Organizational Effectiveness in the Afterschool Sector: Insights from Two Case Studies
Abstract
There is a dearth of scholarship regarding attributes of organizational effectiveness in afterschool programming. The purpose of this study was to explore how stakeholders contribute to organizational effectiveness in afterschool agencies that serve low income, inner-city youth. The researcher utilized a qualitative case study methodology of two 501(c)(3) non-profit agencies that have been serving inner city youth since the 1960s. Stakeholder Theory was the lens used to identify the stakeholders’ behaviors and practices. Eleven stakeholders participated including leaders, trustees, employees, and partners. The researcher completed multiple site-visits and analyzed artifacts to permit the triangulation of data. This research revealed seven key findings regarding the stakeholders: Mission alignment is essential; Continuous dialogue and communication are a necessity; Commitment to developing authentic interpersonal relationships undergirds effective operations; Training for all stakeholders facilitates effectiveness; Strategic planning and metrics allows stakeholders to gain consensus on whether the organization is achieving its objectives; Articulation of an organization model contributes to clarity and effectiveness among stakeholders, especially during periods of change and expansion; Effective afterschool organizations embrace organizational change and evolution. Recommendations were made for leaders in the afterschool sector as well as for future research.
Subject Area
Educational leadership|Organizational behavior
Recommended Citation
McSween, Roseanne Evelyn, "Organizational Effectiveness in the Afterschool Sector: Insights from Two Case Studies" (2018). ETD Collection for Fordham University. AAI10751805.
https://research.library.fordham.edu/dissertations/AAI10751805
