Board Effectiveness and Organizational Performance: A Study of Public Transit Systems;Final rept. Jan 03-Dec 03

摘要

This study integrates measures of organizational performance, board performance, board characteristics, structure, roles, functions, and processes into a model that relates board activities to roles and organizational performance, and addresses three main issues. First, it analyzes how well board members perform generally accepted functions, roles, and responsibilities. Second, it identifies public transit organizational performance measures from fifteen sources and determines their relationships with the roles and functions of the boards of directors. Third, it identifies areas of board roles and responsibilities that have significant impacts on the abilities of public transport organizations to fulfill their missions, strategic, and operational objectives. Among its findings are that some board roles are positively associated with unit-cost measures and vehicle productivity, in terms of output per vehicle. It also finds management must pay attention to the structure of public transit, and the public should pay attention in electing to serve only those board members who can make the most contribution to public transit systems. Another finding is that board activities and board roles are related and that involvement of board members in interpersonal, analytical, and political activities is positively related to role performance (control, resource, and service).