TÜRKİYE DİYANET VAKFI'NIN SAW, COPRAS VE TOPSIS YÖNTEMİ İLE PERFORMANS DEĞERLENDİRMESİ
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2017
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info:eu-repo/semantics/openAccess
Özet
Sosyal alanlarda hizmet veren ve kâr amacı gütmeyen Sivil Toplum Kuruluşları da (STK) faaliyetlerini kesintisiz, etkili ve verimli olarak sürdürmek için kendilerini sürekli olarak geliştirmeli ve yenilemelidir. Kendilerini sürekli olarak denetleyen, dönüştüren, amaç doğrultusunda faaliyetlerine odaklanan ve verimliliği en üst seviyede tutmayı kendilerine prensip edinen STK'lar belirli bir standarda ulaşmakta ve faaliyetlerini uzun süre devam ettirebilmektedir. Diğer taraftan bağışçılarının kendilerine sağladığı katkıyı verimsiz olarak kullanan STK'lar ise varlıklarını sürdürmekte zorlanmakta ve zamanla gelir kaybına uğramaktadır. Gelirlerini sürekli artırarak faaliyetlerini çeşitlendirmek isteyen kuruluşlar belirli aralıklarla performans değerlendirmesi yaparak mevcut durumlarını kontrol etmeli ve bu doğrultuda gerekli yapısal ve stratejik kararları zaman geçirmeden almaları gerekmektedir. Bu çalışma ile 1974 yılından itibaren Türkiye'de sosyal alanlarda faaliyette bulunan "Türkiye Diyanet Vakfı'nın" (TDV) 2010-2014 yılları arasındaki performansı değerlendirilmiştir. Performans değerlendirmesi Simple Additive Weighting (SAW), Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) ve yeni sayılabilecek Complex Proportional Assessment (COPRAS) yöntemleri ile gerçekleştirilmiştir. TDV'nin SAW'a göre 2014, COPRAS'a ve TOPSIS'e göre ise 2013 yılında en yüksek performansı gösterdiği belirlenmiştir
Non-profit Civil Society Organizations (CSO) that serve in social areas should improve and modernize themselves constantly to carry on their activities continuously, effectively and productively. CSOs that supervise, transform themselves, focus on their activities in accordance with their aims, and make it a principle to keep productivity at the utmost level tend to achieve a certain standard and carry on their activities for a long time. On the other hand, CSOs that use, unproductively, the contributions that their benefactors have provided tend to have problems carrying on their activities and experience revenue loss in time. Organizations that want to increase their revenues and diverse their activities should make a performance evaluation at regular intervals and check their situations, and make structural and strategic decisions in time. In this study, Turkish Religious Foundation (TRF), which serves in social areas in Turkey, was evaluated in terms of its performance between the years 2010-2014. Performance evaluation was carried out through Simple Additive Weighting (SAW), Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) and the quite recent Complex Proportional Assessment (COPRAS) methods. TRF showed the highest performance in 2014 according to SAW, and in 2013 according to COPRAS, and TOPSIS
Non-profit Civil Society Organizations (CSO) that serve in social areas should improve and modernize themselves constantly to carry on their activities continuously, effectively and productively. CSOs that supervise, transform themselves, focus on their activities in accordance with their aims, and make it a principle to keep productivity at the utmost level tend to achieve a certain standard and carry on their activities for a long time. On the other hand, CSOs that use, unproductively, the contributions that their benefactors have provided tend to have problems carrying on their activities and experience revenue loss in time. Organizations that want to increase their revenues and diverse their activities should make a performance evaluation at regular intervals and check their situations, and make structural and strategic decisions in time. In this study, Turkish Religious Foundation (TRF), which serves in social areas in Turkey, was evaluated in terms of its performance between the years 2010-2014. Performance evaluation was carried out through Simple Additive Weighting (SAW), Technique for Order of Preference by Similarity to Ideal Solution (TOPSIS) and the quite recent Complex Proportional Assessment (COPRAS) methods. TRF showed the highest performance in 2014 according to SAW, and in 2013 according to COPRAS, and TOPSIS
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Yönetim ve Ekonomi Araştırmaları Dergisi
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15
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1
