APPROACHES TO ASSESSING THE EFFICIENCY OF MANAGEMENT OF NON-GOVERNMENTAL ORGANIZATIONS

Abstract

Background. The article presents a theoretical and methodological analysis of approaches to evaluating the effectiveness of management in public organizations within the context of the transformation of the non-profit sector in modern society. The relevance of the study is determined by the growing role of public organizations in shaping social policy, implementing socially significant programs, and mobilizing community resources, which requires scientifically grounded mechanisms for measuring managerial performance. It is substantiated that traditional evaluation approaches, primarily based on financial indicators or administrative cost ratios, fail to reflect the specific nature of mission-driven organizations focused on creating social value and generating societal impact, and therefore require conceptual reconsideration.

Purpose. The purpose of the study is to systematize contemporary approaches to evaluating management effectiveness in public organizations and to substantiate an integrated conceptual model that ensures a comprehensive understanding of managerial performance.

Materials and Methods. The methodological basis of the research includes general scientific methods of analysis, synthesis, comparison, and systematization of academic sources, as well as a structural and logical approach to generalizing existing concepts of organizational effectiveness assessment. The informational base consists of works by foreign and domestic scholars in the fields of nonprofit sector studies and organizational effectiveness theory.

Results. Based on the analysis of scientific literature, goal-oriented, resource-based, stakeholder, process, integrated, and innovation-oriented approaches to evaluating management effectiveness in public organizations were systematized. It was found that most contemporary models are grounded in a multidimensional logic combining strategic goal achievement, financial sustainability, organizational capacity, quality of internal processes, stakeholder satisfaction, and social impact measurement. At the same time, the fragmentation of existing research was identified, manifested in the focus on individual dimensions of effectiveness without their systematic integration into a coherent framework. The necessity of forming a comprehensive approach that combines managerial, programmatic, and social evaluation parameters was substantiated. An author’s integrated multi-level model for evaluating management effectiveness in public organizations is proposed, combining strategic, resource, process, and socio-stakeholder levels.

Future Research. Further research prospects include the development of quantitative and qualitative indicators for empirical testing of the proposed model, its adaptation to the Ukrainian context of public organization functioning, and its practical implementation in strategic management processes within the nonprofit sector.