MC KINSEY 7S FRAME WORK APPROACH METHOD TO THE EFFECTIVENESS
OF ORGANIZATIONAL PERFORMANCE IN THE DIRECTORATE OF PRESCHOOL TEACHERS AND
COMMUNITY EDUCATION MINISTRY OF EDUCATION, CULTURE, RESEARCH AND TECHNOLOGY
Andini
Oktafiany1, Veithzal Rivai
Zainal2, Azis Hakim3
Student of the Master of Public Administration Study
Program at Krisnadwipayana University
Email: aoktafiany@gmail.com
Abstract
Organizational effectiveness is the
level of accuracy or success of an organization in formulating clear goals,
realizing household budgets, managing individual activities in the organization
in the form of standard operational procedures, obtaining organizational
members who are in accordance with their roles, duties, functions and
activities. to achieve organizational goals. The aim of this research is to
find out: a) a description of the organizational effectiveness of the
Directorate of Early Childhood and Community Education Teachers. b) influencing
factors and efforts made to increase effectiveness in the Directorate of Early
Childhood and Community Education. The research method uses a qualitative
descriptive case study design. Qualitative research is defined as a type of
research whose findings are not obtained through statistical procedures or
other forms of calculation. Based on the results of the research that has been
carried out, it can be concluded that: 1) From the results of the research, the
picture of organizational effectiveness in the Directorate of Early Childhood
Teachers and Community Education is that each section has carried out its
duties and functions as expected. job descriptions, so that organizational
goals can be achieved well. 2) Factors that influence the effectiveness of
organizational performance in the Directorate of Early Childhood Teachers and
Community Education include human resources; Leadership and Employee
Competencies. 3) Efforts made to increase the effectiveness of organizational
performance at the Directorate of Early Childhood Teachers and Community
Education are Empowerment; Teamwork, Developing Abilities, and Motivation.
Keywords: Effectiveness, Performance and
Organization
Introduction
Increasingly tough
organizational competition continues to grow, forcing every organization to
empower and optimize all the resources they have in order to maintain the
survival of the organization that has been built. The types of resources
possessed by each organization or other institution are very diverse, ranging
from financial, physical, human resources, as well as technological and
information advantages. But among all these resources, human resources are the
most important factor and are at the heart of the organization's functioning,
because human resources are the ones who can manage the systems within the
organization.
Human resources (HR) are
one of the key factors in determining the success of an organization, namely
how to create human resources (HR) who are highly competitive, have skills and
are of high quality in global competition. This was also expressed by (Purwani & Sukestiningsih, 2022), one of the resources that plays an important role in a
company is human resources, because human resources are one of the factors that
determine whether an organization will be successful or not. Every organization
or company must be able to be fair regarding what human resources have provided
to the organization, because every human resource has the right to get
satisfaction at work so that they can feel comfortable at work as a return for
the services they provide, so that they can encourage employees to be more
motivated in working and providing good performance for the progress of the
organization or company, by providing appropriate compensation for the
performance that employees have given to the company.
For this reason, an
organization is established as a forum to achieve one or several goals. The
organization must manage various series of activities directed towards
achieving organizational goals. The implementation of a series of activities in
an organization is carried out by humans who act as actors or participants in
the organization concerned. In order for the organization to run smoothly and
effectively, it requires people who have certain abilities according to their
respective fields of work. This collection of people is summarized in a system
of relationships (interaction) and adaptation in a bureaucratic system.
In order for
organizational goals to be achieved (Zheng et al., 2010) emphasizes the importance of organizational
effectiveness in achieving organizational goals and effectiveness is the key to
the success of an organization. The Directorate of Early Childhood Teachers and
Community Education is an organization operating in the field of education,
which itself is not free from demands to increase efficiency in managing
resources and carrying out coordination and preparation of program plans and
budgets, also demanding of all its employees to carry out the tasks assigned to
them. them effectively and efficiently. Effective and efficient means that the
goals that have been set can be achieved optimally. Effectiveness is one of the
problems that occurs in organizations if it has not been achieved optimally.
The effectiveness of an
organization depends on synergy or cooperation between individuals in the
organization in achieving common goals or objectives. Individual attitudes and
behavior in organizations are increasingly needed to encourage organizational
effectiveness, which is the achievement of targets that have been set based on
joint efforts. (Purnama, 2013) states that there are 4 (four) outcomes from the
behavior of organizational members which are main for organizational
effectiveness, namely productivity, absenteeism, turnover and job satisfaction.
These four outcomes can be studied both at individual, group and organizational
units of analysis. Organizations must give full attention and make employees
believe in the organization, so that employee commitment will be obtained. If
employee commitment has been obtained, you will get employees who are loyal and
able to work as best as possible for the interests of the organization. This
situation is very good for achieving organizational goals because the
organization gets full support from its members so that it can concentrate
fully on prioritized goals.
To increase the
effectiveness of an organization so that it is able to compete, good human
resources are needed, because one of the main factors in an organization is the
human factor or the people who run it. Efforts to increase organizational
effectiveness are not easy, because this is related to increasing human
abilities, knowledge, skills and also mental or behavioral ones. Increasing
effectiveness in the form of human abilities, knowledge and skills can be done
by increasing individual competence, while increasing effectiveness in the
mental or behavioral nature can be done in various ways, one of which is
increasing the motivation of human resources.
Many factors influence
organizational effectiveness. In general, these factors are internal factors
and external factors of the organization. Internal factors lie in the employees
in the organization. A person is said to be able to carry out their work duties
well if they carry out these tasks smoothly without obstacles according to
their field of work and are good at collaborating with their co-workers, both
superiors and subordinates. Because cooperation is important to reduce errors
in the tasks for which they are responsible. Someone who always coordinates and
collaborates with friends in their work environment will bring the expected
work achievements.
Creating an effective
organization is not an easy matter, organizations will encounter various
challenges. Solving these challenges depends on how the organization is able to
provide appropriate solutions to the problems encountered. Thus, organizations need
to obtain appropriate references for the problems encountered. If the problem
here is organizational effectiveness, then it would be good to know what
factors can support the realization of organizational effectiveness and what
alternatives can be used to achieve organizational effectiveness.
Meanwhile, in the internal system, problems of
integrity, locus and focus are still difficult to obtain data on performance
outcomes, outcomes and impacts of programs and activities that have been
determined, which are still not supported by commitment and the existing
regulations are not in accordance with needs, this is due to a lack of
coordination between the central organization and branches, lack of
availability. data and lack of support from adequate human resources which has
the potential to weaken the achievement of set goals.
In goal optimization, the
success achieved by an organization depends on its ability to obtain and
utilize its resources. If an organization succeeds in achieving its goals, then
the organization is running effectively. There are many benchmarks that can be
used to assess the level of effectiveness of an organization. This measurement
can completely describe the main elements related to fostering the
effectiveness of an activity or an organization.
One way to assess
organizational effectiveness is to use an internal approach with the Mc Kinsey
7S framework model, which is a tool for analyzing organizations and managerial
actions by looking at the organization as a whole, so that organizational problems
can be diagnosed and strategies can be developed and implemented (Masfi, 2018). This model is different from other organizational
analysis models, because the Mc Kinsey 7S framework assesses the internal
organization as a whole and the Mc Kinsey 7S framework is able to diagnose
organizational problems and can be implemented within the organization. There
are seven in the Mc Kinsey 7S framework which are differentiated into hard
elements and soft elements. Hard elements are elements that can easily be
identified and influenced by management. The hard elements consist of Strategy,
Structure and System. Soft elements are more difficult to identify because they
are dynamic, always changing and highly dependent on individuals within the organization. Soft elements include shared values,
skills, staff (staff or personal in the organization), and style (leadership
style) (Berthon et al., 2012).
Organization Concept
Organization comes from
the Greek word organon, which means tool. The definition of organization has
been conveyed by many experts, and basically there is no difference in
principle. According to Chester I. (Ribas et al., 2022) stated that an organization is a system of cooperation
between two or more persons (Organization as a system of cooperatives of two
more persons).
(Grunig et al., 2013) suggests that organization is any form of cooperation to
achieve a common goal (Organization is the form of every human association for
the attainment of common purpose).
(Wulandari et al., 2023) states that an organization is a system consisting of
patterns of cooperative activities carried out regularly and repeatedly by a
group of people to achieve a goal.
Based on this definition,
it can be concluded that a group of people can be said to be an organization if
it fulfills four main elements (Sopiah, 2008:20),
namely:
a.
is a system;
b.
existence of activity patterns;
c.
the existence of a group of people;
d. there is a defined goal.
Organizational
Effectiveness
Organizational
effectiveness according to (Raina, 2010) is the level of success of the organization in achieving
its goals/targets. (Zakuan et al., 2012) defines organizational effectiveness as involving two
aspects, namely organizational goals and the implementation of functions or
ways to achieve these goals.
Looking at the description
of effectiveness, organization and organizational effectiveness above, the
researcher concludes that organizational effectiveness can be used as a measure
to see whether or not an organization has achieved its activities or functions
so that the goals that have been set can be achieved by optimally using tools.
-existing tools and resources.
(Zheng et al., 2010) emphasizes the importance of organizational
effectiveness in achieving organizational goals and effectiveness is the key to
the success of an organization. (Armstrong, 2010) put forward an approach to measuring organizational
effectiveness which he calls a system model, which includes four criteria,
namely adaptation, integration, motivation and production.
a.
The adaptation criteria question the ability of an
organization to adapt to its environment.
b.
Integration, namely measuring the level of an
organization's ability to carry out socialization, develop consensus and
communicate with various other organizations.
c.
Member motivation. In this criterion, measurements are
made regarding the attachment and relationship between organizational actors
and their organization and the completeness of the facilities for carrying out
the main tasks and functions of the organization.
d.
Production, namely the effort to measure organizational
effectiveness, is related to the quantity and quality of organizational output
and the intensity of an organization's activities.
Based on the description
above, it can be concluded that organizational effectiveness is the main
element and organizational system and how these elements influence each other
to facilitate or hinder the achievement of organizational goals.
According to (Tang, 2017), organizations are influenced by internal and external
factors of the organization, the following are these factors:
a.
Internal Factors
1)
Organizational structure and technology used. This factor
influences whether or not the organizational structure/arrangement and the use
of technology is appropriate, which is then linked to the objectives, size of
the organization, number and quality of employees and existing facilities.
2)
The quality and behavior of human resources. Quality here
is defined as ability in terms of knowledge and skills possessed by employees.
Meanwhile, behavior is defined as the perceptions, desires and actions of
employees.
3)
The culture that exists in the organization.
Organizational culture is reflected in the consistent mindset, speaking style
and behavior of employees involved or involved in managing the organization,
for example regarding how to make decisions, how to communicate and how to
interact in the internal environment and with the external environment.
4)
Management policies and practices. The more appropriate
each policy is taken and the better the managerial practices or activities, the
more effective an organization will be in achieving its goals.
b.
External factors
Behavior from the external
environment of the organization. The external environment of an organization
includes economic conditions, government policies, politics, social culture,
customers, and so on. Some external factors can be controlled (controllable),
some cannot be controlled (uncontrollable). Factors that cannot be controlled
are much more influential than factors that can be controlled, because
sometimes factors that cannot be controlled will make it difficult for the
organization to take policies and develop strategies to achieve goals.
c.
Organizational characteristics are relationships that are
relatively permanent, such as the composition of human resources contained in
the organizational structure. In an organizational structure, employees are
placed as part of a relatively permanent relationship that will determine
patterns of interaction and task-oriented behavior.
d.
Environmental characteristics. These characteristics
include:
1)
The external environment is the environment that is
outside the organization and has a great influence on the organization,
especially related to decision making and action taking.
2)
The internal environment, namely the overall environment
within the organization, is known as the organizational climate.
3)
Worker characteristics are the factors that have the most
influence on effectiveness. Each individual has many differences, but
individual awareness of these differences is important in efforts to achieve
organizational goals. When an organization is able to integrate individual
goals with organizational goals, the organization will be closer to success.
4)
Management characteristics, namely strategies and work
mechanisms designed to coordinate everything within the organization in order
to achieve effectiveness.
Employee Performance
According to (Pebrianti & Aziza, 2019) performance is a description of the level of achievement
of implementing an activity program or policy in realizing an organization's
goals, objectives, vision and mission as outlined in an organization's
strategic planning. (Folan et al., 2007) says that performance comes from the meaning of
performance. There are also those who define performance as the result of work
or work achievement. However, performance actually has a broader meaning, not
just the results of work, but including how the work process takes place.
Based on the description
above, it can be concluded that performance is a description of the level of
achievement of implementing an activity in realizing the goals, objectives,
mission and vision of an organization as stated in an organization's strategic
planning. Performance can be known only if the individual or group of
individuals has predetermined success criteria
The McKinsey 7S Framework
Developed in the early
1980s by Tom Peters and Robert Waterman, two consultants who worked at McKinsey
and corporate consulting firms, the basic scope of this model is that there are
7 internal aspects of an organization that need to be aligned if the
organization is to be successful. Each element of The McKinsey 7S Model will be
explained below:
a.
Strategy
Strategy is defined as a
company's plan to respond or anticipate changes in the external environment
related to their buyers and competition. Strategy is a company's way of
improving its position in the competition.
b.
Structure
Structure is defined as
how changes are structured and who reports to whom. Structure divides tasks and
then provides coordination. Structure largely determines how goals and policies
are set, structure also dictates how resources will be allocated. For example,
the goals and policies established under a functional organizational structure
are expressed in functional terms, and resource allocation is allocated
according to business functions.
c.
Systems
Systems are defined as the
day-to-day effectiveness and procedures associated with employees in completing
their work. If you want to understand a company can actually (or not) get
something done, look at its systems. Robust changes to systems can improve an
organization's effectiveness without causing the damaging side effects that
often result from tweaking the structure.
d.
Shared values
Shared values, or
superordinate goals, are a set of values and ambitions, often
unwritten, that go beyond formal, conventional statements of company goals.
Superordinate goals are the most basic ideas for building a business.
e.
Style
Style here is related to
management. One element of a manager's style is how he chooses to spend his
time. Managers should not only spend their time on planning, organizing, and
other technical matters but managers can also reinforce messages or get people
thinking in the desired direction.
f.
Staff
Staff is defined as human
resources in the company. (Russell & Brannan, 2016) said the right people can make any organization work.
The right people can make any organization work.
g.
Skills
Skills are defined as what
a company can do very well. McKinsey's 7S model involves 7 interdependent
factors which are categorized as hard elements and soft elements. Hard elements
are easy to define and management can directly influence them. Soft elements,
on the other hand, can be more difficult to describe and intangible, and more
influenced by culture.
Method
In this research, qualitative research methods are used with a descriptive
approach, research that describes conditions and findings in the field in
accordance with existing reality. This research was conducted at the
Directorate of Early Childhood Teachers and Dikmasc, Ministry of
Education, Culture, Research and Technology. The type of data collected is
secondary data obtained indirectly, in the form of written materials/documents
related to the research focus in the form of books, regulations, documents or
important manuscripts and primary data obtained directly from the source,
without intermediaries. The data source is the results of interviews with
informants. Informants were selected using: Purposive sampling and Accidental
sampling, namely employees within the Directorate of Early Childhood and
Community Education Teachers of the Ministry of Education, Culture, Research
and Technology who were selected who could provide information related to the
research. Data collection techniques include: Interviews, Direct Observation,
Documentation Study, Literature Study. This research uses another instrument in
the form of an interview guide.
Result
and Discussion
1. Overview of the
organizational effectiveness of the Directorate of Early Childhood Teachers and
Community Education, Ministry of Education, Culture, Research and Technology
Based on the results of
informant interviews, it can be concluded that the concept of describing
effectiveness from this research is the factors that influence effectiveness
related to: clarity of objectives, philosophy and value system, composition and
structure, organizational technology and organizational environment. The
results of research on effectiveness are as follows:
a.
Clear Goals
Organizational clarity
consists of organizational structure and technology. The organizational
structure includes how tasks are distributed in the Directorate of Early
Childhood Teachers and Community Education, and technology is the mechanism
used to achieve organizational goals by changing something to be more useful.
Based on the research results, to achieve organizational goals it is necessary
to pay attention to:
1) Organizational
structure
The organizational
structure shows the division of labor and shows how
different functions or activities are integrated (coordination). Apart from
that, the organizational structure also shows job specializations, command
channels and report submission. Therefore, in the organizational structure of
the Directorate of Early Childhood Teachers and Community Education, it is
necessary to know how the tasks and functions of each employee are distributed
to achieve organizational goals. The Directorate of Early Childhood and
Community Education Teachers, which is an organization, already has an
organizational structure with a clear division of tasks and work divisions,
especially those implementing programs and activities.
2) Organizational
technology
Mechanisms/techniques
used by the Directorate of Early Childhood Teachers and Community Education in
converting the coordination of program planning and activity planning into
useful ones, effectively and efficiently.
b. Philosophy and value
system
Workers in an
organization are the most dominant human resources in an organization. Workers
are also a resource that is directly related to work, therefore worker behavior in the long term will facilitate or hinder the
achievement of organizational goals. Workers are the main capital in an
organization which will have a big influence on effectiveness, and even though
the technology used is sophisticated technology and supported by a good
structure, without workers it is all useless.
c. Organizational
environment
Environmental characteristics
are how the environment originating from within (internal) and outside the
organization (external) influences the achievement of organizational goals, in
this case the coordination of effective program planning and organizational
activities. The results of the research, regarding the influencing factors of
environmental characteristics, are divided into two, namely the internal
environment and the external environment.
1)
Internal Environment
The internal
environment is the organizational environment that is within the organization
and formally has direct and specific implications. The internal environment has
a direct influence on the organization, including employees/workers in the
organization, as well as leaders. In this research, the internal environmental
influence that needs to be known is the number of employees in the Directorate
of Early Childhood Teachers and Community Education
2)
External Environment
The external
environment is the environment that is outside the organization and is related
to the organization's work activities, in this case the work activities of
coordinating the preparation of program planning and activities. The external
environment that is focused on in the results of this research is the role of
employees in the organizational environment and how the organization attempts
to improve the work environment as well as socialization with other agencies.
Based on the description
above regarding the organizational description of the Directorate of Early
Childhood Teachers and Community Education, it can be concluded that the role
of leadership in anticipating changes that occur in the environment and formulating
main targets is very crucial because it will bring progress within the
organization, so that Coordination of the preparation of program planning and
activities carried out by the Directorate of Early Childhood Teachers and
Community Education is effective and supported by competent human resources,
adequate infrastructure and good managerial and leadership.
As an illustration of the
organizational effectiveness of the Directorate of Early Childhood Education
and Community Education, the role of leadership in anticipating changes that
occur in the environment and formulating main targets is very crucial because
it will bring progress within the organization, so that the organizational
goals carried out by the Directorate of Early Childhood Teachers and Community
Education runs effectively and is supported by competent human resources,
adequate infrastructure and good managerial and leadership.
Effectiveness is needed in
various activities or pursuits, including organizational activities. Currently,
the factors that influence the organizational effectiveness of the Directorate
of Early Childhood Teachers and Community Education include human resources who
have competence in their field of work and employee competency development as
well as IT-based communication facilities and infrastructure.
The results of this
research refer to the 7S McKinsey Framework theoretical model, namely:
strategy, structure, leadership style, system, human resources (staff), skills,
values. Cultural values (shared values) in analyzing
organizational effectiveness of the Directorate of Early Childhood Teachers and
Community Education explains that:
a. Structure
If viewed from the
Structure factor, the concept of structure follows function is implemented
well. This happens because the organizational institutional structure is
appropriately created based on the functions and duties of each organizational
element of the Directorate of Early Childhood Teachers and Community Education.
b. System
If viewed from the
System factor, the Directorate of Early Childhood and Community Education
Teachers already uses information technology. This use of IT makes it easier
for organizations to carry out their activities.
c. Strategy
If viewed from the
Strategy factor, there are several strategies carried out by the Directorate of
Early Childhood and Community Education Teachers in carrying out organizational
activities, namely:
1)
Increase the availability of professional Early Childhood
and Community Education teachers and educators.
2)
Improving the governance of the Directorate of Early
Childhood Teachers and Community Education
3) Reward early childhood and
community education teachers
d. Style
If viewed from the
Style factor, the leadership style of the Directorate of Early Childhood
Teachers and Community Education is very participative. This can be seen when
various organizational policies and targets are monitored directly at almost
every stage. Apart from that, the form of communication distribution is very
clear, democratic and open, especially in hearing various suggestions and ideas
from subordinates, so that it can support the achievement of predetermined
targets and improve performance at the Directorate of Early Childhood Teachers
and Community Education.
e. Staff
If viewed from the
staff factor, the roadmap (planning to meet the needs) of employees at the
Directorate of Early Childhood Teachers and Community Education is carried out
through the recruitment route, namely via the internet. However, it is felt
that the employee needs at the Directorate of Early Childhood and Community
Education Teachers are sufficient both in quantity and quality. This will
certainly affect the value of the results of the organizational program
activities carried out.
e. Skills
If viewed from the
Skills factor, the Directorate of Early Childhood Teachers and Community
Education has held knowledge management in the form of training where employees
from various divisions exchange ideas, concepts and knowledge related to their
duties.
f. Shared Values
If viewed from the
Shared Values factor, the Directorate of Early Childhood Teachers
and Community Education has an organizational work culture in accordance with
organizational cultural values that emphasize the organization's
code of ethics. All leaders and employees at the Directorate of Early Childhood
Teachers and Community Education carry out this culture every day. The
organizational cultural values include: honesty, responsibility,
cooperation, speed and care. These five work culture values were
developed to support organizational performance in achieving predetermined
targets.
2.
Factors influencing the Directorate of Early Childhood Teachers and
Community Education at the Ministry of Education, Culture, Research and
Technology reviewed using the Mc Kinsey 7S Framework approach?
Based on the results of the interview above,
it can be concluded that the factors that influence the organizational
effectiveness of the Directorate of Early Childhood Teachers and Community
Education are:
a.
Human
Resources
Human resources are the most important
organizational assets that must be owned and paid great attention to by
leaders. The term human resources refers to the people
within an organization. When leaders engage in human resource activities as
part of their work, they seek to facilitate the contributions made by people to
achieve the organization's plans and strategies. The importance of human
resource efforts stems from the fact that people (humans) are an element that
is always present in every organization. They create goals and innovate in
order to achieve organizational goals.
b.
Leadership
In organizational life, the existence of
leadership plays a very important role, it could even be said to be very
determining in efforts to achieve previously set goals. It is true that a
leader, either individually or as a group, cannot possibly work alone. Leaders
need another group of people, popularly known as subordinates, to provide
loyalty and contribution to the organization, especially in ways of working
that are efficient, effective, economical and productive. Leaders also need
other facilities and infrastructure. So it is clear
that effective leadership is leadership that is able to grow, maintain and
develop cooperative efforts and climate in organizational life.
Competence is the ability to carry out tasks,
work based on knowledge, skills and supported by attitudes that are individual
characteristics. Competency is an individual's ability to carry out their work
in the workplace by meeting standards. Therefore, competency refers to the
ability or suitability of an individual in an organization to carry out tasks
perfectly in order to achieve organizational goals.
3.
Efforts made to increase the organizational effectiveness of the
Directorate of Early Childhood Teachers and Community Education of the Ministry
of Education, Culture, Research and Technology through the Mc Kinsey 7S
Framework approach?
Berdasarkan hasil wawancara tersebut di atas dapat disimpulkan bahwa Upaya yang dilakukan untuk meningkatkan efektivitas organisasi Direktorat Guru Paud dan Pendidikan Masyarakat adalah:
a.
Empowerment
The process allows staff to have input and
control over their work and to be able to openly share suggestions and ideas
about their work.
Demonstrate effective team work when
contributing to an organization where the process is an effort to solve a
problem and increase the innovation of its members.
The ability of an organization to be able to
improve the capabilities of its staff so that they can compete and achieve
organizational goals
Motivation is given as a
driving force or driver within a person to want to behave and work diligently
and well in accordance with the duties and obligations that have been given to
him.
Conclusion
Based on the
interview findings, the researcher concludes that the Directorate of Early
Childhood Teachers and Community Education demonstrates organizational
effectiveness as each division fulfills its duties
and functions according to job descriptions and SOP, contributing to the
achievement of organizational goals. Influencing factors include human
resources, leadership, and employee competency. Efforts to enhance
organizational effectiveness involve empowerment, teamwork, developmental
ability, and motivation. Recommendations include providing continuous guidance
and training to employees, collaborating with training institutions,
maintaining and improving organizational effectiveness, achieving unrealized
goals with external stakeholder support and improved leadership-subordinate
cooperation, and enhancing human resource competency and supporting facilities
for increased organizational effectiveness.
REFERENCES
Armstrong, M. (2010). Armstrong’s
essential human resource management practice: A guide to people management.
Kogan Page Publishers.
Berthon, P. R., Pitt, L. F.,
Plangger, K., & Shapiro, D. (2012). Marketing meets Web 2.0, social media,
and creative consumers: Implications for international marketing strategy. Business
Horizons, 55(3), 261–271.
Folan, P., Browne, J., & Jagdev,
H. (2007). Performance: Its meaning and content for today’s business research. Computers
in Industry, 58(7), 605–620.
Grunig, L. A., Grunig, J. E., &
Ehling, W. P. (2013). What is an effective organization? In Excellence in
public relations and communication management (pp. 65–90). Routledge.
Masfi, A. (2018). Analisis
Efektifitas Organisasi Dengan Pendekatan Model Mc Kinsey 7s Framework Terhadap
Kinerja Puskesmas Di Kabupaten Sampang. Universitas Airlangga.
Pebrianti, S., & Aziza, N.
(2019). Effect of clarity of budget objectives, accounting control, reporting
systems, compliance with regulation on performance accountability of government
agencies. 1st Aceh Global Conference (AGC 2018), 396–410.
Purnama, C. (2013). Influence
analysis of organizational culture organizational commitment job and
satisfaction organizational citizenship behavior (OCB) toward improved
organizational performance. International Journal of Business, Humanities
and Technology, 3(5), 86–100.
Purwani, W., & Sukestiningsih, S.
(2022). The effect of relationship quality of work life, quality of human
resources on organizational citizenship behavior (OCB): An industrial
psychology study. Jurnal Ilmiah Manajemen, Ekonomi, & Akuntansi (MEA),
6(2), 1642–1657.
Raina, R. (2010). Timely, continuous
& credible communication & perceived organizational effectiveness. Indian
Journal of Industrial Relations, 345–359.
Ribas, W. P., Pedroso, B., Vargas, L.
M., Picinin, C. T., & Freitas Júnior, M. A. de. (2022). Cooperative
Organization and Its Characteristics in Economic and Social Development (1995
to 2020). Sustainability, 14(14), 8470.
Russell, S., & Brannan, M. J.
(2016). “Getting the Right People on the Bus”: Recruitment, selection and
integration for the branded organization. European Management Journal, 34(2),
114–124.
Tang, H. (2017). Effects of
leadership behavior on knowledge management and organization innovation in
medicine and health sciences. Eurasia Journal of Mathematics, Science and
Technology Education, 13(8), 5425–5433.
Wulandari, D., Rusdinal, R.,
Gistituati, N., & Nifriza, I. (2023). Development Of Educational
Organizationsin The Integrated PN Vocational School Of Merangin, Jambi
Province. Jurnal Pendidikan Indonesia, 4(04), 345–354.
Zakuan, N., Muniandy, S., Saman, M.
Z. M., Ariff, M. S. M., Sulaiman, S., & Abd Jalil, R. (2012). Critical
success factors of total quality management implementation in higher education
institution: a review. International Journal of Academic Research in
Business and Social Sciences, 2(12), 19.
Zheng, W., Yang, B., & McLean, G.
N. (2010). Linking organizational culture, structure, strategy, and
organizational effectiveness: Mediating role of knowledge management. Journal
of Business Research, 63(7), 763–771.