structure and governance (Alemu and Shea, 2019). Route analysis, a form of structural equation modeling (SEM), may describe a model that represents the degree and complexity of the effects of the organizational functionality.…”

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“…There are several reviews and theoretical models for diagnosing organizations in the organizational diagnosis literature. Another area of study that uses diagnostic technique is the CSF as a critical organizational success factor (Alemu and Shea, 2019). Lavy et al (2010) suggested that managers should pay attention and diagnose crucial elements that influence the organization's overall performance.…”

“…Similarly, some previous studies have focused on the role of workers/staff in achieving organizational objectives. Employee care and active engagement are critical for the achievement of organizational objectives (Alemu and Shea, 2019). Amah and Ahiauzu (2013) hypothesized employees' involvement in organizational functionality and discovered a positive connection between productivity of employee and effective organizations.…”

Implementation of Educational Organization Diagnosis in Junior High Schools

“…Different diagnostic models can be used in different situations depending on the needs, objectives, and type of organization involved (Appelbaum, 2020). So it is important to choose the right model of diagnosis because a good organization diagnosis will result in the investigation of the best organization (Singh et al, 2017;Alemu & Shea, 2019).…”