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Al Mazrouei, Hanan, und Richard J. Pech. „The expatriate as company leader in the UAE: cultural adaptation“. Journal of Business Strategy 36, Nr. 1 (19.01.2015): 33–40. http://dx.doi.org/10.1108/jbs-08-2013-0067.
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Purpose – The purpose of this article is to explore the impact of organizational culture, adaptation, political environment and leadership for expatriate managers working in the United Arab Emirates (UAE). Expatriate leaders on overseas assignment often attempt to transfer their home organization culture to their new location. The subsequent cultural clash can have a destructive impact on both the leader and the organization. Design/methodology/approach – Expatriate leaders’ experiences in the UAE were collected through interviews, with a specific focus on cultural adaptation and most effective leadership styles for implementing strategic organizational change. Findings – Our research revealed that a consultative style was found to be most effective by expatriate leaders in the UAE. Communication with local staff, team building, motivating staff and involving staff in decision-making were highly effective approaches in assisting expatriate leaders to succeed within their organizational cultures. Several strategies have been identified based on the experiences of the expatriate leaders interviewed in our study. Practical implications – The findings offer practical advice for organizational leaders anticipating an assignment in the UAE and human resource management practitioners preparing expatriate leaders for their duties there. The authors also provide suggestions for expatriate leaders to enhance their adjustment to the organizational and political culture. Originality/value – Numerous studies have been done on organizational cultural adaptation; however, comparatively little research has been offered on practical organizational adaptation and leadership specific to the UAE.
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Blattner, John F., William P. Karmia und Thomas J. Walter. „How culture, leadership and engagement helped a small business survive during the pandemic“. Strategic HR Review 20, Nr. 3 (03.06.2021): 88–93. http://dx.doi.org/10.1108/shr-11-2020-0096.
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Purpose The purpose of this case study is to investigate how a small catering company has coped with the current Covid-19 pandemic. Initial research was performed in 2014 and repeated in 2018. Given the far reaching business challenges of the pandemic, the authors examined the viability of the organization within the current climate. Design/methodology/approach Embedded organizational components of culture, leadership and engagement are explored as key elements in the sustainability of the company during the pandemic crisis. Prior research data using the organizational culture inventory is used to assess organizational culture over a four-year period. Employee data and interview analysis within company structure is used to determine how leadership and employee engagement is impacted. Culture research is examined to determine the influence of company culture upon organizational survival. Findings This paper identifies workplace culture elements that contribute to company sustainability. Embedded core value systems, strong employee engagement mechanisms and focused leadership styles were observed to be critical influences upon company survival during the pandemic. Originality/value This research would assist industry professionals and practitioners in understanding the active workplace culture mechanisms found to be effective for organizational survival during periods of crisis. Companies that adopt similar practices may acquire sustainability advantage during the pandemic.
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Gopal, Sekar. „Strategic Interventions in Tackling Poor Performance of Service Departments: Study on Muhibbah Engineering (M) Bhd, Malaysia“. Journal of Economics and Behavioral Studies 7, Nr. 4(J) (30.08.2015): 6–13. http://dx.doi.org/10.22610/jebs.v7i4(j).589.
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This case study describes the problems faced by Muhibbah Engineering (M) Bhd group of companies (Malaysia) due to the poor performance of it’s service departments. This case was identified as a result of declining organizational performance of the company from the starting of year 2011 to early 2013. The main issues are declining profits (losses), delay in completing projects, customer complaints, skill depletion and poor organizational culture in the group besides other associated issues. The data related to the problems &issues are collected through personal discussions with the Project Directors of the company, company’s financial reports, financial research reports related to the company and through company’s website articles. The analysis is done on the inputs based on proven management concepts and theories such as leadership styles, organizational culture, span of control, performance management, human behavior and so on. The steps taken to mitigate the problems and the solutions are identifed through the changes made in the company through strategic interventions. The outcomes of each of the major interventions are recorded in this case study for the readers to understand and experiment them in similar and or different situations as the outcomes are positive and proven to be effective.
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Wanto, Hary Sastrya. „The Effect of Organizational Culture and Organizational Learning towards the Competitive Strategy and Company Performance (Case Study of East Java SMEs in Indonesia: Food and Beverage Industry)“. Information Management and Business Review 4, Nr. 9 (15.09.2012): 467–76. http://dx.doi.org/10.22610/imbr.v4i9.1002.
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Organizational culture and learning organizations are the major topics of discussion in corporate world. It is well realized that to become learning Organization is to agree a set of attitudes, values and practices that support the process of constant learning within the organization. A learning culture can be developed in an Organization only when the top management and executive is committed and deeply involved. “Learning Culture†should be a Corporate Goal and stated at the highest level of objectives in order that it is cascaded down to the organizations employees and becomes a part of every employee’s personal, annual goals. It is necessary to establish the relation between culture, learning climate and strategic performance, in order to provide effective direction to the modern organizations. A study has been initiated to analyze the organization culture and organization learning effects toward the Competitive Strategy and Company Performance From the 615 Small and Medium-sized Enterprises in East Javas population, the sample are 143 from the three biggest cities in East Java Indonesia (Surabaya, Malang and Kediri) as the location of this research. This research conducted to apply the Explanatory Research with the Organizational Culture, Organizational Learning, Competitive Strategy and Company Strategy as a Research Variables. Structural Equation Modeling (SEM) was the appropriate tool to examine and to analyze the data. The results of this research showed that Organization Culture has significant effect towards company Competitive Strategy, Organization Learning has significant effect towards Competitive Strategy, but it did not have significant effect towards Company Performance. Moreover, Competitive Strategy has a significance effect towards Company Performance.
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Aasi, Parisa, Lazar Rusu, Dorothy Leidner, Erik Perjons und Martha Corrales Estrada. „What is the Role of Organizational Culture in IT Governance Performance of Collaborative Virtual Networks?“ International Journal of IT/Business Alignment and Governance 9, Nr. 1 (Januar 2018): 21–37. http://dx.doi.org/10.4018/ijitbag.2018010102.
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In today's complex organizations, IT governance is an important managerial challenge. IT governance deals with decisions and responsibilities concerning IT. There are many factors influencing IT governance. One factor that has remained relatively unexplored by academic research is that of organizational culture. This research explores the influence of the organizational culture of collaborative networks on IT governance performance. A case study was conducted in a large complex company with several networks. The findings indicated that the networks fit better with different organizational culture types based on their priorities for IT governance outcomes to maximize performance. A clan organizational culture is desired when aiming for effective use of IT for asset utilization and cost-effective use of IT. An adhocracy culture fits better when prioritizing the effective use of IT for business growth. Finally, a combination of market and hierarchy organizational culture is desired and fits better when seeking effective use of IT for business flexibility and cost cutting.
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Ареф'єва, Олена В., Сергій О. Ареф'єв und Альона О. Верпека. „СТРАТЕГІЧНЕ УПРАВЛІННЯ ОРГАНІЗАЦІЙНОЮ КУЛЬТУРОЮ ПІДПРИЄМСТВ ПРИ РОЗВИТКУ ТА АДАПТАЦІЇ ДО ЗМІН“. Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 141, Nr. 6 (14.07.2020): 84–95. http://dx.doi.org/10.30857/2413-0117.2019.6.8.
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The study attempts to explore organizational culture as a set of beliefs, habits, values, attitudes, traditions, etc. among individuals and groups within any organization. In particular, it is noted that the notion of organizational culture is widely used in a business context. The way organizational culture is expressed has underpinned much of social sciences research and gained particular importance in the mid-20th century when some scholars in the field of management and organizational behavior had started actively advocating the benefits of promoting organizational culture. Thus, the research on a human aspect and human relationships in company management was previously part of sociology focus and from this perspective could be regarded as a predecessor of organizational culture. It is argued that adequate and precise identification of values, basic norms of conduct and employment procedures to be adhered to by all company employees will translate into specific organizational framework which contributes to shaping organizational culture and has dramatic impact on the way employees perceive management decisions. Individual behavior of each employee directly depends on relationships, communication and interaction they have with the rest of the group members. Hence, organizational culture can develop and improve employee capabilities on the one hand, and limit them on the other, especially when a company fails to build clear and effective corporate culture. This study views organizational culture as a set of paradigms which are formed during the organisation’s life cycle through the interaction between its members with internal structural units, strategies, systems and processes, and between the organization and its environment. This interaction suggests certain messages and links which will be valid as far as they ensure the organization’s efficiency, effectiveness and performance. The paper also describes the relationship between culture and a company strategy. A set of principles, values and beliefs shared by all employees, together with a company hierarchical structure, management levels, control mechanisms and effectiveness management tools ultimately shape the fundamental rules of employee conduct and working arrangements and indicate the focus of organisation’s strategy.
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Svistunov, Vasiliy, Vitaliy Lobachyev und G. Kuzina. „Organizational Culture of Russian Companies: State, Problems and Features of Transformation“. Management of the Personnel and Intellectual Resources in Russia 9, Nr. 6 (28.01.2021): 11–16. http://dx.doi.org/10.12737/2305-7807-2021-11-16.
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The purpose of this article is to establish the relation between the level of employee’s satisfaction and the achieved digitalization level of the company. At the same time, job satisfaction is considered as an important factor in the formation and development of corporate culture. The authors analyze a problem of decreasing the level of job satisfaction in the context of internal organizational changes occurring in the company as part of its digital transformation. The problem is that the creative component and motivational attitudes of employees decrease with the increasing use of modern information technology tools. In the context of digitalization, the development of an effective strategy for interaction between the company's top management and its employees is largely subject to the following chain of criteria: the automation level of business processes – the degree of satisfaction with working conditions by the staff – in the corporate culture of the company.
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ASADI, Rahil. „The Sustainable Links of Development between Leadership and Organizational Cultures“. Journal of Economic Development, Environment and People 8, Nr. 2 (26.06.2019): 45. http://dx.doi.org/10.26458/jedep.v8i2.626.
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Leadership performances develops closely connected to the institutional behaviour and societal culture given the permanent trends to implement changes to update standards according to existing norms and rigors existing in any company. The styles adopted in managing or leading the activities influences the tasks’ achievement, the future path to take and the way success is understood, accepted, shared and disseminated. Nowadays, companies face compulsory the influences of more cultures, given the temptation of delocalisation, the curiosity of working with immigrants, the advantages provided in different situations of accepting a higher exposure of leader to different sides of performance, different dimensions of market and financial profits, new behaviours in managing the employees. Starting from this idea, the purpose of this study is to identify and enquire into the hidden dimensions of organizational culture and how the leadership style impacts the strategic developing and let effective relations spring out.The research is built on a survey based on designed questioner applied to 550 leaders and employees, members of the operation and Maintenance Company of MAPNA (Q&M) in Iran. Data collected refers to MLQ leadership style and Denison's Organizational Culture Questionnaire, and the responses received were analysed with SPSS and Smart Plus software. The findings reveal that the relationship between the leadership style and the organizational culture are strongly linked to each other. Therefore, those leaders able to change and accept to use a transformational style will assist the company to move forward faster that those who adopt and keep the transactional style as the single one to prove important.
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Almahamid, Soud, und Omer Awsi. „Perceived Organizational ERP Benefits for SMEs: Middle Eastern Perspective“. Interdisciplinary Journal of Information, Knowledge, and Management 10 (2015): 145–72. http://dx.doi.org/10.28945/2301.
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This study aims to examine the impact of organizational environment (top management support, company-wide support, business process reengineering, effective project management, and organizational culture) and enterprise resource planning (ERP) vendor environment (ERP vendor support) on ERP perceived benefits. In order to achieve the study’s aim, a questionnaire was developed based on the extant literature to collect relevant data from the research informants. The population for this research consisted of all users of Microsoft Dynamics Great Plains (a typical type of enterprise system), which is frequently used in Jordanian companies in Amman City. A random sample of 30% of the research population was selected. The results revealed that business process reengineering, effective project management, company-wide support, and organizational culture have a positive correlation with ERP perceived benefits, whereas top management support does not. In addition, there is a significant positive correlation between vendor support and ERP perceived benefits. Academic and practical recommendations are provided.
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Metz, Daniel, Liviu Ilieș und Răzvan Liviu Nistor. „The Impact of Organizational Culture on Customer Service Effectiveness from a Sustainability Perspective“. Sustainability 12, Nr. 15 (03.08.2020): 6240. http://dx.doi.org/10.3390/su12156240.
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The conducted study focused on a multinational ITC (Information Technology and Communications) company. Empirical research aimed to evaluate organizational culture based on Denison’s model through four features: capacity development, basic values, customer orientation, and goals and objectives. At the same time, the study analyzed service provided to customers, taking into account its three phases: pre-transaction, transaction, and post-transaction. As research methods, we used a questionnaire-based survey and direct observation. The results of the study demonstrate that the company has a strong culture based on an adequate core value system (shared by company members), innovative and effective human capital management practices, and customer orientation. All characteristics ensure the integration of sustainability principles into strategies, policies, and management practices of the company. At the same time, the authors develop a design and analysis model of the impact of organizational culture features on customer service effectiveness, highlighting that the four organizational culture features are good predictors for improving customer service effectiveness, which promotes an ethical business model and sustainable pursuit of economic, social and environmental performance. The study identified a set of good management practices and solutions in the design, operationalization, and monitoring of customer service.
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Osodlo, Vasyl, Oleh Rybchuk und Viktoriia Krykun. „Organizational Culture as a Basis for Efficient Development of Organization“. Management and Business Research Quarterly 17 (Februar 2021): 18–30. http://dx.doi.org/10.32038/mbrq.2021.17.02.
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The article is devoted to the study of non-material assets of an organization development, particularly of organizational culture as a basis of effective development of an organization. The hypothesis lies in the fact that specific features study of organizational culture of a company provides possibility of objective evaluation of a degree of stability of organization, its ability for competition, allows to predict the important directions of management decisions, and a possibility of achievement of planned results. The tendencies concerning the transformations of contemporary management of organizations, which are realized in transferring of management influences from the management of technology of work to technology of management of human potential of a company, are revealed. The change of emphasis is due to objective reasons: due to the processes of globalization, state-of-the-art production technologies, including the latest information technologies, as well as the international labor market, humanization of industrial relations and human resource management technologies are becoming widely available. The article presents the results of an empirical study of certain aspects that determine the organizational culture. Promising directions, that have a significant potential for improving organizational culture, are identified.
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Kusumajati, Dian Anggraini. „Organizational Citizenship Behavior (OCB) Karyawan pada Perusahaan“. Humaniora 5, Nr. 1 (30.04.2014): 62. http://dx.doi.org/10.21512/humaniora.v5i1.2981.
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Human resources are the most important asset in a company to get success of an organization/company. Many organizations face challenges such as how organizations respond to change from external and adapt to internal environment of organization. In this case OCB can increase organizational performance, because this behavior is the "oil" of social machine of the organization. In other words, with this behavior in social interaction the member from organization can be smooth, reduce disputes, and improve efficiency. OCB is a voluntary behavior that exceeds workers’ basic needs such as helping co-workers and courteous to others, which benefit an organization, and does not relate to the compensation system. The dimensions of OCB consist of altruism, conscientiousness, sportsmanship, courtesy, civic virtue. The factors affect the OCB, namely: culture and climate, personality and mood, organizational support, quality of interaction superiors and subordinates, tenure and gender. Implications of OCB are quality of service, performance groups, and turnover. The benefits from OCB to the company are improving the productivity of co-workers, increasing managers’ productivity, saving management’s and organization’s resources, saving energy resources to maintain the group function, to be an effective facility to coordinate the activities of the working groups, improving the ability from organization to attract and maintain best employees, improving the stability of organizational performance, and enhancing the organization's ability to adapt environmental changes. It can be said that if the company wants to increase employee’s OCB, the company should pay attention to the factors that influence employee’s OCB and OCB implications to the company.
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Syahyuni, Dedy. „Analisa Hubungan Antara Disiplin Kerja, Budaya Organisasi Dengan Kinerja Karyawan Dalam Perusahaan“. Jurnal Ecodemica: Jurnal Ekonomi, Manajemen, dan Bisnis 4, Nr. 2 (01.09.2020): 210–16. http://dx.doi.org/10.31294/jeco.v4i2.8202.
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In this fast-paced era like today, an organization in this case the company is also required to be able to work quickly in addition to being effective and efficient. Therefore, it cannot be denied, there is a high expectation of the performance of the employees in each company. Employees are asked to be able to provide the achievement of these expectations. Both expectations as individuals and as part of a work team. Because so many things that need to be considered in improving performance, the company must pay attention to some of these things. Two of them are good work discipline and ideal work culture. Both of these are not determinants of performance but these two things are a development of employee performance. The purpose of this paper is to provide an overview of work discipline and organizational culture and their contrubution on the creation of employee performance. In this paper, the results show that work discipline variables and organizational culture are related to 0.636, which means there is a strong relationship and gives an effect of 40 percent on the formation of employee performance. Keywords: Dicipline, organizational culture, work Performance
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Зарьков und B. Zarkov. „Choosing Relevant Organizational Culture in the Restaurant Business. Part Two“. Management of the Personnel and Intellectual Resources in Russia 3, Nr. 4 (15.08.2014): 65–68. http://dx.doi.org/10.12737/5426.
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The problem of a choice of an organizational culture adequate to the situation, in which a specific restaurant business is at the moment, is discussed in the
article. After a brief analysis of main organizational cultures, their advantages and disadvantages applied to specificity of the restaurant business it is mentioned
that the most common culture in this field is the culture of power. The substance of this culture is quite simple. All power and influence are accumulated along
the concentric lines, which surround the leader (in the restaurant business this role most likely belongs to the owner) and diminish with increasing distance
from him. The main feature of this type of culture is that the relationship with the leader is much more important than a formal position in a company.
Role culture in restaurant business is more effective when life is easily predictable. Although this culture has low tolerance to any sorts of changes. Typical response
of a role culture to the changes is disregard. Another common scenario in case of changes for such culture is to continue functioning just like before,
but even more insistently and diligently. Task culture in restaurant business is effective during the early stages of development, for example when creating a
new restaurant. Another case of its efficiency is applying it during vast changes, like when a restaurant is changing its concept and style. This culture is not
typical and is far from being durable in the restaurant business. In case of failure, it should be rapidly transformed into the culture of power, in case of success —
into the role culture.
It is stated that there is no universal solution to the problem of choice of an adequate organizational culture in the restaurant business. In every separate case
the choice should be individual, based on the size of the business, its stage of development, market conditions and current organizational technology of the
restaurant business.
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Cole, Gary. „Why a feedback culture will transform your business“. Development and Learning in Organizations: An International Journal 29, Nr. 6 (05.10.2015): 10–12. http://dx.doi.org/10.1108/dlo-03-2015-0023.
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Purpose – Establishing a feedback culture can transform a business but only if feedback is defined in the right way and given and received constructively in pursuit of individual, team and company goals. This paper provides practical advice on how to establish an effective feedback culture. Design/methodology/approach – This was written from professional experience. Findings – The very essence of the term “feedback” is a key function to meeting (and possibly exceeding) the goal(s) of your business. In an organizational context, this must mean that all individuals and teams should seek and receive feedback about their progress toward the organizational goal(s), in additional to their team goal(s). Furthermore, when this is cascaded down and managed superbly and consistently at an individual level, the power of a feedback culture will drive and maintain outstanding business performance. Originality/value – Practical advice on how to establish and maintain a highly effective feedback culture in organizations.
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Sadiq, Adeshina Waheed. „Influence of Leadership Practices on Organizational Safety Performance“. Business Ethics and Leadership 4, Nr. 2 (2020): 41–55. http://dx.doi.org/10.21272/bel.4(2).41-55.2020.
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This study analyzes the reasons why leadership does not influence the counteraction to incidents (through the implementation of safety systems and technology), which cause serious injuries or deaths in US oil and gas companies. The modified Delphi method summarizes eight oil and gas industry experts’ consensus on how leadership can reduce workplace incidents and improve organizational safety performance. The study selects eight safety specialists and leadership experts in executive positions in the US oil and gas industry, who participated in three rounds of discussions regarding the impact of leadership practices on the effectiveness of the safe conditions and were interviewed through a series of questionnaires. The study identifies five key aspects that can help improve the safety process efficiency in the company and provide the basis for future research: empowering employees to stop dangerous operations; formation of effective health, safety and environmental management system; employees’ involvement in the formation of organizational safety initiatives, the creation of corporate culture in the company, the use of consistent behavior patterns in promoting safety improvements across the organization. The study concludes that preventing incidents and improving safety performance in an organization requires effective coordination of the five components, which, according to the experts’ evaluations are the most important in terms of organization development. Therefore, leaders and practitioners in this field, who often face safety performance challenges, should apply a safety ecosystem approach to prevent incidents from occurring and improve safety performance within their businesses. The study results contribute towards a deeper understanding of how organizational management can apply existing knowledge on compliance with safe working conditions to prevent incidents in the company using different strategies to counteract them. The study identifies the main limitations related to the use of the modified Delphi method. They include the difficulties in determining the optimal sample size and attracting a sufficient number of study participants. The second limitation is that due to fewer participants, the conclusion from the study represents the views of the participants which may vary if a sufficiently large number of participants took part in the study. Keywords: Incident Prevention, Leadership, Management System, Organizational Culture, Safety Culture.
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Libia, Palayan. „Measurement of Organizational Commitment in Private Hospitals in Chennai City“. International Journal of Management Excellence 11, Nr. 2 (31.08.2018): 1625–27. http://dx.doi.org/10.17722/ijme.v11i2.1018.
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Organisational commitment is considered to be a positive psychological sate which binds an employee to the organisation. Several research studies have established that highly commitment employees remain with the company .organisation commitment found to be inversely related to employees in private hospitals in Chennai city. This study investigated the relationship between organisation effective, organisation culture and organization commitment. In this research correlation analysis was carried out to describe the link between the employee’s commitment and organisation commitment.
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SOLANKI, KALPANA. „‘To what extent does Amazon.com, Inc success be accredited to its organizational culture and ND Jeff Bezos's leadership style?“ Archives of Business Research 7, Nr. 11 (17.11.2019): 21–40. http://dx.doi.org/10.14738/abr.711.7366.
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This research aims at finding the answer to the research ‘To what extent does Amazon.com, Inc's success be accredited to its's organizational culture and ND Jeff Bezos's leadership style?
This research question is answered by using the concepts of Business management for identifying the organisational culture of Amazon and leadership style od Jeff Bezzo and later identify the role of the corporate culture and leadersip style in the success of Amazon.
The secondary research shows that Amazon has an extremenly positive and welcoming organizational culture along with effective leadership style of Jeff bezzo which has led to the success of the company. Organisational culture motivate the human resources of the company to give their best efforts towards excellent customer services and customer satisfaction.
The CEO jeff has inculcated a warn culture by injecting his values and used a mix of Authoratirian and democratic leadership style which has led to the success of the company. Human resources are the most important asset of every organisation and the positive organisational culture has contributed to the optimum utilization of the human resource capabilities in Amazon. The research essay end with the finding that the visonary leadership style of Jeff has inducted the long term values in the employees of Amazon. Amazon’s organisational culture can be depicted in the rituals, stories, behavior, communication, style, workplace practices, celebrations and dress code of the employees and management
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Зарьков und B. Zarkov. „Choosing relevant organisational culture in the restaurant business“. Management of the Personnel and Intellectual Resources in Russia 3, Nr. 3 (17.06.2014): 70–73. http://dx.doi.org/10.12737/4884.
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The problem of a choice of an organizational culture adequate to the situation, in which a specific restaurant business is at the moment, is discussed in the article. After a brief analysis of main organizational cultures, their advantages and disadvantages applied to specificity of the restaurant business it is mentioned that the most common culture in this field is the culture of power. The substance of this culture is quite simple. All power and influence are accumulated along the concentric lines, which surround the leader (in the restaurant business this role most likely belongs to the owner) and diminish with increasing distance from him. The main feature of this type of culture is that the relationship with the leader is much more important than a formal position in a company.
Role culture in restaurant business is more effective when life is easily predictable. Although this culture has low tolerance to any sorts of changes. Typical response of a role culture to the changes is disregard. Another common scenario in case of changes for such culture is to continue functioning just like before, but even more insistently and diligently. Task culture in restaurant business is effective during the early stages of development, for example when creating a new restaurant. Another case of its efficiency is applying it during vast changes, like when a restaurant is changing its concept and style. This culture is not typical and is far from being durable in the restaurant business. In case of failure, it should be rapidly transformed into the culture of power, in case of success — into the role culture.
It is stated that there is no universal solution to the problem of choice of an adequate organizational culture in the restaurant business. In every separate case the choice should be individual, based on the size of the business, its stage of development, market conditions and current organizational technology of the restaurant business.
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Penava, Suada, und Dzevad Sehic. „The relevance of transformational leadership in shaping employee attitudes towards organizational change“. Ekonomski anali 59, Nr. 200 (2014): 131–62. http://dx.doi.org/10.2298/eka1400131p.
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The subject of the research presented in this paper is the role of the leadership of change agents in the implementation of organizational change. The focus of research is on the micro-aspect of change, specifically on the impact of changes in employees and their attitudes and behaviors that have a direct and significant impact on change success. The results of empirical research conducted in one Bosnian company show that the transformational behavior of the change agent is not equally relevant and effective in the case of the three organizational changes implemented in the company. The explanation for this can be found in the characteristics of the changes themselves, both those related to their cause and those related to the depth of the intervention and the expected consequences of change in the organizational culture.
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Cichosz, Izabela. „Coaching Expatriate Managers“. Journal of Intercultural Management 8, Nr. 4 (01.12.2016): 59–71. http://dx.doi.org/10.1515/joim-2016-0024.
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Abstract The motives for assigning a manager overseas are numerous. The responsibilities of these managers are: infiltrating new markets, supervising effective rapid growth of the company, technology transfer, management of cooperative partnership, conveying organizational values and norms, and building global communication ability. The process of acquiring the host country culture is very complicated and multifaceted. The paper addresses aspects of coaching expatriate managers.
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Ardini, Lilis. „ANALISIS PERBANDINGAN PENGARUH LANGSUNG DAN TAK LANGSUNG FAKTOR BUDAYA ORGANISASI DAN KOMITMEN TERHADAP KINERJA KARYAWAN PADA UPTD PARKIR KOTA SURABAYA“. EKUITAS (Jurnal Ekonomi dan Keuangan) 13, Nr. 2 (02.02.2017): 241. http://dx.doi.org/10.24034/j25485024.y2009.v13.i2.2140.
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UPTD Public Parking DISHUB Surabaya intends to run its working durability which one of them is caused by customer’s high loyalty. Service and post-service are factors that are important to create organizational culture towards managerial work and commitment. Therefore, we should examine the role of service variable to commitment variable as intervening variable.Respondents of this study are 87 samples by using purposive sampling method. Questionnaire consists of 3 variables, those are organizational culture with 26 indicators, then commitment with 15 indicators, and managerial work with 10 indicators .Suitable method to answer above problem is Path Analysis. The result is that path analysis shows that managerial work may have direct influence to commitment and have indirect influence that is from organizational culture to commitment as a new intervening to managerial work. Direct influence of organizational culture to managerial work that is is 0,232. Indirect influence of organizational culture to commitment that is 0,810, meanwhile from commitment to managerial work, that is 0,617. Therefore, indirect influence, that (0,810)*(0,617)=0,4997.Hypothesis stating that assumption of organization culture direct effect on performance be higher than organization culture indirect effect via employee performance commitment in UPTD Parkir of Surabaya City are refused. Cause organization culture indirect effect through employee performance are 0,49977 while organization culture direct effect on employee performance are 0,232. This result proving that Organization Culture which created the company as conducive will emerging Employee Commitment. Through this Employee Commitment. Will be effected on Employee Performance then furthermore effecting Organization Performance. Based on those results, it can be suggested that a company should give more emphasize to organizational culture and commitment because there is evidence that it may cause customer’s managerial work because organizational culture is a very important factor in guaranteeing UPTD Public Parking DISHUB Surabaya.
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Kairiša, Ilze, und Inga Lapiņa. „ANALYSIS OF FACTORS INFLUENCING QUALITY CULTURE AND THEIR IMPACT ON ORGANIZATIONAL DEVELOPMENT“. SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (21.05.2019): 235. http://dx.doi.org/10.17770/sie2019vol6.3810.
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Total quality management is an approach geared towards the organization’s efforts to continuously improve its ability to provide its customers with high quality products and services. In order for the organization to be able to ensure efficient use of resources, increase productivity and maintain excellent quality, it is necessary to develop quality culture. The aim of the research is to study and analyse the quality culture factors that might influence the continuous improvement and development of the organization’s activities. The research is based on the study of quality culture factors using literature review, qualitative content analysis and the “Organizational Culture Assessment Instrument” developed by Cameron and Quinn. On the basis of the results of a qualitative content analysis, the frequency of the categories of quality culture parameters in the literature was determined; with the help of the method of logical analysis and comparative analysis, the factors of quality culture corresponding to the parameters – dominant features, organizational leadership, employee management, organization glue, strategic goals and success criteria – were identified. An organizational culture based on quality culture principles is a significant factor for utilization of organizational competencies, creating an effective management and resource-oriented approach that is implemented focusing on the organization’s long-term interests and goals. By adopting a total quality management philosophy in the organization’s operations, the company can become more competitive, creating a working environment in which every employee can contribute, as well as facilitating cooperation between team members.
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İNCEKARA, Çetin. „BULANIK TOPSIS VE BULANIK VIKOR YÖNTEMLERİYLE BİR ENERJİ ŞİRKETİNDE KURUMSAL HAFIZANIN OLUŞTURULMASI“. Euroasia Journal of Mathematics, Engineering, Natural & Medical Sciences 8, Nr. 17 (25.09.2021): 1–20. http://dx.doi.org/10.38065/euroasiaorg.589.
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According to today's strategy of gaining competitive advantage; it is possible for a corporation to be effective and efficient whether it aims to make the same work better, faster, more efficient and cheaper than other corporations. In today's information age, change and competition in business are experienced rapidly; "organizational memory", where the collective feelings/experiences of corporations are stored, is the basis of the memory in the Corporation and it is invisible, whereas it is formed by the experiences and experiences that have penetrated into whole corporation, has a major/important place. Organizational memory includes all kinds of data/information, methods and capabilities that the corporations’ experience in the past and associate with its current decisions when necessary. In the study, 45 number of experts working in the energy sector (Decision-Makers: DM) were interviewed to determine the criteria, sub-criteria and weights used in facilitating knowledge and formation of organizational memory in companies, and as a result of the interviews, the criteria and sub-criteria of the study are formed. The criteria and sub-criteria (11 number of main criteria /41 number of sub-criteria) are evaluated. In the study, fuzzy multi-objective mathematical model (FMOM: by using Fuzzy AHP (Analytical Hierarchy Process), Fuzzy TOPSIS and Fuzzy VIKOR methods) are used to develop/evaluate/calculate the formation of organizational memory in companies working in energy sector. By the help of the mathematical model, formation of organizational memory in 12 number of energy companies have been evaluated/calculated by using Fuzzy TOPSIS and Fuzzy VIKOR methods and most suitable company is selected. In the study, the criteria were weighted by using Fuzzy AHP method, and among the criteria the most important evaluation dimension/main-criteria is "Storage Criteria" which has the highest importance weight value, therefore it was the most important criterion. The most important factor in storing organizational memory is the place where it is stored and should be improved by time. In energy companies; organizational memory/info may be stored in many places. These places are: business plan, work schedules/flow diagrams/programs, procedures, rules and guidelines, standards, policies, documents showing the work flow, performance criteria, case studies, business designs, archives (physical archive repositories and electronic archives), information about products and services, current situation evaluations/reports, employees' experiences, company culture, transformations within the company ... etc.
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Bag, Surajit. „Key Success Factors of an SME's Multi-Site Organizational Restructuring“. International Journal of Applied Logistics 7, Nr. 2 (Juli 2017): 1–20. http://dx.doi.org/10.4018/ijal.2017070101.
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Contemporary manufacturing supply chains face multiple challenges due to long, complex networks that operate internationally. Here, the focal company is an SME that has spread its network globally to reach mining customers with quality products within the shortest lead time. This study uses the case research method to study a family-owned business. It identifies the critical success factors in the supply chain restructuring program. Secondly, it examines the effective strategies in managing pre- and post-restructuring process. Thirdly, it emphasizes how the operational efficiency was achieved by reducing uncertainties and risks in the upstream supply chain and fourthly, to develop a framework for future researchers. The findings suggest that key driving factors of the restructuring program are organization culture, leadership, top management commitment, and information technology. The linkage factors which emerged from the study are effective communication with the stakeholders, employee motivation, work satisfaction, crisis management and managing buyer-supplier relationships.
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Urban, Wieslaw, und Agnieszka Mazurek. „The human factor in 5S implementation: perspectives from Poland“. Emerald Emerging Markets Case Studies 1, Nr. 3 (01.07.2011): 1–6. http://dx.doi.org/10.1108/20450621111163322.
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Subject area Production management and personnel management. Study level/applicability Production management modules of undergraduate business and management courses. Case overview The case describes the implementation of 5S by a Polish production company, namely Bianor. It presents not only the literature base and benefits of 5S but, in particular, shows the specificity of the implementation process, taking into consideration attitudes of employees; moreover, the study devotes some attention to aspects of organizational culture. Expected learning outcomes The case shows how to implement the 5S method in a production company, and how effective communication of processes is essential to implementing business change. Supplementary materials Teaching note.
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Matkó, Andrea, und S. Malhotra. „Implementing 5S in a Hungarian Company“. International Journal of Engineering and Management Sciences 3, Nr. 5 (10.12.2018): 161–73. http://dx.doi.org/10.21791/ijems.2018.5.19.
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The methods and tools used by Lean management can be used for any activity that is specifically introduced to the company. On this basis, the objective of this paper is the implementation of a Lean office with a 5S system transformation into the traditional office environment of a private business. During the workflow, it is also planned to create new habits in this narrow space that will incorporate the organizational culture into the everyday life of the business making the administration more effective. The 5S concept is new and helps the company to operation on a larger scale with fewer inputs than before. Figures are made for better understanding and a Red Tag is created which is the first step of the process. Red Tag tells the employees about the history and the process which will be needed on it. The basic of lean thinking is the contunious improvement in the quality of the product while minimaxing the wastes created during the process. The Next Broker Consultancy Ltd adopted this new way of management and made sure that all the necessary measurement are taken to insure smooth flow of the process.
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Rose, Owen, und David Pollitt. „Touch transforms the culture at HC-One“. Human Resource Management International Digest 22, Nr. 2 (04.03.2014): 11–14. http://dx.doi.org/10.1108/hrmid-04-2014-0039.
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Purpose – Observes how a learning program helped a new business created following the collapse of UK care-home company Southern Cross to deal with a legacy of poor management and damaged morale and their inevitable consequences for service quality. Design/methodology/approach – Explains the reasons for the introduction of the Touch learning program, the form it takes and the results it has achieved. Findings – Reveals that 24 bespoke courses have been created for the 15,000-strong workforce. There have been 250,000 course completions, taking around 228,000 hours in total. Around £4 million has been saved on training in the first year of the program. Practical implications – Describes how an effective communication program helped to secure support for e-learning among a workforce that had previously been less tech-savvy than the average. Social implications – Highlights the particular advantages of the training program for a dispersed workforce where regulatory compliance is an important issue. Originality/value – Provides the inside story of how a training program helped to transform organizational culture and individual performance.
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Sabra, S. A., und A. M. Aamer. „Resistance to Organizational Change: A Case of Yemen National Oil and Gas Sector“. Indonesian Journal of Computing, Engineering and Design (IJoCED) 1, Nr. 1 (21.04.2019): 1. http://dx.doi.org/10.35806/ijoced.v1i1.31.
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The purpose of this study was to evaluate barriers in understanding different sets of culture, which can arise in an organization. This study was also done to comprehend how resistance can be managed or reduced by discussing the significance of effective communication between management and employees. Trust in management and employee participation during the process of managing changes in National Oil and Gas Company was also identified. We conducted a case study as an investigative tool. In terms of the research site, we focused on one of the national oil and gas companies to highlight some of the issues and outcomes of recent management change. To collect data, questionnaires were distributed within the company. Bivariate correlation analysis and regression analysis were then used to test the proposed hypotheses. The results empirically showed that there are several parameters involving resistance to organizational changes. These parameters can be classified as communication between management and employees, trust in management, and employee participation. These parameters gave a positive impact as employee participation has the highest impact of the three examined factors.
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Almomoni, Mohannad Ahmed, und Weam Aref Alkhalayleh. „Application of Knowledge Management Requirements in the Mining Industries Sector from the Employees' Point of View: A Suggested Case Study on the Jordan Phosphate Mines Company“. Journal of Business & Management (COES&RJ-JBM) 9, Nr. 2 (01.04.2021): 31. http://dx.doi.org/10.25255/2306.8043.2021.9.2.31.39.
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The study aims to develop a research model to identify the requirements of knowledge management in the mining sector from the perspective of employees, by examining the relationship between knowledge management requirements (organizational culture, management leadership, organizational structure and information technology) and the application of knowledge management in the mining sector, in order to determine the reality of knowledge management requirements in Jordanian phosphate in the development, management, production and manufacture of phosphates resulting in more efficient production, while the study made several recommendations, such as holding a series of workshops and conferences to introduce a knowledge management culture, designing a central database in various sectors, including the mining industry, to store and exchange knowledge, focusing on infrastructure and technology and allocating financial and intellectual resources. This is to establish effective communication networks in the mining sector.
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Swierczek, Benjamin Morgan, und Fredric William Swierczek. „An international telecom acquisition: lost in translation when Ya'alla met Boben Yang“. Development and Learning in Organizations: An International Journal 32, Nr. 1 (02.01.2018): 15–18. http://dx.doi.org/10.1108/dlo-02-2017-0006.
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Purpose This study aims to consider the transition that took place between two major telecom multinational companies (MNCs) during an acquisition in an emerging market, Laos. The differences in the orientation of top management, corporate culture and cultural distance led to the ineffective performance of the acquired telecom company. Design/methodology/approach Content analysis is used to identify the key factors in the case. The sources of data are annual reports, past interviews, market reports, and participant observation. Findings The ineffective performance of the acquisition was related to the lack of cultural compatibility of the new top management, a corporate culture that emphasized costs over customer satisfaction and the failure to close the cultural gap between the Middle Eastern cultural values and the Lao values. Research limitations/implications The data are mostly secondary data with some interviews of key managers. The case study would benefit with more extensive primary data, but the company was reluctant to respond. Practical implications The match between the top management leadership style, the complementarity of the new corporate culture with the existing one, and the reduction in the gap in national cultures are all critical in the continuing successful performance of an acquisition. A strategy of localization increasing the competencies of the local managers and professionals and the adaptation of the organization processes and practices to the local context are more effective in achieving positive performance. Social implications The change in corporate cultures from the collaborative/customer satisfaction emphasis of Tigo to a competitive/cost culture of Beeline led to a significant conflict with other telecom providers in Laos. This had performance consequences for Beeline and also the telecom sector. Originality/value This study is a unique demonstration of what happens in an acquisition of a telecom company in an emerging market. It is an interesting interplay of two major telecom companies with similar strategic choices but very different corporate culture orientations.
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Skurjat, Krystyna. „Principles of good work - selected problems of praxeology“. Scientific Journal of the Military University of Land Forces 187, Nr. 1 (01.03.2018): 119–28. http://dx.doi.org/10.5604/01.3001.0011.7366.
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The text addresses the growing interest in praxeology as the theory of effective action in the form that has been given to this field mainly by Tadeusz Kotarbinski. The transformation of the social order requires the application of technical recommendations that improve all good work, and praxeology determines the canons of such efficiency such precisely. Praxeology also enforces the use of ethnical norms and references to value systems because they determine adaptive strategies of individuals and social groups, and thus influence the organizational culture of a company.
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Rana, Geeta, und Alok Goel. „Ethan learns to be a learning organization“. Human Resource Management International Digest 22, Nr. 6 (05.08.2014): 12–14. http://dx.doi.org/10.1108/hrmid-08-2014-0114.
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Purpose – This paper aims to describe the main human resource management policies at Ethan Power Private Ltd, an Indian design, sales and manufacturing company, and the specific circumstances that led it to become a learning organization. Design/methodology/approach – This paper outlines the company’s origins and growth and its policies in such areas as recruitment, induction, training, remuneration, performance management and industrial relations. Findings – This paper reveals that learning organization concepts have stimulated debate in the business, and there is growing acceptance of self-managed development, empowerment and creativity. Practical implications – This paper explains that there is much more evidence in the company of effective teamwork and the principles of total quality management, while HR specialists are encouraging the processes of reflection and self-improvement that lie at the heart of organizational improvement. Social implications – This paper reveals that, in general, and while fully complying with industrial-relations legislation, the company prefers to employ people who are not members of a trade union. Originality/value – This paper details the factors that led an Indian organization to change its organizational culture and how this change was achieved.
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van Scheppingen, Arjella R., Ernest M. M. de Vroome, Kristin C. J. M. ten Have, Gerard I. J. M. Zwetsloot, Noortje Wiezer und Willem van Mechelen. „Vitality at work and its associations with lifestyle, self-determination, organizational culture, and with employees’ performance and sustainable employability“. Work 52, Nr. 1 (19.08.2015): 45–55. http://dx.doi.org/10.3233/wor-141947.
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BACKGROUND: Vitality at work is an important factor for optimal functioning and sustainable employability. To date, knowledge on how to promote vitality at work is fragmented. OBJECTIVE: Contribute to knowledge on how to promote vitality at work. METHODS: Determinants of vitality at work are identified from three scientific fields, and used in a comprehensive model. Regression analyses on cross-sectional data from a Dutch dairy company (N = 629) are performed to examine the associations between these factors, vitality at work, and employees’ perceived effective personal functioning and sustainable employability. RESULTS: Vitality at work is most strongly associated with basic psychological needs of self-determination, but also with healthy lifestyle behavior, having a balanced workstyle, and social capital. Vitality at work is also associated with effective personal functioning and with sustainable employability. CONCLUSIONS: The study confirms the multifactorial nature of vitality at work. Since organizational culture may support self-determination, and cultural aspects themselves are positively associated with vitality, organizational culture seems particular important in promoting vitality at work. Additionally, a healthy lifestyle appears important. The associations between vitality at work and effective personal functioning and sustainable employability endorse the combined health-based, business-related and societal importance of vitality at work.
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CHERNYSHOVA, Liliia, und Oleksandra YAKOVENKO. „The modern view of preliminaring as an effective technology of personnel selection“. Economics. Finances. Law, Nr. 5/2 (29.05.2020): 16–20. http://dx.doi.org/10.37634/efp.2020.5(2).3.
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The paper describes the main problems and peculiarities of implementation of the technology preliminaring. A certain topic is relevant for the formation of the company's human resources potential, because it is a source for new innovative ideas and new prospects for any organization. The purpose of the paper is to highlight the modern features of using prelim-ing in domestic enterprises, determine its advantages for a young specialist and study the impact of technology on the competitive development of organizations. The paper defines the positive and negative aspects of preliminaring technology.It is determined that students are inspired to do more, are not afraid to take risks and spend their time on achieving the goal, they are dynamic, effectively comprehend production processes, better perceive innovations, and are enthusiastic, so the inclusion of such a workforce will have a positive impact on the activities of any enterprise. In the research process was considered the probability of introducing preliminaring in the activities of the national stevedoring LLC "Brooklyn-Kiev" and the scheme of the key management stages of implementation preliminaring in the activities of the stevedoring company. It is noticed that the use of preliminaring in the stevedoring company gives an opportunity for the new employee assigned with the use of this technology, adapt to the specifics of the enterprise, production process, corporate culture prevailing in the organization since he's already interned at this company and is familiar with its organizational structure, individual links of the work team. The paper provides recommendations for the effective use of this technology in the activities of innovation-oriented organizations. It is emphasized that a certain technology preliminaringu-a tool that will help bring the company to the forefront in business and any domestic enterprise that considers itself modern and promising should take it into account.
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Manumanoso Prasetyo, Muhammad Anggung. „Peranan Perilaku Organisasi dan Manajemen Strategi dalam Meningkatkan Produktivitas Output Pendidikan“. Idarah (Jurnal Pendidikan dan Kependidikan) 2, Nr. 1 (10.06.2018): 80–101. http://dx.doi.org/10.47766/idarah.v2i1.267.
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The Strategic issues that are currently the problem of education this time include the achievement of low quality seeing graduate productivity, factors related to issue value for money, and factors of educational accountability. Organizational behavior includes a complex collection of ideologies, symbols, and core values that apply in the company and influence the way to run the business. Establishing an organizational culture is the main task of effective strategic leadership. This study aims to reveal how organizational behavior influences the process of organizational change. Implementation of Change is a process that stems from differences in mindset. This research is library research. The primary data source is the theory of organizational behavior. Secondary data sources are change theory, strategic management, and productivity. Research result shows that thoughts of people who are in the organization build the mind of the organization to build a good condition that will produce a good performance. Component of increasing productivity in the context of educational output is (1) work attitude; (2) skill competence; (3) environment relationship; (4) productivity management; (5) labor efficiency and (6) entrepreneurship.
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Dehban, Behnam, und Azadeh Heydari. „Explanation of a Knowledge Workers Maintenance and Retention Model in Mapna Electric and Control, Engineering and Manufacturing Company (MECO)“. Modern Applied Science 10, Nr. 9 (21.07.2016): 253. http://dx.doi.org/10.5539/mas.v10n9p253.
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This research aimed to investigate and explain maintenance and retention model of Knowledge workers in MECO Company in 2015. The research statistical population consisted of all Knowledge workers with working conditions in MECO Company. Based on the estimation, the number of eligible employees was determined 138 people. 102 people among these were considered as sample size using Cochran formula and simple random sampling method. Data collection methods had been both qualitative and quantitative. Effective components were extracted on the basis of statements recorded from interviewees, discussions and dialogues, principles of observations, documentation and so on. It also was measured by researcher-made questionnaire. Questionnaire reliability was calculated using Cronbach's alpha method. Its value for all variables of questionnaire was acceptable values higher than 0.7. Similarly, the content validity was used to test the validity of the questionnaire. For this purpose the questionnaires were confirmed by relevant experts. Data obtained from the implementation of questionnaires were analyzed using SPSS software in two descriptive and inferential parts. Finally, the research results in the form of a model confirmed role of factors such as organizational structure of occupational satisfaction, communication system, evaluation and control system, organizational culture, pay and reward system, and job stress in the retention and maintenance of Knowledge workers in MECO Company.
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Tarigan, Zeplin Jiwa Husada, Wahju Astjarjo Rini und Sundring Pantja Djati. „DAMPAK SHARING KNOWLEDGE TERHADAP BEST OPERATIONAL PRACTICE MELALUI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN SERVICE QUALITY DI POLWILTABES SURABAYA“. EKUITAS (Jurnal Ekonomi dan Keuangan) 14, Nr. 2 (02.02.2017): 210. http://dx.doi.org/10.24034/j25485024.y2010.v14.i2.2143.
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Sharing Knowledge is originated from the interaction between individuals which will form a group or working group in a company, while the working group with expertise/skills is called teamwork. The working group should be developed to be able to communicate and have good relationships within the department, between departments and between organizations. Good communication within the organization will improve the working relationship to be more intense and faster. There are no boundaries either between individuals or individuals and departments in the organization so as to create an effective working relationship and a strong team work which lead to the creation of the best practices operational. Based on the survey by interviewing and spreading questionnaires to 266 police members of the police in POLWILTABES SURABAYA about sharing knowledge of best operational practices (BOP) in the police organization through team work's affectivity and OCB (organizational citizenship behavior). The results showed that sharing knowledge does not directly impact organizational citizenship behavior as an organizational culture, but it is indirectly give impact through the team work's affectivity moderator variable. Sharing knowledge as an organizational culture has an impact on enhancing the effectiveness of team work. The Effectiveness of team work influence organizational citizenship behavior in police organizations to increase the best operational practice. Team work's affectivity has influence towards Best Operational Practices (BOP) in the police organization. OCB (Organizational citizenship behavior) also has influence towards the best operational practices (BOP) in the police organization.
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Tarigan, Zeplin Jiwa Husada, Wahju Astjarjo Rini und Sundring Pantja Djati. „DAMPAK SHARING KNOWLEDGE TERHADAP BEST OPERATIONAL PRACTICE MELALUI ORGANIZATIONAL CITIZENSHIP BEHAVIOR DAN SERVICE QUALITY DI POLWILTABES SURABAYA“. EKUITAS (Jurnal Ekonomi dan Keuangan) 14, Nr. 2 (17.09.2018): 210–24. http://dx.doi.org/10.24034/j25485024.y2010.v14.i2.282.
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Sharing Knowledge is originated from the interaction between individuals which will form a group or working group in a company, while the working group with expertise/skills is called teamwork. The working group should be developed to be able to communicate and have good relationships within the department, between departments and between organizations. Good communication within the organization will improve the working relationship to be more intense and faster. There are no boundaries either between individuals or individuals and departments in the organization so as to create an effective working relationship and a strong team work which lead to the creation of the best practices operational. Based on the survey by interviewing and spreading questionnaires to 266 police members of the police in POLWILTABES SURABAYA about sharing knowledge of best operational practices (BOP) in the police organization through team work's affectivity and OCB (organizational citizenship behavior). The results showed that sharing knowledge does not directly impact organizational citizenship behavior as an organizational culture, but it is indirectly give impact through the team work's affectivity moderator variable. Sharing knowledge as an organizational culture has an impact on enhancing the effectiveness of team work. The Effectiveness of team work influence organizational citizenship behavior in police organizations to increase the best operational practice. Team work's affectivity has influence towards Best Operational Practices (BOP) in the police organization. OCB (Organizational citizenship behavior) also has influence towards the best operational practices (BOP) in the police organization.
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Khomenko, Ya V. „Improving the performance of corporate leaders: Theoretical and practical consideration“. Finance and Credit 26, Nr. 11 (27.11.2020): 2617–32. http://dx.doi.org/10.24891/fc.26.11.2617.
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Subject. The article evaluates the performance of corporate leaders in today's economy. Objectives. I unfold principles for evaluating the performance of a business leader, and review the substance of corporate governance and distinctions in managerial approaches that exist in a transportation company. Methods. The study relies upon the process-based and systems approaches, economic and mathematical methods, statistical methods for data processing and comparative analysis. Results. I analyzed types of corporate governance and notes that the entity should primarily ensure a growth in the productivity and financial result (profit). Therefore, as for the substance of corporate leader's performance, it seems to ensure the relationship of all management elements. Hence, I review a closed chain of the business leader's governance ensuring the working process and comprising five phases. The article outlines an algorithm for evaluating the performance of managers, illustrating the case of a transportation company. Based on available theoretical data, I determine that the microanalysis seems to be an option to improve the performance of corporate leaders, since it detects challenges at the initial phase, examines the management process and finds methods to eliminate any issues. I analyze how the organizational culture is examined, and conclude that the organizational culture in the transportation company is developing, thus ensuring the effective performance of the company. Conclusions. The substance of management translates into its functions and tasks shaping the specifics of the working process. A corporate leader deals with a big deal of functions, managing the staff, establishing the cooperation between corporate departments, collecting and processing the information for tasks they have to handle. The microanalysis and the implementation of the corporate governance mainly serve for raising the performance of corporate leaders. The findings can prove useful to various entities.
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Odai, Leslie Afotey, Jingzhao Yang, Isaac Ahakwa, Shaibu Ismaila Mohammed und Samuel Dartey. „Determining the Impact of Supervisory Support on Employee Engagement in the Telecommunication Sector of Ghana: The Role of Supportive Organizational Culture“. SEISENSE Business Review 1, Nr. 2 (01.04.2021): 15–31. http://dx.doi.org/10.33215/sbr.v1i2.588.
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Purpose- Organizations that enforce effective supervisory support through their cultural traits see their employees reciprocating through positive outcomes. The study explored the impact of supervisory support on employee engagement in Ghana’s telecommunications sector and the moderating effect of supportive organizational culture on the relationship. Design/Methodology- A correlational descriptive research design was adopted. A sample of three hundred and fifty-three (353) employees was drawn randomly from a top selected telecommunication company in the Accra Metropolis of Ghana. Information collated were analyzed using Statistical Package for Social Sciences (SPSS version 26) and partial least square based on Structural Equation Modeling (SEM) Findings- The findings indicate that supervisory support significantly influences employee engagement. Again it was revealed that supportive organizational culture influences employee engagement and substantially moderates the relationship between supervisory support and employee engagement. Practical Implications- The findings provide valuable suggestions for organizations, managers, and supervisors to emphasize on measures such as a robust feedback system, training of supervisors, and enhancing employees' freedom to operate within the organization, which increases employee engagement and optimizing the organization’s competitive advantage.
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Johnson, Brian. „Business Intelligence Should be Centralized“. International Journal of Business Intelligence Research 2, Nr. 4 (Oktober 2011): 42–54. http://dx.doi.org/10.4018/jbir.2011100104.
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The implementation of BI into the business strategy and culture is laden with many potential points that could result in failure of the initiative, leaving BI to be underdeveloped and a source of wasted resources for the company. Due to the unique nature of BI in the business space, properly setting up BI within the organizational structure from the onset of integration minimizes the impact of the most common hurdles to BI implementation. Many companies choose to mitigate these problems by using a centralized approach by building a Center of Excellence, but their place in the company’s organizational structure needs to be well-defined and properly empowered to be effective. This paper also reviews how the concept of centralization is defined, how it relates to the implementation of BI, and how it can effectively in overcome the common implementation hurdles.
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Rynkevich, Natalya. „Development of organizational culture in the management system of the food industry enterprises“. Agricultural and Resource Economics: International Scientific E-Journal 6, Nr. 1 (20.03.2020): 123–45. http://dx.doi.org/10.51599/are.2020.06.01.09.
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Purpose. The purpose of the article is a marketing research of the peculiarities of the organizational culture of the food industry enterprises and the identification of tendencies, problems and prospects of its development in the current economic conditions in Ukraine.
Methodology / approach. Dialectical method of scientific cognition, complex, systematic, logical approaches were used to achieve this purpose and to solve certain problems. During the research, general scientific methods of abstraction and analogy, induction and deduction, analysis and synthesis, generalization, structural-logical, economic-statistical, mathematical-statistical, expert surveys were applied.
Results. The results of the expert survey are presented as a method of empirical research in order to identify current problems, barriers, features, tendencies and ways of developing the organizational culture of the food industry in Ukraine. The barriers that impede the effective development of the organizational culture of enterprises include the following: functional disruptions impede data sharing; lack of digital platforms for managing large databases; lack of digital competence of staff; lack of a well-defined definition of customer orientation; misunderstanding of the essence of the client-oriented approach to the formation of organizational culture; the inability of the company to communicate with customers. It is established that the main obstacles to the transformation of the organizational culture of companies in terms of digitization of the economy are: low level of employee involvement; lack of financial resources; imperfection of organizational structure; lack of clear vision and support for leadership; misunderstanding of digital trends; not making necessary changes to the organizational culture; underdevelopment of IT infrastructure; lack of digital skills; lack of databases.
It is proved that there is a direct correlation between the organizational culture of enterprises and financial results. Expert assessment of the influence of endogenous factors on the development of organizational culture of enterprises and the intensity of use of channels of internal communication. Indicators that reflect the characteristics of the organizational culture of enterprises have been identified and calculated. The calculations showed that the level of development of organizational culture at the surveyed enterprises is average and is 0.529. It should be noted that the level of development of organizational culture of food processing enterprises is significantly influenced by such indicators as «Empowerment» (0.663), «Strategic direction and intentions» (0.620), «Teamwork orientation» (0.593), «Objectives and Tasks» (0.570), «Vision» (0.567). However, food companies pay insufficient attention to organizational staff training, employee training, the ability to change under the influence of exogenous factors, and the application of a customer-centric approach to customer service.
Originality / scientific novelty. On the basis of Denison’s methodology, the methodical approach to the assessment of organizational culture of the food industry enterprises has been improved. Approbation of the proposed approach showed that the interviewed enterprises have an average level of development of organizational culture (0.505), since the value of the integral indicator is in the range of 0.51–0.75.
Practical value / implications. Priority directions of improvement of development of management of organizational culture of food industry enterprises are offered, implementation of which will contribute to optimization and automation of personnel management processes, increase of productivity of employees, increase of profitability level from sales of products, improvement of quality of logistic service and level of customer service.
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Pyatakova, Ksenia. „The theory of Emotional Intelligence as the Basis of Risk Management“. Scientific Research of Faculty of Economics. Electronic Journal 9, Nr. 3 (28.09.2017): 46–67. http://dx.doi.org/10.38050/2078-3809-2017-9-3-46-67.
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Regardless of the type and size of the organization, they are confronted with both external and internal factors as well as impacts which create uncertainty in regards to achieving certain goals. The risk management of the company is determined by both how well risks are perceived and the intra-organizational interaction of workers under the influence of cultural values that may affect perceptions and attitudes towards risk management. Being an important element of the corporate governance system of any company, effective risk management allows for the acceleration of the decision-making process. The growth of competition during the unstable economic situation in the world takes a special character, which forces the company to look for new opportunities to optimize the risk management process and to offer its own ways of improving the performance of the company. Emotional intelligence can become a promising tool for developing a risk culture, primarily in those areas of business where the human factor plays a great role. The application of international standards and best practices in light of emotional intelligence will increase the company's stability in the market and achieve its goals.
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Florea, Radu. „The Appraisal of Commitment in Organizational Environments- Differentiating Organizational Commitment from Employee Satisfaction“. European Journal of Interdisciplinary Studies 2, Nr. 2 (30.04.2016): 178. http://dx.doi.org/10.26417/ejis.v2i2.p178-182.
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In order to acquire (and maintain) a high degree of commitment of a company’s staff certain conditions must be met both general – that are valid for most organizations focused on profit - and specific - depending on the particularities of each company. Commitment is very relevant in calibrating the business strategy of companies in order to develop employees but also as a central objective for change management. At a general level, building commitment is conditioned on communication with employees on effective leadership, a high degree of satisfaction and a low degree of resistance to change. Change management theorists suggest that any kind of change - both planned and critical incident related- will have negative implications on organizational commitment. Becker considers communication as one of the main factors that affect commitment, important in the growth and continuation. Communication also has implications for organizational culture calibration, transmission of messages via multiple channels and is affected by several factors including commitment (Keyton, 2010). The main difference between commitment and satisfaction is strongly related to the emotional and affective study dimensions of Meyer and Allen’s model on commitment (Keyton, 2010); although satisfaction can generate certain reactions from employees, it has a wide range of meanings from which results can be reported. Commitment may have different affective values because of the implications that it generates and because of their complexity. Accuracy is the most important feature as it helps in measuring commitment and maintaining a high degree of objectivity in data interpretation. Measuring attitudes in social sciences is a subject often problematic because the instruments used do not meet the criteria of validity - do not measure what needs to be measured. Therefore, the measurements may be inaccurate without the use of an appropriate methodology for identifying the exact coefficients of the survey indicators.
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Florea, Radu. „The Appraisal of Commitment in Organizational Environments- Differentiating Organizational Commitment from Employee Satisfaction“. European Journal of Interdisciplinary Studies 4, Nr. 2 (30.04.2016): 178. http://dx.doi.org/10.26417/ejis.v4i2.p178-182.
Der volle Inhalt der QuelleAnnotation:
In order to acquire (and maintain) a high degree of commitment of a company’s staff certain conditions must be met both general – that are valid for most organizations focused on profit - and specific - depending on the particularities of each company. Commitment is very relevant in calibrating the business strategy of companies in order to develop employees but also as a central objective for change management. At a general level, building commitment is conditioned on communication with employees on effective leadership, a high degree of satisfaction and a low degree of resistance to change. Change management theorists suggest that any kind of change - both planned and critical incident related- will have negative implications on organizational commitment. Becker considers communication as one of the main factors that affect commitment, important in the growth and continuation. Communication also has implications for organizational culture calibration, transmission of messages via multiple channels and is affected by several factors including commitment (Keyton, 2010). The main difference between commitment and satisfaction is strongly related to the emotional and affective study dimensions of Meyer and Allen’s model on commitment (Keyton, 2010); although satisfaction can generate certain reactions from employees, it has a wide range of meanings from which results can be reported. Commitment may have different affective values because of the implications that it generates and because of their complexity. Accuracy is the most important feature as it helps in measuring commitment and maintaining a high degree of objectivity in data interpretation. Measuring attitudes in social sciences is a subject often problematic because the instruments used do not meet the criteria of validity - do not measure what needs to be measured. Therefore, the measurements may be inaccurate without the use of an appropriate methodology for identifying the exact coefficients of the survey indicators.
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Florea, Radu. „The Appraisal of Commitment in Organizational Environments- Differentiating Organizational Commitment from Employee Satisfaction“. European Journal of Multidisciplinary Studies 1, Nr. 2 (30.04.2016): 127. http://dx.doi.org/10.26417/ejms.v1i2.p127-131.
Der volle Inhalt der QuelleAnnotation:
In order to acquire (and maintain) a high degree of commitment of a company’s staff certain conditions must be met both general – that are valid for most organizations focused on profit - and specific - depending on the particularities of each company. Commitment is very relevant in calibrating the business strategy of companies in order to develop employees but also as a central objective for change management. At a general level, building commitment is conditioned on communication with employees on effective leadership, a high degree of satisfaction and a low degree of resistance to change. Change management theorists suggest that any kind of change - both planned and critical incident related- will have negative implications on organizational commitment. Becker considers communication as one of the main factors that affect commitment, important in the growth and continuation. Communication also has implications for organizational culture calibration, transmission of messages via multiple channels and is affected by several factors including commitment (Keyton, 2010). The main difference between commitment and satisfaction is strongly related to the emotional and affective study dimensions of Meyer and Allen’s model on commitment (Keyton, 2010); although satisfaction can generate certain reactions from employees, it has a wide range of meanings from which results can be reported. Commitment may have different affective values because of the implications that it generates and because of their complexity. Accuracy is the most important feature as it helps in measuring commitment and maintaining a high degree of objectivity in data interpretation. Measuring attitudes in social sciences is a subject often problematic because the instruments used do not meet the criteria of validity - do not measure what needs to be measured. Therefore, the measurements may be inaccurate without the use of an appropriate methodology for identifying the exact coefficients of the survey indicators.
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Brimah, Bolatito Amudat, Wahid Damilola Olanipekun, Ayodeji Gbenga Bamidele und Musa Ibrahim. „Knowledge Management and its Effects on Financial Performance: Evidence from Dangote Flour Mills, Ilorin“. Financial Markets, Institutions and Risks 4, Nr. 2 (2020): 34–42. http://dx.doi.org/10.21272/fmir.4(2).34-42.2020.
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This paper summarizes the arguments and counterarguments within the scientific discussion on the issue of knowledge management and their impact on the financial performance of economic entities. It is determined that despite the key role of knowledge both for the development of the country (which in the 21st century is based mainly on knowledge) and to increase the value of the company, today companies do not fully use arrays of knowledge and data, which forms barriers to increase competitiveness in the strategic perspective. The main purpose of this study is to assess the impact of knowledge management on the financial performance of companies. Data for the study were obtained from a primary source based on a structured questionnaire with which Dangote Flourmills staff worked. The methodology of the work is a software product for statistical data processing – STATA 11, while the data analysis was performed on the basis of regression analysis, which was used to test hypotheses at the level of 5% significance. The analysis of the data confirmed the significance of the impact of all indicators of knowledge management on the financial performance of the economic entity. The results theoretically confirmed and empirically proved that strategic leadership, organizational culture, information, and communication technologies, effective human resource management practices have a significant impact on financial performance. This study concludes that knowledge management has a significant impact on the financial performance of businesses. The paper states that knowledge management activities help to focus the company’s management on the accumulation, storage, and use of knowledge to solve problems, dynamic learning, strategic planning, and making sound financial and economic decisions. The authors have formed the following recommendations: assistance from the management of the company to exchange knowledge, training and professional development; introduction of the latest digital technologies to improve communication and management mechanisms, based on the specifics, features, and needs of companies; ensuring and developing a corporate culture that allows you to balance and coordinate the actions of management policy. Keywords: knowledge management, human resources, strategic leadership, organizational culture, financial results of the company.
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Segovia, Michael. „JDSU uses personality typology during management Empowerment Camps“. Industrial and Commercial Training 48, Nr. 1 (04.01.2016): 29–32. http://dx.doi.org/10.1108/ict-07-2015-0048.
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Purpose – The purpose of this paper is to gauge the success of optical product maker JDSU’s effort to engage Human Resources as a strategic partner in building an international company culture using training in the Myers-Briggs Type Indicator to bring diverse teams together with a common management language for discussing interpersonal and team dynamics. Design/methodology/approach – The study relied on interviews with managers, employees, and designers of JDSU’s Empowerment Camp on their experience of improvement in management and communication in the organization. Findings – With a common language for discussing communication, management, and interpersonal interaction centered around insights derived from management’s training in the Myers-Briggs Type Indicator through the Empowerment Camp, members of the organization encountered a more unified and effective management approach across JDSU’s diverse web of international offices. Originality/value – This paper is the first to explore a company’s effort to engage Human Resources as a strategic partner in building an international company culture.
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Kavousi, Shahrooz, und Yashar Salamzadeh. „Identifying and Prioritizing Factors Influencing Success of a Strategic Planning Process: A Study on National Iranian Copper Industries Company“. Asian Social Science 12, Nr. 8 (07.07.2016): 230. http://dx.doi.org/10.5539/ass.v12n8p230.
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<p>Nowadays, global economic activities are performed by medium and small-sized enterprises (SMEs). All these organizations seek success, knock the socks off rival companies and satisfy their customers' needs in a turbulent environment and a very competitive market. Strategic planning, in case of proper formulation and implementation, is an effective tool which can identify opportunities, threats, strengths and weaknesses of the organization so that more realistic goals can be set and implemented. National Iranian Copper Industries Company needs to prioritize its strategies due to structural evolutions in order to determine the budget and formulate short-term planning for them. So the present research examines and ranks these factors. Our research method is descriptive-survey and the sampling process is random. Population size is 180 and the sample size of 120 is calculated according to Cochran formula. This research categorized the factors using factor analysis. The results showed that success factors of Strategic Planning for this company were situated in four groups including administrative process, managerial process, inter-organizational culture and extra-organizational factors. Then the indicators were weighted and prioritized by means of Shannon's method and Topsis technique, respectively. Finally conclusions were provided according to the given priorities.</p>