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1
Bourdin, Linn, und Emelie Larsson. „”DET FINNS JU INGEN VISMA-KÄNSLA NÄR MAN SITTER HEMMA” – ELLER FINNS DET? : - En fallstudie om distansarbetes påverkan på ledarskap och den effektiva organisationskulturen inom IT-företag“. Thesis, Högskolan i Skövde, Institutionen för handel och företagande, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:his:diva-20054.
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Bakgrund: Distansarbete som under de senaste åren har blivit allt mer vanligt innebär enannan typ av arbetssätt, vilket påverkar organisationens kultur. Varje organisation har en egen kultur, där ledaren har en viktig roll i att influera medarbetarna. Om kulturen är effektiv kan organisationen uppnå fördelar som ökad effektivitet och positiva resultat, både ekonomiska och gällande medarbetarna välmående. Det är därför viktigt att ledarskapet anpassas för att upprätthålla en effektiv organisationskultur, när arbetet går från en fysisk arbetsplats till distans. Då kunskapsintensiva organisationer har en teknisk vana som möjliggör att distansarbete fungerar, valdes ett IT-företag ut som studiens undersökningsobjekt. Syfte: Syftet med studien är att få en djupare kunskap om hur chefer och medarbetare på IT-företag upplever att distansarbetet har påverkat ledarskapet och deras organisationskultur. Teoretisk referensram: Studien utgår från tre huvudområden, kunskapsintensiva organisationer vilket är kontexten, ledarskap på distans och effektiv organisationskultur. Alla tre områden beskriver vikten av ledarskap och olika typer av ledarskapsförmågor inom de tre huvudområdena. Metod: Studien utgår från en fallstudiedesign där det empiriska materialet samlades in genom både en kvalitativ och kvantitativ undersökning, vilket utgör en triangulering. Den kvalitativa undersökningen har gjorts i form av intervjuer med chefer inom ett IT-företag, och den kvantitativa undersökningen genomfördes via en enkätundersökning med medarbetarna till de intervjuade cheferna. Slutsats: Ledarskapet påverkas av distansarbete i form av att ledaren inte längre kan läsa av stämningen på samma sätt, vilket leder till att det är svårare att stötta medarbetarna och se deras välmående. Ledarskapet måste därför förändras på distans, bli mer tydligt och ha tydligare kommunikation. Bristen på den sociala interaktionen bidrar även till att ledarens roll blir allt viktigare för att upprätthålla en effektiv organisationskultur, vilket kräver starka relationer och att vara en god förebild.Background: Distance work, which in recent years has become increasingly common, involves a different type of way of working, which has affected the organizational culture. Each organization has its own culture, in which the leader has an important role in influencing the employees. If the culture is effective, the organization has the possibility to achieve benefits such as increased efficiency and positive results, both financially and the wellbeing of the employees. Therefore, it is important to adapt the leadership to maintain an effective organizational culture when work shifts from the physical workplace to working on distance. Since knowledge-intensive organizations have a technical experience which makes distance work possible, an IT-company was selected as the study's research object. Purpose: The purpose of the study is to gain a deeper knowledge of how managers and employees in IT companies experience how working on distance has affected the leadership and their organizational culture. Theory: The study is based on three main areas, knowledge-intensive organizations which is the context, distance leadership and effective organizational culture. All three areas describe the importance of leadership and different types of leadership abilities, within the three main areas. Method: The study is based on a case study design, where the empirical material was collected through both a qualitative and quantitative study, which constitutes a triangulation. The qualitative study was conducted in the form of interviews with managers in an IT company, and the quantitative study was conducted through a questionnaire survey with the employees of the interviewed managers. Conclusion: The leadership is affected by distance work when the leader can no longer read the atmosphere in the same way, which leads to it being more difficult to support employees and their well-being. The leadership must therefore change when on distance, to become clearer and to have clearer communication. The lack of social interaction also contributes to6the role of the leader becoming increasingly important to maintain an effective organizational culture, which requires strong relationships and being a good role model.
2
Lee, John 1957 Dec 10. „Effective global teams : impact of organizational culture change and national culture differences“. Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9200.
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Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2000.Also available online on DSpace at MIT.
Includes bibliographical references (leaves 54-55).
The concept of dispersed teams is widely applied in industry today. This thesis explores the experience of one remotely located team of a U.S. based multinational in the automotive industry based in Japan. It begins by reviewing the literature on the subject, followed by a general discussion of the concept of organizational culture change and the impact of national culture differences in working globally dispersed. The automotive team that is the basis for this study is successful in the marketplace but sometimes faces conflicts working with the Headquarter and other business units in its efforts to meet the specific requirements of the Japanese market. The differences in priorities and business practices often serve to cause the members in the Japan based remote team to feel isolated and misunderstood in their role as the "front-line" soldiers" with a defined mission of growing the Japanese market. What emerges from the study is the fact that a major culture change in the home organization coupled with diverse cultural differences between Japan and the U.S. makes it difficult for the entire organization to move in sync with the shared visions of the senior management as quickly as necessary in the fast changing marketplace. Although the directions are clear and the future path seem rational, entrenched ways of doing business caused by old habits and existing systems seem to get in the way. There also appears to be no fast and clear-cut solutions to this dilemma. It takes more time to build trust, develop a shared vision and mitigate the cultural gulfs that are inevitable. For management, it means greater efforts to communicate about where the organization needs to move and resolving differences in perceptions between the remote team and the home organizations.
by John Lee.
M.B.A.
3
Klobucher, Elizabeth A. „The effects of organizational culture on company finances“. Menomonie, WI : University of Wisconsin--Stout, 2006. http://www.uwstout.edu/lib/thesis/2006/2006klobuchere.pdf.
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4
Dom, Veliswa Virginia. „A survey of organizational culture and organizational performance in a manufacturing company“. Thesis, Rhodes University, 2018. http://hdl.handle.net/10962/61861.
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The purpose of this research was to explore the relationship between organizational culture and organizational performance in a manufacturing company. This company supplies metal products to the motor vehicle manufacturing industry, where the quality and quantity of parts produced is of paramount importance, since the buyers of these products are quality conscious. The organization has three production shifts that rotate each week. Anecdotal observations are that irrespective of the time that a shift operates over the course of the month, the different shifts tend to perform at different levels in terms of quality and quantity of output. This study therefore sought to investigate if these differences between shifts are statistically significant, and if so, whether these shifts also have differences in organizational culture. Components of organizational culture include values, norms, beliefs, attitudes, principles and expectations that give the organization a unique personality and differentiate it from other organizations. While the literature indicates that qualitative or quantitative approaches can be used in organizational culture research, this research adopted the quantitative approach, making use of the Competing Values Framework (CVF). The CVF is a four-category organizational culture typology established by Cameron and Quinn (2006). The framework is based on two dimensions: stability or flexibility of the organization, and external or internal focus. In this research, the CVF was used as a measurement tool to evaluate organizational culture. In order to determine differences in organizational culture between shifts, a survey was undertaken (N=138) which measured employee perceptions pertaining to the existing organizational culture of each of the three production shifts at the company. Secondly, differences in performance between the shifts were examined by using the performance data for a three-month period for each shift in terms of quantity and quality. This data was obtained from the management of the production process at the company. Statistical analysis was done using ANOVA to analyse the differences between the shifts. The findings indicated that the dominant existing organizational culture at the company under investigation is a clan culture. Furthermore, there is a statistically significant difference between the cultures of all the three shifts at the manufacturing company. The results also indicated that there is a statistically significant difference in the quantity and quality of production between the three shifts. In conclusion, the research indicated there are differences in culture and in performance, but given the nature of the data, it was not possible to statistically analyse the relationship between shift culture and performance. However, it is conceivable that cultural differences between shifts may be contributing to performance differences. With regards to further research, it is recommended that this research be extended to other branches of the manufacturing company in other regions, in order to determine whether there are any significant differences in culture and performance between these branches and their shifts. Research could also be extended to other South African organizations to create a sufficiently large sample of shift and/or business units, so as to be able to do statistical analysis of the relationship between culture and performance.
5
Wang, Tianyi. „The impact of organizational culture on the success of the company : The case of Alibaba company“. Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-97945.
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This thesis describes the influences of organizational culture on the success of Alibaba company. In this thesis the influence of organizational culture on the success of Alibaba is explored from 4 aspects. These four aspects include: a) the definition of organizational culture, b) the characteristics of organizational culture, c) the effect of organizational culture on employees, d) the organizational culture model. This thesis uses the case study and interview to explore the relationship between the organizational culture and the success of Alibaba company. The result of the thesis is basic on the answer to the interview from the employees of Alibaba company. The author found that the reason of Alibaba becoming a successful company is its' established organizational culture based on the value of all employees. All the employees believe and trust the organizational culture and they use organizational culture to demand oneself whatever in the company or life. The organizational culture pushes the company and employees' development and growth, which is the main reason for Alibaba company to be a success.
6
Pfister, Jan. „Managing organizational culture for effective internal control : from practice to theory /“. Berlin Heidelberg Physica-Verl, 2009. http://d-nb.info/994035535/04.
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Morcos, Peter. „Effective Organizational Culture Strategies for a Firm Operating in Foreign Countries“. ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/5754.
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Organizational culture is a significant driver of success for firms, especially for those considering expansion to foreign countries. The purpose of this single case study was to explore effective cultural-oriented strategies that senior business leaders use to align the organization's culture with foreign countries' cultures to improve organizational performance in foreign countries. The target population was 8 current and former senior managers of a firm operating in 16 countries. Data were collected via a mix of videoconference and face-to-face interviews and the firm's archival documents, the financial statements, the HR policy, and the internal control policy. The conceptual framework that grounded this study was Perlmutter and Hofstede's theory of cultural dimensions, including the ethnocentric, polycentric, and geocentric model. Data analysis was conducted using Yin's 5-step model, and 5 themes emerged from the data: general characteristics of the chosen organization culture, communication, adjustment to foreign environments, organizational and national cultures, and issues with employees. The implications for positive social change include the potential to enhance a firm's social responsibility and social acceptance in international markets for the benefit of the firm, its employees, and the local societies.
8
Paul, Gary William. „Strategies to create a post-merged organisational culture conducive to effective performance management“. Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010857.
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Mergers have been described as the most complex business process that an organisation can be faced with, requiring executives and other stakeholders to discharge the promise of a more successful merged organisation. However, several studies have highlighted the factors that led to the demise of the merged organisations. One of the often quoted and frequently blamed aspects related to merger failure has been the lack of effective post-merged organisational culture integration and alignment. Where mergers have been successful, it was attributed to a structured approach to integrating and aligning all aspects related to organisational culture thus ensuring the creation of a high performing organisation, conducive to effective performance management. The main research problem in this study centred around the identification of strategies that could be used to design an integrated model for creating a post-merged organisational culture which is conducive to effectively managing performance. To achieve this objective, the following approaches were adopted: A literature study was conducted with the view to identifying the challenges facing merged organisations in general and post-merged South African Higher Education institutions in particular. The researcher also conducted interviews with senior HR practitioner at the institutions participating in this study to gain insights into their experiences of performance within their merged institutions. The institutions involved in this study were Nelson Mandela Metropolitan University (NMMU), Cape Peninsula University of Technology (CPUT and Durban University of Technology (DUT). The insights gleaned from these interviews were incorporated into the survey questionnaire. The literature study also concerned itself with the identification of strategies that merged organisations could use in its pursuit of organisational culture alignment and integration. These strategies included conducting critical pre-merger assessments or due-diligence studies, adopting structured approaches to dealing with resistance to change, employee engagement, the design, implementation and communication of monitoring and evaluation of merger success measures as well as several other moderating variables referred to in figure 1.2. In terms of sub-problem six of the study, the findings of sub-problems one, two and five were used to develop an eight-step integrated theoretical model to create an organisational culture conducive to effective performance management in a post-merged environment. The model served as a basis for the design of a survey questionnaire. The questionnaire was used to ascertain the extent to which respondents from the three participating institutions (NMMU, CPUT and DUT), perceived the various strategies as being important in establishing a post-merged organisational culture conducive to effective performance management. The results that emerged from the empirical study showed a strong concurrence with the strategies identified in the literature study and included in the integrated theoretical model. The quantitative and qualitative results from the empirical study where incorporated into the integrated theoretical model, which lead to a refined Eight-Step Integrated Post-merged Organisational Culture Creation Model as depicted in Figure 7.1 with associated details in Figure 7.2.
9
Slaughter, Christopher Lee. „Organizational Innovation's Moderation of Culture Effects on Company Financial Performance“. ScholarWorks, 2015. https://scholarworks.waldenu.edu/dissertations/1423.
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Despite 40 years of research, little is known about what moderates the relationship between organizational culture and company financial performance. This quantitative study examined if innovation moderates the relationship between an organization's culture, as measured by the Denison Organizational Culture Survey, and a company's financial performance, as indicated by return on assets (ROA). Understanding if innovation moderates the relationship between organizational culture and ROA could help business leaders foster a culture that maximizes financial performance. Lewin's field theory was the theoretical foundation explaining organizational culture. Denison Consulting provided the archival dataset, which included organizational culture scores and ROA data for 104 publically traded companies. Companies were classified into 5 innovation quintiles. Pearson's correlation, ANOVA, and multiple regression analyses were used to test the hypotheses. The results indicated that ROA did not correlate with Denison's organizational culture dimensions of adaptability, mission, consistency, and involvement; the second highest and second lowest innovation quintiles had greater ROA at high levels of mission and consistency as compared to low levels of mission and consistency; and innovation moderated the relationship between organizational culture and ROA. Enabling companies to maximize their financial performance by adjusting their organizational culture in relationship to their innovation strategies could enable the creation of cutting-edge products and services, thereby generating positive social change.
10
Bischoff, Lena. „Organizational culture persistence versus change : How organizational culture is interpreted and formulated in the work life of a company with a cultural focus“. Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-67408.
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Background: Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.
11
Nunes, Ivan, und Parisa Aasi. „The Role of Organizational Culture in IT Outsourcing Relationships: A Buyer Company Approach“. Thesis, KTH, Skolan för informations- och kommunikationsteknik (ICT), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-105065.
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Globalization has affected the organizations in different aspects such as structure, architecture, internal/external strategies and sourcing management. Outsourcing is one of the recent business strategies used to provide IT needs via external agents. The relationship between the service buyer and provider companies is a constituent playing a significant role in IT outsourcing success or failure. The questions in this research is" what is the role of organizational culture in ITO (IT Outsourcing) relationships?" This research has a focus on the influence of organizational culture of buyer companies on the specific factors of trust, cooperation, communication and commitment in their relationship with the IT service provider. A qualitative approach has been used and six global companies using ITO are selected to have interviews with their relevant managers which revealed the presence of organizational culture effect. Particularly, being innovative, having open discussion as an organizational culture, looking for extending contracts with providers as a strategy in organizational structure and responsibility and roles clarifying after outsourcing, appeared as the major differences between the six companies organizational cultures which influence the focusing aspects of ITO relationships in this research. Additionally there were some external factors found after the analysis phase which were out of the scope of the research theoretical framework such as previous experience of buyer company in outsourcing, IT governance and the value of IT in the buyer company. These extra issues can be linked to the organizational culture of the buyer company and affect their IT outsourcing relationships.
12
Calisir, Meliha. „Organizing Corporate Culture: A Case Study Of A Turkish Software Company“. Thesis, METU, 2008. http://etd.lib.metu.edu.tr/upload/12610173/index.pdf.
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The purpose of this research is to establish an innovative organizational culture in a Turkish software company. In order to do this, the perceived current and the preferred organizational cultures of the company were studied. The preferred culture of upper management and the differences between the perceived current and preferred organizational cultures by different employee groups were also investigated. The culture assessment was performed using Cameron and Quinn&rsquos (1999) Organizational Culture Assessment Instrument (OCAI). According to the survey results, the company&rsquo
s current culture was Hierarchy culture, and the least perceived current culture was Adhocracy. The preferred organizational culture of employees was Clan and Adhocracy was the second. Top management&rsquo
s preferred organizational culture was Adhocracy. Different from the employees, top management also believed that Adhocracy also exists in the company after Hierarchy culture. After analyzing the company&rsquo
s current and preferred cultures, a model based on Lewin&rsquo
s (1958) model of Organizational Change was adapted. Lewin&rsquo
s model was modified by removing the first stage of the model: unfreezing
it is believed that there will be no resistance to change when trying to establish an innovative culture. As for further research, a tactical plan should be established according to the proposed actions and the model established for the company should be tested if it reaches its goal or not.
13
Bowa, Mabvuto. „Exploring differences between organisational cultures in a company undergoing change“. Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1006287.
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Change is a common phenomena in business organisations today. The turbulent environment is exerting a significant influence on organisations to make continuous changes in their internal environment in an attempt to improve performance and achieve competitiveness in the marketplace. The human factors which confront organisations undergoing change have not been thoroughly investigated in Sub-Saharan Africa. The present study aimed at investigating human issues affecting the performance ofan organisation located in an Afiican country. Data was collected using semi-structured interviews and focus groups. Twenty interviews were conducted with employees randomly selected from all the levels of the company, namely attendant, operator, supervisory, middle and top management. Five focus groups were carried out with employees from different employee categories. Both sets of data were analysed using grounded theory. The findings showed that there were several problems in the company including insecurity, lack of opportunities for employee development, autocratic management style, lack of participation in decision making, substandard performance, ineffective human resources systems and lack of adaptation to technology. It was suggested that the problems resulted from the clash between organisational cultures in the company. At one level, there was a clash between the local workers' socialist organisational culture and the expatriates' capitalistic organisational culture. At a more deeper level, the clash appeared to be between the local employees' collectivistic sociocultural values and the expatriates' individualistic value system. These findings have significant implications for managing change in organisations with diverse cultures.
14
McLaughlin, Patrick. „Exploring aspects of organizational culture that facilitate radical product innovation in a small mature company“. Thesis, Cranfield University, 2006. http://hdl.handle.net/1826/1119.
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Much recent discussion has highlighted the challenges posed by what have variously
been called “disruptive”, “discontinuous”, “breakthrough” and “radical” innovations.
Although the labelling may vary, the underlying themes appear to be consistent. In
particular it is clear that under conditions in which the dominant “rules of the game”
change as a result of emergent or shifting markets, major movements at the
technological frontier, dislocations in the regulatory environment etc, even
organizations with well-developed innovation capabilities get into difficulties. This is
less a matter of particular technological, market or political stimuli than of the
limitations of the repertoire of organizational responses available to the firm. This
resurfaces a long-running concern with managing innovation in two different modes,
namely “exploitation” and “exploration”.
This thesis reports the results of exploratory research into specific aspects of the
organizational culture within the Research and Development (R&D) setting of a small
mature UK based company, Cerulean. In doing so it also identifies and discusses key
management interventions for developing an innovation culture that facilitates radical
product innovation. Cerulean designs and manufactures quality control instrumentation
and has in the past been very successful with radically new products. In recent years
this propensity for “radicalness” has declined and the company now wishes to regain
this capability. A grounded research methodology and a participative action research
approach was utilised to surface issues that clearly illustrated both the presence and
intensity of aspects of organisation culture that enabled and inhibited radical product
innovation. Participative analysis of the data identified nine emerging themes and key
constructs of an innovation culture that was found to influence “radicalness” in new
product development ventures. The interrelationships between the themes were
discussed in the context of current theoretical perspectives in the field of innovation
management. This led to the development of a conceptual model that incorporates two
“ideal” archetypal forms of innovation culture. A composite instrument was developed
based on existing evaluation tools and used to assess the innovation culture. First use of
the instrument indicated areas of opportunity in developing a radical innovation culture.
Further participative analysis of the emergent themes and the assessment and
evaluations of the extant innovation culture, resulted in a series of management
interventions to stimulate the development of a culture to facilitate radical product
innovation. The design of the interventions was also informed by the literature and
other organizations, part of a national Discontinuous Innovation Forum (DIF)
undergoing similar ambitions. The proposed interventions comprise a series of linked
management actions in the form of a plan to shift the innovation culture of the company
closer to a desired radical innovation culture.
15
Davis, Brooke. „What Is Needed to Enable a Cultural Shift in the Market Research Department at the Gangler Company?“ Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc700092/.
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This thesis investigates how to create an environment for organizational change within the Market Research Department at the Gangler Company (a US-based consumer products company). I explore what is influencing the current cultural environment and which of those influencers can be shifted to encourage organizational change toward the “ideal” culture that the organization has identified. Using new institutionalism as the theoretical approach, I discuss the significance of institutional forces (such as the economy and the rise in technology) on the cultural elements (i.e. behaviors, ideas, material artifacts and social structures) in the Market Research Department. Lastly, I show that by understanding those institutional influences, I can better assess what cultural elements can be shifted and which cannot. Of the cultural elements that are able to be shifted, I recommend three interventions that the organization should employ: 1) from a contrive culture to a culture of candor, 2) from a culture of division to a culture of cohesion, and 3) from a culture of knowing to a culture of learning.
16
Janneh, Mustapha, und Cui Hong. „The Impact Of New Enviroment on Organizational Culture : Company Alfa Operating In Shanghai-China“. Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6479.
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17
Kyser, Diana. „THROUGH THE LOOKING GLASS: COMPANY CULTURE AS A REFLECTION OF FOUNDER PERSONALITY IN ENTREPRENEURIAL ORGANIZATIONS“. Diss., Temple University Libraries, 2017. http://cdm16002.contentdm.oclc.org/cdm/ref/collection/p245801coll10/id/436065.
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Business Administration/EntrepreneurshipPh.D.
This dissertation explores the connection between founder personality and organizational culture in founder-led entrepreneurial companies. With a focus on how founder personality affects culture, it draws from the literature in upper echelon/top management teams, family business and organizational psychology – notably the Attraction-Selection-Attrition (ASA: Schneider, 1987) and Person-Organization fit (P-O: O'Reilly, Chatman, & Caldwell, 1991) theories. Using a combination of ethnographic, psychological and organizational data from the founders and employees of four small firms from multiple industries, and a broader survey study of 336 respondents from 23 firms, it finds support for O’Reilly et al., (2014)’s CEO Personality-Culture link in the small-company setting. It also validates two new findings: 1) that employee personality traits can trump founder personality as an influence on culture, and 2) that founder involvement can moderate the impact of founder personality on culture. The dissertation concludes with plans for further research into the personality-organizational culture effects and thoughts about the applicability of these results for founders and consultants.
Temple University--Theses
18
Engelke, Renske Magdalena. „An evaluation of the organisational culture of Matla Powerstation to support effective project management“. Thesis, Stellenbosch : Stellenbosch University, 2011. http://hdl.handle.net/10019.1/19796.
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Thesis (MBA) -- Stellenbosch University, 2011.The function of organisations is to deliver a product or a service, and thus the survival of an organisation is dependent on ensuring successful delivery in a financially viable manner. Project management was introduced to aid in this required successful delivery, placing emphasis on the cost, time and quality of the execution process of delivering the service or product. Project management does however not always deliver on successful service or product delivery, as can be deduced from the many projects that overrun budgets and timelines or under deliver on quality. The study of the impact of organisational culture stemmed from the movement in research to include the effect of the environment of a project on the effectiveness of the project management. Organisational culture has been noted to impact on many organisational elements, one of which is project management. In light of the current production and economic pressure experienced by Eskom’s power generating facilities, the effective and efficient management of projects plays a critical role in ensuring uninterrupted production and financial management. The success of the projects undertaken at Matla power station has a direct impact on the facility’s power generation capability and operational costs. This study found that the organisational culture of Matla supports effective project management at a level closer to the lower limits for the 12 cultural dimensions of a sample group of 29 national companies. Only two of the cultural dimensions rate below the national lowest rating. Considering the importance of projects for continued operational functioning, there is space for improvement in the level of support. A large plethora of factors impact on effective project management and the challenge for organisations lies in balancing the energy spent in addressing all the various factors. The difference between functional department needs and project needs must be balanced to ensure long-term goals are not given up for short-term production gains. Performance measurement should take cognisance of strategic long-term goals and must not be focused on purely short-term outcomes. The balance between production and projects is a continuous challenge. Project management plays an integral role in achieving the intense expansion required by Eskom over the next 15 to 20 years, the effective and efficient implementation of projects through effective project management must therefore be supported by the organisational culture.
19
Daniels, Genice M. „The Effects of Culture Constructs Learning, Power, Identity and Conflict on Individual and Team Performance in a Fortune 500 Company“. Thesis, Benedictine University, 2017. http://pqdtopen.proquest.com/#viewpdf?dispub=10630360.
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The quest to improve organizational performance and build effective organizational culture is prevalent today. This effort can be complex. This dissertation explores the question: Does culture change enable performance? If so, how? This dissertation focuses on the measurement of the four culture constructs: learning, power, identity, and conflict management and its relationship to performance. The article “Changing the Way We Change,” whose assertions I test in my research, provides a present-day view using all four constructs. Unique to this study, there is no known combination of the four constructs directly linked to organizational performance in research and additional empirical evidence to support enhancing organizational performance. Data from a Fortune 500 organization was analyzed and tested to see whether positive associations exist between these four constructs that enable performance change at various organization levels. The author utilized mixed-level and multilevel linear regression procedures of data analysis, and found that team empowerment and individual organizational identity significantly enabled performance change. Conversely, there was a negative relationship between employee empowerment and individual performance. Conflict management and performance also had a negative association. The paradox of organizational culture change and performance with suggestions for future research for scholars and implications for practitioners is discussed.
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Imologome, Folashayo Olateju. „Bridging the gap between an old economy culture and a new economy culture to create a high performance organisation : a critical analysis of the organisational performance of an indigenous company in a developing economy“. Thesis, Stellenbosch : Stellenbosch University, 2013. http://hdl.handle.net/10019.1/97396.
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Thesis (MBA)--Stellenbosch University, 2008.ENGLISH ABSTACT: The research seeks to investigate the progress of an indigenous group of companies in the advertising industry in Nigeria, in its bid to transform from unsustainable organisational practices to more sustainable and progressive practices that promote increased operational efficiency and organisational performance. The study made use of the Beehive Survey of High Performance Organisation TM and the Evolution to Excellence Framework (EEF), tools that were used by permission of the owners, The Village of Leaders Consulting, as well as interviews with staff of the company. The research objectives were firstly, to identify positive and negative influences on organisational culture change, secondly, to assist the subject company in identifying necessary steps to take in its bid to become world class and finally, to test the questionnaire model, the Beehive Survey, in an environment other than South Africa where it had been extensively used. The research further aimed to identify how far Nigerian companies had been able to achieve their bid to become truly world class with sustainable organisational practices, what type of leadership and cultural challenges they might face and what they needed to do to overcome these challenges. The major findings of the research were that indigenous companies need to reduce authoritative hierarchy and control, increase participation and interaction at all levels, increase transparency and information dissemination and clearly define the organisational vision and get the buy-in of all stakeholders.
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Roth, Nina A. „An exploration of organisational readiness for change within a municipal utilities company“. Thesis, University of Gloucestershire, 2015. http://eprints.glos.ac.uk/4130/.
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The research presented in this thesis is an exploration of readiness for change within a municipal energy supplier. The literature review revealed a particular gap of the concept of organisational readiness for change in the context of public sector companies with specific characteristics that may impede change. With a high rate and intensity of change due to radical changes within that industry, especially energy suppliers are under increasing pressure to adapt. Increasing forces for change combined with little change experience created an extreme context for the research presented. The concept of organisational readiness was chosen as the research focus with the aim to account for these characteristics and environmental specifics. The work of key authors in this field, including Armenakis and collaborating authors (Armenakis & Harris, 2009, 2002; Armenakis, Bernerth, Pitts & Walker, 2007; Armenakis & Bedeian, 1999; Armenakis & Fredenberger, 1997), Holt et al. (2007) and Mossholder et al. (2000) provided the main theoretical basis for the research. The research objectives were to gain a richer understanding of managers’ and other employees’ perceptions and beliefs concerning Stadtwerke Bielefeld’s readiness for change and key issues for successful change implementation. I adopted a constructivist paradigm with the focus on meanings and understanding using a qualitative approach and a local knowledge case study as the research design. The main element of the data collection was semi-structured interviews with a sample of senior managers identified as key informants, in order to interpret the phenomena in their unique setting. This was complemented by a questionnairebased survey of non-managerial employees’ assessments of readiness for change. The focuses of the applied content analysis were the context and the understanding of the situation as a whole. A striking finding among the management sample was a predominant focus on the rational side of leadership and a lack of acknowledgement of emotional aspects of change and its implementation. While in broad terms the non-management employees generally shared the managers’ confidence that change could successfully be implemented, there were significant and thus enriching differences at the detail level between the perceptions and beliefs of the two groups. The research makes a significant contribution to the understanding of change in public sector organisations. A methodology for change readiness assessment and analysis for these companies is proposed and successfully implemented during the research project. A notable finding was the very different and sometimes contradictory perspectives of managers and employees regarding readiness for change, which demonstrated the value of conducting research within two different groups of organisation members.
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Östling, Malin. „Den sociala identitetens påverkan på skapandet av en gemensam organisationskultur“. Thesis, Mälardalens högskola, Akademin för hälsa, vård och välfärd, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-21224.
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Ett företags organisationskultur består av ett gemensamt värdesystem som har en meningsskapande funktion för de anställda i företaget som identifierar sig med organisationen. I en företagsfusion, där två eller flera företag går samman, har det visat sig vara svårt att förena olika organisationskulturer på grund av motstånd från de anställda. Tidigare forskning kring detta har till stor del fokuserat på de anställdas agerande i en fusion. Syftet med denna studie var att undersöka hur anställdas meningsskapande i en fusion påverkades av deras identifikation med organisationen. Med en kvalitativ intervjustudie undersöktes hur anställda i fyra företag hade upplevt en fusion av företagen. Resultatet visade att även om förändringsprocessen hade upplevts negativt av samtliga deltagare varierade upplevelsen av det nya företaget och dess kultur utifrån deltagarnas tidigare bolagstillhörighet. Analysen visade att identifikationen med de tidigare organisationskulturerna påverkade de anställdas menings-skapande i situationen och därmed skapandet av en ny gemensam organisationskultur.
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Novozámský, Tomáš. „Návrh změny organizační kultury ve vybraném podniku“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2019. http://www.nusl.cz/ntk/nusl-402062.
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The aim of the thesis is to propose changes in organizational culture in a selected company. In the first part of my work the most important theoretical concepts are described such as definition of organizational culture, elements of organizational culture or methods of organizational culture analysis. Second part is then focused on the identification of the current organizational culture, using a questionnaire survey and semi-standardized interviews. Based on the results of the research of the given methods, concrete proposals are defined to improve the current situation.
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Communal, Christine Chantal Emilie. „A cultural kaleidoscope : managing the European company“. Thesis, University of Northampton, 1999. http://nectar.northampton.ac.uk/2705/.
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This thesis provides a comparative study of managerial practices in Europe. Patterns of behaviour and preferred modes of organisation are identified in four countries, based on an in-depth case study of a chosen/specific European company. While the corporate culture and industry remain constant, national context manifests itself as the essential variable between the different operations. The thesis proposes/argues that this factor — national context — is a powerful variable which frames the activity of management. Europe is a continent of diversity; each nation has unique traditions, particular historical and cultural roots as well as its own institutional framework. This diversity means that managers learn to operate in a manner that suits their particular context. The thesis documents such national divergence in terms of managerial practices and behaviour. The processes of integration of European Union member States and of globalisation also contribute towards the shaping of management. The case study company, as a leading provider of Information Technology services, is among the avant-garde pioneers of a technological, borderless world. Common pressures affecting managers across the board — and thus regardless of national context — are also identified: these include the pressure to achieve profit and efficiency. In addition, a degree of convergence between human resource management policies and practices also makes itself visible. The thesis demonstrates, above all, the influence of national culture and national environment vis-à-vis management; an argument which may be reaffirmed given the context of globalisation. In brief, a European company is a cultural kaleidoscope
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Ackerman, Mariana. „Building cultural capital through value-driven leadership : a case study in an international finance company /“. Thesis, Rhodes University, 2006. http://eprints.ru.ac.za/923/.
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Ellerman, Diana Drita. „Effective Combat Leadership: How do Individual, Social, and Organizational Factors in the U.S. Army Reserve Cultivate Effective Women's Leadership in Dangerous Contexts?“ Antioch University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=antioch1456154602.
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Pohlodek, Petr. „Analýza organizační kultury doktrinálního pracoviště Armády České republiky“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2013. http://www.nusl.cz/ntk/nusl-223938.
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This thesis summarizes theoretical knowledge about organizational culture, and analyzes the doctrinal department of the Czech Army. Based on analytical part doctrine centre cultural deficiencies were identified. Last part of the dissertation is oriented to proposals that should eliminate problems found. In order to improve current conditions and status of doctrine centre dissertation offers possible ways and methods. Klíčová slova
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Strydom, Kariena. „The impact of diversity and organisational culture on effective strategy implementation in a higher education institution“. Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/21691.
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Diversity should be included in an organisational culture and be aligned with the corporate strategy. South African institutions face diversity and multiculturalism challenges which affect their operation and strategies. Managers in South Africa regard organisational culture as a very useful tool to manage their diverse workforce. Against this background, the primary objective of this study was to investigate and analyse how workforce diversity and organisational culture impact on strategy implementation at a higher education institution, namely Walter Sisulu University (WSU). The study identified dimensions of diversity and organisational culture and strategy implementation from theoretical models supporting the study. A hypothetical model portraying these factors was constructed, displaying each factor and their relationship with strategy implementation. Furthermore, the relationship between strategy implementation and strategic outcomes was indicated. Given the nature of the problem statement and the research objectives presented in this study, the positivistic research paradigm was adopted. Self-administered questionnaires were distributed to executive and senior management, senior academic and senior support staff at WSU. In total, 266 usable questionnaires were returned. The data obtained from these questionnaires were subjected to both descriptive and inferential statistical analyses. Structural equation modeling (SEM) was used as the key statistical analysis tool. As the hypothetical model did not load onto SEM in total, it was re-specified into four sub-models. Each sub-model was subjected to SEM to test the hypothetical model and to indicate the significance of the relationships hypothesised between the various independent, mediating and dependent variables. Eight statistically significant relationships were identified in the study. The factors identified as having a statistically significant relationship with organisational culture included the following: degree of flexibility, degree of teamwork, task directiveness, degree of formalisation, leadership styles and decision making. In addition, a statistically significant relationship was found between organisational culture and strategy implementation. Furthermore the findings indicated a statistically significant relationship between strategy implementation and strategic outcomes in a higher education institution. There was no statistically significant relationship found between diversity and strategy implementation. This finding is contrary to empirical evidence by various other researchers. The study makes a contribution to multicultural higher education institutions by highlighting the crucial role of organisational culture in effective strategy implementation. It was clear from the results of the study that the nurturing of human capital is critical if higher education institutions wish to successfully aligning culture with strategy implementation. This study provided constructive and very practical guidelines to higher education institutions to ensure effective alignment of culture with strategy implementation and so enhance local and global competitiveness and long term sustainability. University councils throughout South Africa can apply the findings of this study in their respective institutions to support effective strategy execution.
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Shih, Yu Wei, und Anika Koch. „Psychological Safety for Organizational Cultural Change : An exploratory study in a Swedish multinational chemical engineering company“. Thesis, Malmö universitet, Fakulteten för kultur och samhälle (KS), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-37520.
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Implementing cultural change is a huge project for any company. Not only is it time consuming, there are also many factors that determine the success of a cultural change. This study aims to explore a number of these success factors from a social perspective of sustainability, in particular the employees’ perspective. The employee’s psychological perspective is more difficult to expose compared to the economic and environmental perspectives, because it has a qualitative nature and cannot be easily captured in quantitative models. However, this does not make the employees’ psychological perspective less important. Recent studies show that psychological safety supports the individual learning process and creates an openness and motivation for change. Results of this study show that a stronger sense of psychological safety can be created by a positive atmosphere among colleagues, a high level of trust, supportive leader behaviors, and systems that facilitate efficient information and knowledge sharing. Furthermore, the study contributes to the field of organizational theory by investigating the role, effect and perception of psychological safety within one multinational company.
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Saunders, John. „An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company“. Thesis, Rhodes University, 2009. http://hdl.handle.net/10962/d1003849.
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The main objective of this study was to assess the relationship between organisational climate and organisational commitment within the Information Technology department of a South African Telecommunications company. Firstly, the research considered the organisational climate from a qualitative perspective. Research interviews that were based on organisational climate literature were performed with 4 members of the relevant department. Qualitative data analysis revealed several themes. The themes highlighted include: perceived ineffective structure and decision-making; lack of mistake tolerance; risk aversion by employees; recognition and reward systems perceived to be inadequate; performance management is perceived to be ineffective and inadequate; Employee Share Options Program (ESOP) perceived to have a negative influence on employee behaviours; the nature of the social environment perceived to be unfriendly; low level of knowledge and skills sharing; inadequate human resource management practices; These findings highlight the importance of certain aspects within the environment that influence employee perceptions. Organisational climate literature suggests that organisational climate has various behavioral influences and its consideration is essential in the effective functioning of the organisation. Secondly, the research considered the relationship between organisational climate and organisational commitment within the relevant department. The Patterson et al. (2005) Organisational Climate Measure (OCM®) and Meyer and Allen (1991) Organisational Commitment Questionnaire (OCQ) were used to assess the relationship between organisational climate and organisational commitment, respectively. Significant correlations were found between integration, pressure to produce, innovation, supervisory support, reflexivity, clarity, involvement, autonomy, welfare and tradition, and both affective and normative commitment, Training was only significantly correlated to affective commitment. No significant correlations were found with continuance commitment.
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Lindovský, Matěj. „Návrh změny organizační kultury ve výrobním podniku“. Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223733.
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The master´s thesis deals with organizational culture and its effect on efficiency of Kovomont Lindovský s.r.o. The objective of this Master´s thesis was analysis of Organizational Culture in manufacturing company, detrmination of recent state and suggestion of arrangement which leads to improvement of deficiencies within company strategy and productivity. Survey about recent state of organizational culture in this company was based on written inquiry and interviews.
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Etika, Anderson Aja. „Developing an effective speed limit compliance intervention for Nigerian drivers : a study of drivers who work in a fleet company with strong safety culture“. Thesis, University of Leeds, 2018. http://etheses.whiterose.ac.uk/22368/.
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Travelling at illegal and/or inappropriate speed continues to be the single biggest factor in road traffic crashes and fatalities in Nigeria. Existing evidence suggests that drivers, particularly those who work in companies with a strong safety culture exhibit different sets of speeding attitudes and behaviours in work and private driving. This research is based on the premise stated above, and the lack of speed-related research in Nigeria. Using Ajzen's Theory of Planned Behaviour (TPB: Ajzen, 1991), this thesis investigates the socio-cognitive determinants of speeding behaviour of drivers' in their work and personal vehicles. It also sought to test and evaluate the efficacy of two speed limit compliance interventions on driver behaviour and safety. Using a multi-method approach, four independent but related studies were carried out. Study 1, a qualitative study hinged on the TPB, elicited the salient beliefs drivers' held towards speeding. Study 2, a quantitative study inspired by the TPB was used to investigate differences in drivers' attitudes, and self-reported behaviour in their work and private vehicles. It also measured the effects of the interventions on the TPB constructs. Study 3, an experimental study, tested the efficacy of a smartphone-based advisory Intelligent Speed Assistance (ISA) application, and TPB-based Speed Awareness Course (SAC) on drivers' speed choice. Study 4, a prospective survey, examines the acceptability of ISA using the Unified Theory of Acceptance and Use of Technology (UTAUT: Venkatesh et al., 2003). The results provided greater understanding into a range of salient beliefs influencing the speeding behaviour of Nigerian drivers which are peculiar to the socio-cultural context. The findings show the TPB model explained up to 24% of the variance in Intention to comply with speed limits. As predicted, participants reported a higher Intention to comply with speed limits in their work than private vehicle. Drivers' attitude emerged as the most significant predictor and strongest correlate with Intentions to comply with the speed limit in both work and private vehicle. The TPB was also applied to evaluate changes in drivers' speeding cognition following experience with the ISA and the speed awareness course. There was no evidence of any substantial changes to any of the TPB constructs following short-term experience with the ISA, and speed awareness course. Also, investigation of the relationship between TPB variables and observed speeding behaviour suggests that higher levels of drivers' Intentions toward speed limit compliance and Strong Perceived Behavioural Control are correlated with lower levels of objectively measured speeding behaviour. Further, the dichotomous groups of low Intenders and high Intenders had significant differences in their observed speed, with the former more likely to engage in speed limit violations. Findings from the ISA and SAC intervention with regards to speed choice and safety revealed significant reductions in speed violation, reduced mean speeds, and speed variability. The findings have important theoretical and applied implications for the development of better speed limit compliance interventions to improve driving behaviour, and general road safety.
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Pilík, Tomáš. „Organizační kultura ICT společností“. Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-198087.
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This thesis deals with problematic of organizational culture with emphasis on organizational culture in ICT companies. Main goal of this thesis is to develop own framework for influencing organizational culture in ICT companies. The introductory part sums up an overview of definitions of culture and organizational culture in chronological order. Evaluation of definitions from the author's perspective is also part of the opening chapter. The main part of thesis focuses on proposing framework for influencing organizational culture in ICT companies. The antecedent chapter before the very framework describes key factors of ICT companies. Framework itself combines these key factors with general factors to provide coherent tool for influencing organizational culture in ICT companies.
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Brickstad, Sanna, und Sara Brinkenberg. „Konsultyrket - en flexibel anställningsform : Om arbetssituation och organisationstillhörighet“. Thesis, Södertörns högskola, Institutionen för samhällsvetenskaper, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-18075.
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Konsultyrket är en modern anställningsform som har vuxit sig stark på den svenska arbetsmarknaden i takt med dess förändring och företagens ökade behov avflexibilitet. Då en konsult är anställd på ett konsultföretag men har uppdrag ute hos olika kundföretag, kan denne antas tillhöra flera organisationer samtidigt. Uppsatsen syftar till att få en ökad förståelse för konsulters arbetssituation, samt undersöka hur de uttrycker organisationstillhörighet och hur den upplevs påverka dem i deras arbete. Detta har gjorts genom en kvalitativ studie baserad på intervjuer med fem konsulter, vilka arbetar som managementkonsulter inom IT- branschen. Det teoretiska resonemang som ligger till grund för uppsatsen behandlar teorier och tidigare forskning som knyter an till både konsultens arbetsroll och känslan av tillhörighet med organisationer samt dess eventuella påverkan i arbetet. Resultatet av studien visar att konsultyrket beskrivs vara en flexibel anställningsform som präglas av frihet, möjligheter och utmaningar. Det krävs även att konsulten ständigt anpassar sig till sin omgivning och prioriterar mellan de många olika krav som uppkommer. Känslan av tillhörighet beskrivs vara starkast till konsultföretaget men då konsulten har åtaganden till två företag samtidigt har den även visat sig vara splittrad. Tillhörigheten beskrivs påverka konsultens trivsel, motivation samtvilja att stanna inom företaget.The consultant profession is a modern form of employment that has grown strong in the Swedish labor market in line with the market changes and companies increased need for flexibility. When a consultant is employed by a consulting firm but is commissioned onsite at various client companies, the consultant is assumed to belong to several organizations simultaneously. This paper aims to gain a greater understanding of the consultants' work situation, examine how they express organizational affiliation and how this affiliation influences them in their work. The research has been done through a qualitative study based on interviews with five consultants who are all working as management consultants within the IT sector. The theoretical framework underlying the paper treats theories and previous research that relate to both the consultant's work role and sense of belonging to the organization as well as its possible impact. The results of this study show that the consulting profession is described as a flexible form of employment that is characterized by freedom, opportunities and challenges. It also requires the consultant to constantly adapt to its environment and prioritize between the many different requirements that arise. The feeling of belonging is described to be strongest towards the consultancy, however since the consultant is committed to two companies at the same time, he or she has also proved to be somewhat fragmented. The feeling of belonging is described to affect the consultant's job satisfaction, motivation and willingness to stay within the company.
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Radwan, Ali R. A. „An investigation into the approaches to the evaluation of training in Libyan Iron and Steel Company (LISCO)“. Thesis, University of Gloucestershire, 2014. http://eprints.glos.ac.uk/2970/.
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This thesis investigated the approaches concepts and techniques concerning Training Evaluation within organisations as a means of contributing to the assertion that training and development can provide added value for an organisation in a non-western context. In light of this the HRD policies and strategies available and the barriers which can exist to these strategies in those countries in the Arab world, like Libya, where considered. Additionally the paradigm that in transitional countries emphasise should be placed on encouraging training and improving performance is investigated. An interpretive research philosophy was applied and led to a qualitative design being chosen for this research as it required the creation of researchable questions which were salient to target respondents. The case chosen to be studied is the Libyan Iron and Steel Company (LISCO). An exploratory study was carried out involving a review of documentary evidence acquired from LISCO which included a survey of employees’ views on training within the company. The questioning of respondents to this study involved the use interviews managers of departments and professional training staff in the company were asked for their views to compare with those of the employees. In this study certain factors were grouped into themes, Arab Culture and the difficulties facing many transitional economies given the nature of the national and organisational culture in countries like Libya show that Western developed models of training and training evaluation cannot be universally applied. Organisations in Libya are typically state controlled and operate on strict hierarchical basis. This study proposes that in the current level of economic development Libyan organisations would benefit from a training evaluation model that focuses on a performance improvement perspective. The Training evaluation for transitional countries model proposed contributes to knowledge because it comes from the Libyan context. Any model of training evaluation considered for Libya or any transitional economy must combine the positive attribute of Western theoretical models with new elements specific to countries environment. This thesis is unique as it contributes to our understanding of models of HRD, and Evaluation practice by exploring their implementation and barriers to their use in an Arabic country that is in transition from a centralised economy to a more privatised one. Furthermore it investigates the transferability of western training evaluation practices to the Libyan environment A conclusion reached from this study is that any national policy that is introduced by the new Libyan government needs to include some radical reforms at national, sectoral and local levels. The Training evaluation for transitional countries model, although only a theory will serve as a guide to others embarking on similar research.
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Persson, Anna-Greta, und Rebekah Pearson-Nelson. „The Development of an Employer Brand for a Growing IT Company : Using organizational culture to understand retention and attraction as aspects of Employer Branding“. Thesis, Linköpings universitet, Institutionen för beteendevetenskap och lärande, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-93666.
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As the market for talent becomes more competitive it is important to create a comprehensive employer brand (EB). A comprehensive EB ensures that organizations will get the most out of the resources they spend. EB can be seen in many aspects and context. Organizational culture provides an important framework as it includes the collective thoughts, ideas and assumptions within a group and was therefore chosen as the analytical context. Two important aspects within EB that is highlighted in this study is; retention and attraction. The aim of this thesis was to investigate how a company that is about to create a strategy for employer branding reasons around the usage of an EB as well as which opportunities and challenges both managers, employees and thesis students face within the areas of attraction and retention. The authors chose a case study to gain a deeper understanding from both an employee and an employer perspective. The case study company is in IT and is rapidly growing which created a need for an employer brand. The data is from managers, employees and students. The students refer to a group of thesis students at the company. This group was added to increase understanding for attraction. The method section provides combined data sets including interviews, a survey, a previous study of organizational values, a review of formal company documents and informal meetings with field notes. The data was then analyzed within the analytical context culture and the two aspects retention and attraction. The data is then discussed and compared with the literature, explaining similarities and differences from the results. The first two research questions were answered by describing the organization from different points of view; management, employees and students. The third research question investigated what opportunities and challenges existed to develop an EB from the two perspectives with regard to the three areas; culture, retention and attraction. The different office locations had different cultures with a mutual customer focus. The thesis found that the unclear vision, mission and goals created different directions and messages for potential employees. The compensation and benefits package is appreciated but the most important factor for case company employees are “inspiring coworkers”. The employees also appreciate varied and challenging work tasks together with flexibility and work life balance. The authors found that the talent managers were not held accountable for company guidelines regarding career plans as most employees had little or no career plan.
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Johnsson, Ann-Charlotte, und Monica Wall. „"A great company, with a lot of opportunities to get better" : En kvalitativ studie om organisationskulturen på Getinge Sterilization AB“. Thesis, Högskolan i Halmstad, Sektionen för hälsa och samhälle (HOS), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-15888.
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Vårt syfte med denna studie är att undersöka organisationskulturen på Getinge Sterilization AB för att se om det förekommer skillnader i grundläggande antaganden för arbetarna, tjänstemännen och ledningen d.v.s. om det skiljer sig åt avseende deras uppfattning om sin vardagsverklighet, vilka dessa skillnader är och varför de uppstår. Vi vill även förstå hur dessa skillnader kan påverka organisationers möjlighet till framgång. Vi har tillämpat en kvalitativ ansats i syfte att nå en djupare förståelse för hur informanterna uppfattar organisationskulturen på fallföretaget. För att nå en sådan förståelse har vi sammanlagt gjort 12 semistrukturerade intervjuer med elva olika personer samt tre observationer. Vi har även granskat olika interna och externa dokument. Vi har valt ett abduktivt förhållningssätt i vår undersökningsprocess. Genom hela forskningsprocessen har vi använt en kartläggningsmodell (Scheins trefaktormodell) och vid analysstadiet har denna använts som ett verktyg för att bearbeta den insamlade datan. Vi har funnit att arbetarnivån uppvisar några unika drag i organisationskulturen som till viss del delas av tjänstemannanivån medan ledningen uppvisar en relativt ordinär ledningskultur. Detta innebär att det finns tydliga skillnader i grundläggande antaganden mellan de olika nivåerna i företaget. De tydligaste skillnaderna finns mellan arbetarnivån och ledningsnivån med tjänstemannanivån ofta någonstans emellan. Skillnaderna beror troligtvis på att arbetarna, tjänstemännen och ledningen har olika vardagsverkligheter att förhålla sig till. Dessa skillnader kan medföra problem i framtida förändringsarbete när företaget behöver anpassa rådande organisationskultur till mer moderna omständigheter. Organisationskultur, vardagsverklighet, grundläggande antaganden, subgrupper, kvalitativ.The aim of this study is to examine the organizational culture at Getinge Sterilization AB to see if there were differences in the basic assumptions for the workers, the clerical staff and the management, that is; Is there a difference regarding their everyday reality? What are these differences and why do they occur? We also want to understand how these differences affect the company’s ability to succeed. We have applied a qualitative approach in order to reach a deeper understanding of how respondents perceive the organizational culture at Getinge Sterilization AB. To reach such an understanding, we have made a total of 12 semistructured interviews with eleven different people. We have also conducted three observations. Finally we studied various internal and external documents. We have chosen an abductive approach in our research process. Throughout the research process, we used a mapping model (Schein’s three factor-model) and at the analysis stage has this been used as a tool to process the gathered data. Our findings shows that the working level exhibits some unique features in the organizational culture, which to some extent is shared by the clerical staff-level while the management show a relatively ordinary management culture. This concludes that there are clear differences in the basic assumptions between the different levels in the organization. The most obvious differences exists between the working level and the management level with the clerical staff-level somewhere in between. The differences likely occur because workers, clerical staff and management relate to different everyday realities. This differences can cause problems in future organizational change processes when the company needs to adapt the existing organizational culture to more modern circumstances. Organizational culture, everyday reality, basic assumptions, subgroups, qualitative.
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Moraes, Marcelo Baêta de. „Estilo de liderança como um diferencial competitivo em uma organização familiar: o caso magazine luiza“. Universidade Federal da Bahia, 2006. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/dissertacao_marcelo_baeta.pdf.
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As diversas organizações sofreram com as constantes mudanças nesses últimos tempos, isso fez com que buscassem novas formas de, não só se adaptarem, mas principalmente tornarem-se competitivas. Estruturadas nesse novo modelo – mais enxuto e ágil – viram-se à procura de orientação. Aqueles indivíduos que, através de um mapeamento detalhado do ambiente organizacional e contando com a colaboração dos que a compõem, conseguiram redefinir prioridades e crescer, foram percebidos como líderes. Nesse trabalho, buscar-se-á entender como uma organização familiar paulista conseguiu, através de um determinado estilo de liderança, destacar-se dentro de um setor de intensa competição e inúmeros concorrentes. Abordará, não somente a figura central da organização, mas também a história e a maneira como se delineia tal estilo na cultura interna da empresa, analisando como essa trajetória de inovação e crescimento através dos anos, foi influenciada por esse importante fator organizacional, que é a liderança.
Salvador
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Denny, Simon John. „The effects of cultural, institutional and parent company influences upon training and development in British and French subsidiaries of a Swedish multinational corporation : a comparative international study“. Thesis, Open University, 1999. http://nectar.northampton.ac.uk/2704/.
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National cultural and institutional factors and the influence of the parent company affect the ways in which Multinational Corporation subsidiaries train and develop their staff. However, existing studies have not compared training and development using a comprehensive range of comparative factors. Thus the key determinants of the organization, planning and conduct of training and development are not identified or explained. This study develops a comprehensive series of factors that can be used to compare training and development in the British and French subsidiaries of a Swedish Multinational Corporation. The hypothetical implications of national culture, the national institutional context and the national origin of the parent company are identified. It is expected that national cultural and institutional factors will have a greater influence upon training and development than the actions of the parent company, and that cultural factors will be more influential than institutional factors. The hypotheses are tested in a study that involves interviewing company staff and training providers in Britain, France and Sweden. A range of company documents is also gathered. Analysis of the data reveals that the parent company has virtually no influence on the training and development actions of the subsidiaries, although there are signs that this ‘lack of management’ may be under review. Further analysis reveals that national culture is the key determinant of the ways in which training is conducted in the subsidiaries. However, cultural explanations for the ways in which the subsidiaries organize and plan training and development are rejected. The competitive market environment that the subsidiaries operate in, especially the ability (or not) to gain market share seems to be the key determinant of the organization and planning of training and development in the subsidiaries. It is concluded that this is a significant finding which should be explored in future studies
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Truc, Nguyen Thi Thanh, und 阮氏青竹. „Developing Organizational Culture in Thanh Cong Garment Company“. Thesis, 2010. http://ndltd.ncl.edu.tw/handle/26493441371609783327.
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碩士美和科技大學
經營管理研究所
99
This study aims at defining the type of organizational culture at Thanh Cong Company at the present and survey the type of culture which is preferred by the people in the future. This study is also to survey the conception and behavior of the management staffs to find out the strength/weakness of the culture of the company at the present. Finally, the study is to evaluate the management skills of the management staffs. Comparing the difference regarding to the conception of the importance of these management skills and the self-evaluation on their skills at present .The data collected from the survey will be analyzed and presented on the radar chart by excel software. This study will use the quantitative method basing on the classification of << Frame of competitiveness value >> and OCAI and MSAI tools of Cameron and Quinn. Finally, this study will propose solutions for perfecting the management skills and increase the management effectiveness in the future. Develop the culture stronger. This method can be also applied in other companies and organizations.
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Tseng, Wei-Chung, und 曾位中. „Effective Elements of Organizational Citizenship Behavior：An Organizational Culture, Personnel Characteristic and Socialization Analysis“. Thesis, 2007. http://ndltd.ncl.edu.tw/handle/59549485242530587542.
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碩士元智大學
資訊管理學系
95
Academics in the past have proposed many factors affecting organizational citizenship behavior. Most agree that organizational culture plays a very important role. Examinations of organizational culture have traditionally looked at the company as a whole. Very rarely was it examined in the context of the organizational culture possessed by individual departments within a company. In this study on organizational culture, the scope will therefore be narrowed down to the department level. After an employee joins a company, the company will undertake a range of activities aimed at helping the employee assimilate into the company culture and accelerate the employee’s socialization process. The influence of this socialization assistance on organizational citizenship behavior was also an important topic in this study. From past research, we also know that personnel characteristics have an effect on organizational citizenship behavior. The objectives of this study are thus to examine the influence on organizational citizenship behavior from organizational culture, socialization assistance and personnel characteristics. For this study, a questionnaire-based survey was carried out at a Taiwanese subsidiary of a Japanese company. Statistical analysis software was then used to carry out the follow-up analysis and research. The results of the study showed that: 1. Differences in organizational culture between departments had no effect on organizational citizenship behavior. 2. Socialization assistance for personnel does affect organizational citizenship behavior. 3. In personnel characteristics, factors such as gender, age, level of education, and years of service affect organizational citizenship behavior. Organizational citizenship behavior was generally more pronounced in male employees than female employees. Organizational citizenship behavior was also more pronounced for employees in the 41~50 age bracket than those in the 21~30 age bracket. 4. Socialization had a greater effect on organizational citizenship behavior than personnel characteristics. Keywords:Organizational citizenship behavior, Organizational Culture, Socialization, Personnel Characteristics
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KONG, Xian-Wen, und 孔憲文. „Organizational culture, organizational change and organizational commitment: A case study of TFT-LCD company A’s supply chain“. Thesis, 2010. http://ndltd.ncl.edu.tw/handle/68865067668279287021.
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碩士國立高雄應用科技大學
商務經營研究所
98
In the second half of year 2008, the Financial Tsunami has ravaged the global economy. The market of consumer electronics has also been affected. During its low tide,many companies of the industries of TFT LCD took many organizational changes to prevent more losses. Due to the industry has never experienced such change, when the company advocates the new policies for organizational changes, some employees may not take them seriously, even may want to quit. Consequently, the research is based on organizational cultures to verify the relationship between organizational cultures and cognition of organizational changes in the TFT LCD industry. The research also aims at the verification of the relevance of the organizational cultures of TFT LCD industry and organizational commitment. When the company decides to make organizational changes, will the employees resist it or put efforts into it? The research also aims at understanding the relevance of employees’ cognition of organizational changes and organizational commitment, to serve as a reference for the industry. 400 questionnaires were distributed through mail and e-mail to the employees of A company, 300 were collected, 232 were valid, and the response rate was 77.33%. The research adopted descriptive statistical analysis, factorial analysis, reliability analysis, Pearson product-moment correlation analysis, and multiple regression analysis.The findings are: 1. TFT-LCD supplier’s organizational culture has significant correlation between organizational change. 2.TFT-LCD supplier’s organizational culture has significant correlation between organizational commitment. 3.TFT-LCD supplier’s cognition of organizational change has significant difference between organizational commitment.
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Chen, Chien-Cheng, und 陳介政. „The Effects of Organizational Culture, Organizational Structure, Company''s Attitude toward Work at Home System“. Thesis, 2003. http://ndltd.ncl.edu.tw/handle/81974285151516067870.
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碩士國立中山大學
人力資源管理研究所
93
本研究之目的在探討企業文化與組織結構對企業實施在家工作制度態度的影響，以及企業變項、企業文化、組織結構、在家工作四者之間彼此的關聯性。本研究利用支援型、科層型、規格型為企業文化衡量構面，以標準化、自主化、監督化為組織結構衡量構面，最後以行業別、員工人數、資本額、成立年數、經營型態、公司性質作為企業變項的衡量構面。 本研究採問卷調查方式，以國內企業為研究對象，調查獲得217個樣本，所得資料以SPSS10.0電腦軟體來分析結果和檢定研究假設。本研究可歸納出以下幾點結論： 1.資本額越大的公司越不傾向支援型的企業文化、自主化的組織結構。外資企業比公營企業更傾向於支援型的企業文化。金融保險業比其他行業更傾向科層型企業文化。金融保險業的員工比其他行業的員工對接受在家工作意願為低。 2.支援型、規格型企業文化與標準化組織結構呈正相關。支援型企業文化與自主化組織結構呈正相關。規格型企業文化與監督化組織結構呈正相關。 3.支援型企業文化、自主化組織結構、監督化組織結構較接受實施在家工作制度彈性工作意願。 4.監督化組織結構認為公司實施在家工作制度優點比缺點多。
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Lee, Pi-E., und 李碧娥. „The Influence of Organizational Culture and Organizational Climate on Organizational Performances – an Example of an Insurance Broker Company“. Thesis, 2006. http://ndltd.ncl.edu.tw/handle/3euw2s.
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碩士朝陽科技大學
保險金融管理系碩士班
94
The insurance industry, having undergone rapid business environment and background changes, is facing more and more severe competition. Therefore, trying to improve marketing units’ performances in the fiercely competitive environment, in areas like the reward and compensation performance, the degree objectives are reached, the retention rate of sales force, the rate of policy renewals, and corporate image etc., is practically the most important thing to do. However, different organizational cultures or climates can lead to very different organizational performances, even though the organizations compared may share the same business and education system. And it is easy to find examples everywhere in the thousands of insurance marketing units island-wide, whether from insurance companies, brokers, agencies, or any other distribution channels. During operation, different organizations will shape different organizational cultures because of various factors. Once the organizational culture is formed, the employees’ working attitude and performance will be influenced by the organizational climate, and so will the overall organizational performance. Accordingly, if marketing units can modify their organizational cultures or climates properly, they would be able to help the corporation they belong to pursue high performance and reach the targeted profits. According to Gordon & DiTomaso’s research in 1992 on 11 insurance companies in USA, an aggressive culture and a culture that emphasizes on adaptability are positively relevant to performance. In Taiwan, there are also many documents regarding performance research, yet the main focus has been placed on organization promises and rewards, and the study objects are mostly insurance companies. So, this essay intends to take the less studied organizational climate as the topic and a particular insurance broker as the object, to research how organizational culture and organizational climate can influence organizational performances. The result proves that organizational culture and organizational climate do have their significant sway over organizational performance, and organizational climate and the reward and compensation performance are especially highly correlated.
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Wang, Run-Te, und 王潤德. „Leadership Style, Organizational Culture, Organizational Commitment and Job Satisfaction：A Case Study of the Chunghwa Post Company“. Thesis, 2015. http://ndltd.ncl.edu.tw/handle/3f6368.
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碩士國立臺灣師範大學
高階經理人企業管理碩士在職專班(EMBA)
103
This research aims to study the relationships among leadership style, organizational culture, organizational commitment and job satisfaction by a case study on the Chunghwa Post Company. Based on literature review and empirical survey of the Chunghwa Post Company’s employees, this research can provide some suggestions for the authority to choose executive team leaders, including chairman, president, vice president, assistant vice president, chief auditor, full-time vice chairman, chief secretary, unit level company executives and other executives, and human resource management. This research conducts a convenient questionnaire survey, and the sample is composed of employees in Chunghwa Post Corporation. The investigation was carried out by sending out 687 questionnaires. 611 of them were collected, and 51 were invalid or partially answered, resulting in 560 effective subjects. Effective rate of response is 91.65%. After statistical examination, the research findings can be summarized in the following: 1. Each construct shows the significant difference in terms of some individual fundamental variables. 2. Leadership style has influence on organizational culture. 3. Leadership style has influence on organizational commitment. 4. Leadership style has influence on job satisfaction. 5. Organizational culture has influence on organizational commitment. 6. Organizational culture has influence on job satisfaction. 7. Job satisfaction has influence on organizational commitment.
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Yang, Chia-Cheng, und 楊嘉誠. „Organizational Culture Difference before Mergers and Acquisitions: An Empirical Study of A Company Acquire V Company“. Thesis, 2018. http://ndltd.ncl.edu.tw/handle/frf47c.
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碩士國立交通大學
管理學院高階主管管理碩士學程
106
Mergers and acquisitions are becoming effective strategy to maintain a competitive advantage. The major effort of mergers and acquisitions focus on organization adjustment and financial growth, rather than cultural integration. To maximum the value of synergic effect, however, it is also important to understand the cultural difference before merger and take essential steps to melt two different culture into one. The purpose of this study is to understand organizational culture difference before two companies merge into one. An empirical study shows that two corporates indeed exhibit culture difference in terms of innovation and stability, which implied their individual distinguished core competence. A company shows the value of innovation in their organizational culture, while V company tends to pursue more stable growth in their long-term business development. Management implication is to understand that those fundamental culture difference might lead to different decision-making process after mergers and acquisitions. Furthermore, both legacy companies shows strong organizational culture behavior, which implied the changes may not be easy and takes time. This study shows good indicator for executive leadership team a good landscape which culture dimensionality they can concentrate effort to make cautious measures to cultivate new organizational culture.
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CHENG-YU, MARK HSIEH, und 謝正裕. „THE CORRELATION BETWEEN CREATIVITY OF ORGANIZATIONAL MEMBERS, CLIMATE OF ORGANIZATIONAL INNOVATION, ORGANIZATIONAL CULTURE AND ORGANIZATIONAL INNOVATION — CASE STUDAY OF HI-TECH COMPANY“. Thesis, 2002. http://ndltd.ncl.edu.tw/handle/13947168407583714363.
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碩士國立臺灣大學
商學研究所
90
The research on organizational innovation is of immutable importance in the era of knowledge economy. Recent studies integrating case experience into theories on “individual creativity” and “organizational factors” are capturing more attention. This thesis adopts similar methodology in an attempt to analyze the contributive factors as “creativity of organizational members”, “climate of organizational innovation”, and “organizational culture” to “organizational innovation” in hi-tech companies. With a sample size of 215 employees from 12 companies filing their quantifiable questionnaires, inter-relative data on “individual creativity”, “awareness on climate of organizational innovation” and “organizational culture” are collected. Indices on “creativity of organizational members”, “organizational innovation”, “climate of organizational innovation” and “organizational culture” are applied. All the statistical tools (descriptive statistics, factor analysis, correlation analysis, ANOVA, and multiple analysis) used to interpret our data indicated significance of the above-stated factors. Finally, case study is included to complete this research in its practicality. Suggestions are also proposed to shad lights on further studies in this topic.
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Saunders, John. „An assessment of the relationship between organisational climate and organisational commitment within the IT department of a telecommunications company /“. 2008. http://eprints.ru.ac.za/1717/.
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Pa, Shih-Chen, und 巴士誠. „A Case Study of Organizational Culture and Organizational Identification for the Acquisition of a Multi-National Company“. Thesis, 2019. http://ndltd.ncl.edu.tw/handle/9m23sf.
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碩士國立高雄科技大學
企業管理系
107
Most of the researches on corporate mergers and acquisitions, especially multi-national mergers and acquisitions, talks about business synergies after M&A, instead of focus on organizational culture and organizational identification. In the past 30 years, organizational culture and organizational identification have become a topic that must be deeply considered when M&A happens in the west countries, because organizational identification will definitely affect the companys synergistic effect after mergers and acquisitions. This research starts from the national culture, organizational culture, and organizational identity point of view, explores employees’ level of acceptance inbetween the two companies regarding Organizational Identification after the occurrence of cross-border mergers and acquisitions. In this thesis, throughout a case of a third-party logistics company in the United States, after its two acquisitions in Taiwan, operated two subsidiaries with different acquisition models and management models, we want to understand from the questionnaires and interviews: First, the differences between the two countries national cultures; Second, the organizational culture types of the two parties; third, the degree of employees’ identidication between the two organizations before and after M&A; Fourth, the relationship of Entry mode and management mode, and it’s effect to organizational culture and organizational identification.
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Tsai, Wen-Ling, und 蔡玟伶. „The Study on the Process of Merger & Acquistion For Organizational Culture & Organizational Commitmenton Securities Company“. Thesis, 2007. http://ndltd.ncl.edu.tw/handle/66018870824735865171.
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碩士國立高雄大學
高階經營管理碩士在職專班
95
If the merger & acquisition process of Securities Company can include the integration of human resources management (HRM) before amalgamation, will it has influence upon the organizational culture and commitment? This research is done through the employees whose companies have be merged and aims to explore the HRM implementation of merging company and the differences in organizational culture and organizational commitment of merged company among three stages: before amalgamation, the early days of garrison and two years after garrison in order to find out the variation in organizational culture and organizational commitment during the merger & acquisition process of Securities Company. This research resulted the following five points: 1. Significant differences in organizational culture. 2. Significant differences in organizational commitment. 3. Significant differences in the relation between organizational culture and organizational commitment. 4. The demographic characteristic variables, for example, the age, marital condition, job functions and actual position of employees of merged company, have significant influences on organizational culture. 5. The demographic characteristic variables, for example, the age, marital condition, raising relatives or not, level of education, seniority, working place, actual position and tax salary, have significant influences on organizational commitment