Organisational Diagnosis on Effectiveness: A Comparative Study of Public and Private Sector Organisations

Changes have taken place in the lives of Indian organisations due to globalization and developments in information and communication technology revolutions. The present research focused on comparative perspectives and conceptual frame work suggested by Daft (1995) to study public and private sector organisations relating to culture, structure and strategy on organisational effectiveness. 400 front line managers comprising of 200 public and 200 private sectors, were taken into consideration. Group t-tests were conducted to assess the similarities and dissimilarities among HR personnel. The findings made a modest empirical contribution to understanding the fundamental challenges of sectoral perspectives. On one hand, the findings confirmed significant differences between public and private sector employees in their perceptions of organisational culture, structure and strategy; and on the other hand, examined the theoretical model of the relationship between organisational effectiveness as a series of work-related outcomes stating no significant differences across the sectors. The study provided practical implications for organisational development in linking structural variables to performance; focused on organisational culture in organisational efforts; addressed organisational issues holistically; suggested future studies in the areas of measurement improvement; and explored further research questions.