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Wang, Xin. "Analyzing PhD supervision using the competing values framework." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12557.
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This thesis provides an analysis of supervisory interactions between PhD supervisors and their students within social science disciplines, using the Competing Values Framework (CVF). Traditionally, such work has been conducted using a supervisor-centred perspective, and this thesis adds to the literature by adopting a student-centred view to look at supervisor's behaviours during the interaction, from a role performance perspective in light of the CVF. Drawing primarily on semi-structured interpersonal process recall interview data, the thesis considers a number of interlinking analytical themes. These can be divided into three broad groups. The first focuses on investigating the CVF roles that are adopted by the supervisor during the interaction and recognized by the students as important component parts of the most helpful supervisory moments. In line with the previous literature, I note that the most effective supervisory behaviours reflect the performance of all the eight CVF roles with the producer and the director occupying the dominant position. The second group is closely linked with the first and investigates CVF managerial roles represented by the least helpful supervision moments selected by the student. I note how PhD supervisors inadequate use, including both overuse and underuse of the CVF roles are related to the least effective supervisory moments. The director and the producer are again the most represented ones which are reported as being mostly underused. The third group analyses students advice on further improvements . In conclusion, I relate my analysis to existing literature and examined the contributions of the thesis to three main areas of research. This research finds that instances of positive and negative supervisee feedback reflect an increased influence of marketorientation and manageralism on research students and correspondingly inadequate use of managerial roles by supervisors.
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Sanderson, Donald Mark. "Using a competing values framework to examine university culture." Thesis, Queensland University of Technology, 2006. https://eprints.qut.edu.au/16464/3/Don_Sanderson_Thesis.pdf.
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The presented dissertation reports the findings of an exploratory study that mapped the perceptions of stakeholders on the changing nature of the organisational culture, in terms of the corporatisation of higher education, in a single faculty from a large Australian university. The study used a mixed-method, case study approach and it tested the usefulness of an organisational culture measuring instrument based on the Competing Values Framework (Quinn & McGrath, 1985; Quinn & Rohrbaugh, 1981,
1983). The presented work argues that the institution of higher education can be viewed as being rudimentarily comprised of having two symbiotic cultural parts - a collegial and a mercantile part and that these parts form the corporation that is an institution of higher education. The generated hypothesis is that when the values of these two competing cultures are in a particular configuration of influence with each other, a university has its best opportunity to effectively attend to its core functions.
The research found that the relationship between the collegial and the mercantile parts in the study site's culture had shifted in favour of a mercantile culture and further research is needed to determine if that means the organisation is operating at an optimal effectiveness.
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Sanderson, Donald Mark. "Using a competing values framework to examine university culture." Queensland University of Technology, 2006. http://eprints.qut.edu.au/16464/.
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The presented dissertation reports the findings of an exploratory study that mapped the perceptions of stakeholders on the changing nature of the organisational culture, in terms of the corporatisation of higher education, in a single faculty from a large Australian university. The study used a mixed-method, case study approach and it tested the usefulness of an organisational culture measuring instrument based on the Competing Values Framework (Quinn & McGrath, 1985; Quinn & Rohrbaugh, 1981, 1983). The presented work argues that the institution of higher education can be viewed as being rudimentarily comprised of having two symbiotic cultural parts - a collegial and a mercantile part and that these parts form the corporation that is an institution of higher education. The generated hypothesis is that when the values of these two competing cultures are in a particular configuration of influence with each other, a university has its best opportunity to effectively attend to its core functions. The research found that the relationship between the collegial and the mercantile parts in the study site's culture had shifted in favour of a mercantile culture and further research is needed to determine if that means the organisation is operating at an optimal effectiveness.
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Evans, Amanda. "SOCIAL WORK VALUES AND HOSPITAL CULTURE: AN EXAMINATION FROM A COMPETING VALUES FRAMEWORK." Doctoral diss., University of Central Florida, 2005. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3499.
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The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.Ed.D.
Department of Educational Research, Technology and Leadership
Education
Educational Leadership
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Granberg, Stanley Earl. "A critical examination of African leadership and leadership effectiveness among the Churches of Christ in Meru, Kenya." Thesis, Open University, 2000. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.311904.
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Varner, Carroll H. Palmer James C. "An examination of an academic library culture using a competing values framework." Normal, Ill. Illinois State University, 1996. http://wwwlib.umi.com/cr/ilstu/fullcit?p9720814.
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Thesis (Ph. D.)--Illinois State University, 1996.Title from title page screen, viewed June 1, 2006. Dissertation Committee: James C. Palmer (chair), Paul J. Baker, Rodney P. Riegle, Susan E. Stroyan. Includes bibliographical references (leaves 96-100) and abstract. Also available in print.
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Bormann, Carol J. "Effectiveness in Company-sponsored Foundations : A Utilization of the Competing Values Framework." Thesis, University of North Texas, 1994. https://digital.library.unt.edu/ark:/67531/metadc277615/.
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The purpose of this study was to determine the criteria used by foundation directors in assessing the effectiveness of contribution programs in company sponsored foundations. Quinn and Rohrbaugh's Competing Values Approach of organizational effectiveness was used as the theoretical framework for the study. The Competing Values Approach is an integrative effectiveness model which clusters eight criteria of effectiveness into four theoretical models of organizational effectiveness.
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Barbosa, Flávia Monize. "Liderança e gestão da qualidade: um estudo de correlação entre estilos de liderança e princípios de gestão da qualidade." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-27072015-104519/.
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A gestão da qualidade configura-se em um dos conceitos mais importantes da gestão moderna. Frequentemente, divide-se suas dimensões em dois grupos, o primeiro composto por aspectos objetivos, as dimensões hard, e o segundo, composto por aspectos subjetivos, as dimensões soft. Dentre as dimensões soft, a liderança é uma das apontadas como mais relevantes para o estabelecimento de um ambiente de qualidade nas organizações. No entanto, embora a relação entre gestão de qualidade e liderança seja clara, há ainda diversas lacunas de pesquisa a serem exploradas, especialmente sobre a relação entre estilos de liderança específicos e a gestão da qualidade. Deste modo, o objetivo do presente estudo foi de explorar esta relação, utilizando-se, para tanto, do modelo de liderança transformacional-transacional, e do modelo Competing Values Framework. Participaram do estudo 47 gestores de qualidade, em sua maioria (74%) da região Sudeste do país, que foram contatados através de e-mail e mensagem na rede social LinkedIn,. Para a análise dos dados, utilizou-se correlação de Pearson, com o uso do software SPSS. Os dados encontrados confirmam achados da literatura que apontam que tanto a liderança transformacional, quanto a transacional apresentam relação com elementos da gestão da qualidade, com vantagem do primeiro estilo de liderança. A respeito dos estilos de liderança do Competing Values Framework, observou-se que os perfis associados a um estilo diretivo e de curto prazo demonstraram tendência a apresentar coeficientes de correlação mais altos, em detrimento dos perfis de estilo colaborativo e longo prazo. Sugere-se, em estudos futuros, estabelecer as mesmas correlações para diferentes participantes, especialmente gestores da alta administração.Quality management is one of the most popular concepts in modern magament. Often, the quality management dimensions are divided into two groups, one of objective aspects, or hard dimensions, and other of subjective aspects, or soft dimensions. Among soft dimensions, leadership is one of the most relevant for establishing a quality environment in organizations. However, although the relationship between quality management and leadership is clear, there are still several research gaps to be exploited, especially on the relationship between specific leadership styles and quality management. Thus, the aim of this study was to explore this relationship, using, therefore, the transformational-transactional leadership model, and the Competing Values Framework model. The study included 47 quality managers, mostly (74%) of the country\'s southeastern region, who were contacted through e-mail and message on the social network LinkedIn. For data analysis, it was used Pearson correlation, and software SPSS. It was confirmed that transformational and transactional leadership are related with quality management elements, but the transformational leadership has some advantage. About Competing Values Framework leadership styles, it was observed that the profiles associated with a directive style and short-term demonstrated tendency to have higher correlation coefficients, instead of long-term and collaborative style profiles. We suggest, in future studies, establishing the same correlations for different participants, especially managers of top management.
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Santoriello, Anthony John. "Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change." PDXScholar, 2015. https://pdxscholar.library.pdx.edu/open_access_etds/2315.
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Extensive research suggests organizations have unique guiding principles, called core values, which play a central role in strategic decision making, sustaining high-performance cultures, and guiding organizational culture change. Although the Competing Values Framework (CVF) has been widely used to identify a standardized set of core values, it has not been used to identify unique core values at a given organizations. Unique core values help to distinguish organizations and drive market success.
The present research focused on development of a technique to extend the application of the CVF to identify the core values unique to a given organization. The CVF-based Core Values Identification Technique (CCVI) was developed and empirically tested at three companies. Data collection methods included semi-structured interviews, review of documents, participant observation and the standard CVF-based Organizational Culture Assessment Instrument (OCAI). The data analysis employed grounded theory methods in conjunction with the standard OCAI analysis.
The primary research result is the iteratively developed and empirically tested tool, the CCVI Technique. Secondary research results include the identification of unique core values at each of the three participating companies. Lessons learned and the rationale for making modifications to the technique based on the case studies, along with best practices for utilization and opportunities for informing organizational change efforts are discussed.
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Trevan, Catherine. "The competing values framework : the interaction between gender, organizational culture, managerial competencies and organizational performance /." Title page, table of contents and abstract only, 1991. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpst8118.pdf.
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Falck, Amanda, and Amanda Linderoth. "Företagskultur enligt Competing Values Framework : En kulturell jämförelse mellan en marknadsledare och en icke-marknadsledare i detaljhandelsbranschen." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-315250.
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Att företagskultur förknippas med organisatorisk effektivitet är flertalet forskare överens om. Enligt forskning inom Competing Values Framework finns ett flertal kriterier som leder till organisatorisk effektivitet. Dessa kriterier ska till olika grad korrelera med de fyra kulturtyper som Competing Values Framework baseras på. Då tidigare studier inom området främst har gjorts i USA och Sydkorea ämnar vi i denna studie undersöka om dessa effektivitetskriterier även kan appliceras på en svensk marknadsledare och icke-marknadsledare inom detaljhandelsbranschen. För att besvara uppsatsens syfte har vi valt att mäta kultur genom Organisational Culture Assessment Instrument. De resultat vi har fått fram genom vår undersökning visar att de effektivitetskriterier som forskning tidigare har hittat även stämmer överens med vårt resultat, men visar också att svenska organisationer till en högre grad än amerikanska och sydkoreanska präglas av en Clan Culture.
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Dias, Sergio Ricardo Leandro. "A interferência da cultura organizacional na atividade do auditor interno: um estudo com auditores internos de instituições financeiras." Universidade Presbiteriana Mackenzie, 2013. http://tede.mackenzie.br/jspui/handle/tede/932.
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Previous issue date: 2013-08-21The main objective of this study was to investigate the cultural interference in the activities of internal auditors of financial institutions in Sao Paulo. The research takes place in the contemporaneous business environment, where culture has become more and more important as a management and control tool, which drives people s behavior within the organization. In this same context, internal audit strengthens, as the society demands more transparency and more robust corporate governance practices from the organizations. This is particularly relevant in the case of financial institutions, given the social and economic impact of shortcomings in control activity of banking industry. Moreover, internal auditor must perform his work in an objective and independent manner, since being in the organization, he can be influenced by its culture. From this standpoint, the question which drives this study emerges: how does organizational culture interferes in the work of internal auditor? Thus, it is assumed that the internal auditor, as part of the organization, shares organizational culture, its values and beliefs, so that his work suffers interference from this culture. To support this study, a literature review was performed, on the concept of organizational culture and internal audit. The Competing Values Framework and its cultural typology was chosen to base the research. The methodological approach was mixed, since quantitative and qualitative data were collected. Participants based on convenience sampling strategy and data was analyzed with the support of electronic spreadsheets and NVivo application for Qualitative Analysis. As a result, a model was drawn, describing that the interference of organizational culture in internal auditor s work takes place mainly through an image , which contains the values and the expectations the organization has concerning the way internal auditors must act. The main images mentioned by the participants relate to add value and being partner and collaborative . These symbols correspond to the cultural types that predominate in the analyzed sample, which are market and clan cultures. Suffice it say that internal audit work is mainly affected in the planning process, when audit objects are chosen, and effectiveness, that is, the implementation of audit recommendations.
O objetivo principal do presente trabalho é investigar a interferência da cultura organizacional no trabalho do auditor interno de instituições financeiras em São Paulo. A pesquisa se insere no ambiente de negócios atual em que a cultura tem-se tornado cada vez mais importante como instrumento de gestão e de controle, que direciona o comportamento dos indivíduos. Neste mesmo contexto, a auditoria interna se fortalece na medida em que sociedade demanda das organizações mais transparência e práticas mais robustas de governança corporativa, o que é particularmente relevante em relação às instituições financeiras, dado o impacto social e econômico que a deficiência de controles na atividade bancária pode trazer. Ocorre que o auditor interno deve realizar seu trabalho de forma objetiva e independente, mas por estar dentro da organização pode ser influenciado pela cultura organizacional. Deste fato emerge a questão que norteia este estudo: como a cultura organizacional interfere no trabalho do auditor interno? Assim, partiu-se do pressuposto de que o auditor interno, sendo parte da organização, partilha da cultura organizacional, com seus valores e crenças, de modo que em seu trabalho sofre a interferência dessa cultura. Para subsidiar o estudo, realizou-se uma pesquisa na literatura sobre o conceito de cultura organizacional e sobre auditoria interna. Utilizou-se o quadro teórico Competing Values Framework e sua tipologia cultural. A metodologia aplicada foi mista, de modo que foram coletados dados quantitativos e qualitativos. A amostra foi selecionada pelo critério de acessibilidade e o tratamento dos dados foi feito com o auxílio de planilhas eletrônicas e do aplicativo NVivo. O resultado da pesquisa foi a proposição de um modelo que descreve a interferência da cultura organizacional no trabalho do auditor interno principalmente através do estabelecimento de uma imagem da auditoria, a qual carrega em si os valores e as expectativas da organização sobre como o auditor deve atuar. As principais imagens mencionadas dizem respeito a adicionar valor e a ser parceira e colaboradora , as quais de certo modo correspondem às características dos dois tipos culturais predominantes na amostra analisada, à cultura de mercado e à cultura de clã, respectivamente. Por fim, o trabalho do auditor é afetado principalmente no que diz respeito ao planejamento, ou seja, a definição do que será avaliado pela auditoria, e à efetividade, que é a implantação das medidas recomendadas como resultado das avaliações.
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Mootheril, Feeba, and feeba m@gmail com. "Achieving Organisational Effectiveness with B2E E-business Model." RMIT University. Business Information Technology, 2008. http://adt.lib.rmit.edu.au/adt/public/adt-VIT20081029.162232.
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This research is about understanding effectiveness achieved from B2E (Business-to-Employee) e-business model. Though many studies have been undertaken on B2B and B2C models; research on B2E is still at an infancy stage. This research addressed the identified niche with a focus on the factors that lead to organisational effectiveness from B2E e-business model in the Australian context. The research was guided by Resourced Based Theory and Competing Values Framework to understand the impact of the model on organizational effectiveness. Research methods adopted for this research are exploratory; so that the 'new' area can be investigated and emerging new concepts in the same phenomena can be examined. Analysis of the data is interpretive, which was collected via interviews using a semi-structured questionnaire. The findings reveal that the Australian organisations investigated regard B2E e-business to be a dynamic and evolving model for internal management and servi ce to employees. The findings also indicate that B2E model is adopted differently in different organizations. However, the general pattern or theme that the data revealed is that the B2E applications tend to follow a stream of electronic applications such as electronic news (e-news), electronic documents (e-documents), electronic information (e-information), electronic human resource (e-HR) applications and electronic business processes for the management of employees and their internal processes. The resulting outcomes include both internal and external effectiveness in organisations with B2E e-business models.
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Barrios, John A. "The impact of mandated change on a hierarchical subculture| A mixed-methods study using the competing values framework." Thesis, Capella University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3602558.
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Within the discourse of scholarly research into organizational culture, intelligence studies, law enforcement reform and organizational change, the examination of post-9/11 organizational assessments and implementation has become an emerging area of investigation. This mixed-methods research focused on how mandated organizational culture change affected a traditionally hierarchical organizational subculture. After the terrorist attacks of 9/11, the Federal Bureau of Investigation (FBI) was mandated to implement an organizational culture change. The National Commission on Terrorist Attacks upon the United States directed the FBI to move from a traditional reactive investigative paradigm, to one of an intelligence-based, preventative framework. Utilizing a survey based on the competing values framework of organizational culture, and semi-structured qualitative interviews, the effects of mandated organizational culture change were identified in the FBI Special Agent organizational subculture. The data from the quantitative portion of the research identified an ongoing hierarchical organizational culture, and also revealed a preference for a more inclusive based organizational culture. The qualitative interviews provided a deeper understanding of the quantitative data in that the organizational subculture under study reported experiencing an organizational identity crisis because of the mandated organizational change. Through the research, the Special Agent organizational subculture was identified as having experienced a loss of positional primacy within the organization. The research implications identify areas of further study within several academic disciplines including organizational culture, organizational change, organizational identity, public administration and intelligence studies.
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Adkinson, Stacy J. "Examining organizational culture and subculture in higher education : utilizing the competing values framework and the three-perspective theory." Virtual Press, 2005. http://liblink.bsu.edu/uhtbin/catkey/1311999.
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This case study describes the organizational culture of a small, private Midwestern university (SPMU). Specifically, the study employs the Competing Values Framework (CVF) (Quinn & Rohrbaugh, 1981) and the Organizational Culture Assessment Instrument (OCAI) (Cameron & Quinn, 1999) to diagnose overall institutional culture and identify distinctive subcultures along representative demographic criterion. The cultural diagnosis achieved with OCAI is expanded through data analysis and used to investigate and demonstrate the utility of the Three-perspective Theory (TPT) of culture offered by Martin (2002).The results of this investigation support the ability of the Organizational Culture Assessment Instrument (OCAI) data to demonstrate simultaneously the three perspectives offered by Martin (2002): integration, differentiation and fragmentation. The integrationist bias of CVF and OCAI is shown to be overly narrow given its ability to quantitatively demonstrate multiple perspectives of culture with appropriate analysis. The intersection of OCAI data with the Three-perspective Theory is shown to expand the implementation and interpretation of both approaches to cultural investigation. This is the first time the OCAI has been used in intersection with the Martin (2002) Three-perspective Theory and the second time the OCAI has been used to test for subcultures in higher education as indicated by Paparone (2003) and available research published to date. This is the first published account of subcultural testing with OCAI in a traditional, comprehensive institution of higher education along demographic parameters.Department of Educational Studies
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Jammoul, Nada Youssef. "Health system reform and organisational culture : an exploratory study in Abu Dhabi public healthcare sector." Thesis, University of Manchester, 2015. https://www.research.manchester.ac.uk/portal/en/theses/health-system-reform-and-organisational-culture-an-exploratory-study-in-abu-dhabi-public-healthcare-sector(a0e332d3-dc09-4839-be99-698d0c0f2690).html.
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The health system in Abu Dhabi has undergone a series of far reaching reforms during the past six years, yet in spite of the structural transformations, public confidence in the performance of this vital sector is still skeptical at best and employee engagement is still low. The thesis was underpinned by the aim to reveal the challenges in public health system reform outside the context of western administration. This thesis is an attempt to analyse the intricate, multidimensional concept of organisational culture within the complex structure of public healthcare sector in a fast growing economy like Abu Dhabi. Managing organisational culture is increasingly viewed as an essential part of health system reform. Organisational culture in health care organisations has gained increased consideration as an important factor that affects health systems reform and influences the quality of health care. The research project aims to explore the context of health system reform in Abu Dhabi and to understand the organisational culture of the different constituents of its public healthcare sector. Using a multi-method investigation combining both qualitative and quantitative approaches using the Competing Values Framework as conceptual framework, this research aims to provide a critical assessment of organisational culture in healthcare sector in Abu Dhabi. Semi-structured interviews were conducted in the regulator, operator, and three public hospitals prior to the use of a survey instrument based on the Organisational Culture Assessment Instrument (OCAI). The data analysis revealed that the prevailing cultural model of the Abu Dhabi public sector organisations was concurrently governed by hierarchy and market cultures while the presence of clan and adhocracy models was relatively limited. Interesting variations in assessment of clan culture were found between UAE nationals and other nationality clusters. The findings also revealed a desired cultural shift manifested by a higher emphasis on clan and adhocracy cultures and a lower emphasis on hierarchy and market culture. Those results confirm the presence of two opposing or competing cultural dimensions clan/adhocracy vs. hierarchy/market. This research makes a considerable contribution to the sparse empirical studies in health system reforms and organisational culture in the Arab Gulf states, and proposes important explanations and possible solutions to the salient challenges facing the health system in Abu Dhabi.
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Antunes, Nuno Manuel Teixeira. "Caracterização da cultura organizacional utilizando o Modelo dos Valores Contrastantes: o caso da Universidade de Évora." Master's thesis, Universidade de Évora, 2016. http://hdl.handle.net/10174/19622.
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Considerada, cada vez mais, como um atributo organizacional essencial para o sucesso das
organizações, a cultura organizacional ainda não é conhecida da maioria das Universidades, as quais
têm sido sujeitas a transformações sem precedentes para se adaptar e a acompanhar os desafios
societais. Adotando uma abordagem multimétodo, procurou-se a caracterizar a cultura organizacional
de uma universidade publica portuguesa, segundo o Modelo dos Valores Contrastantes recorrendo ao
questionário FOCUS e à entrevista semiestruturada de Quinn. Os resultados revelaram uma ênfase na
cultura de regras para a Universidade no seu todo e de três subgrupos. A cultura de apoio foi enfatizada
numa Escola. Estes resultados confirmam a tendência das entidades publicas valorizarem as regras, a
estabilidade e os processos internos. A literatura afirma a necessidade de se procurarem estratégias
de abertura ao exterior, flexibilizaçao de processos e estruturas deforma a aumentar a produtividade
e melhorar a adaptação aos desafios externos; Abstract:
Characterization of Organizational Culture using the Competing Values Framework:
The Case of the University of Évora
Regarded increasingly as an essential organizational attribute to the success of organizations,
organizational culture is not known to most of the universities, which have been subject to
unprecedented transformations to adapt and keep up with societal challenges. Adopting a multimethod
approach, we sought to characterize the organizational culture of a public Portuguese
university, according to the Competing Values Framework using the FOCUS questionnaire and semistructured
interview by Quinn. The results revealed an emphasis on Rules culture for the University as
a whole and three of their subgroups. The Support culture was emphasized in one university School.
These results confirm the trend of public institutions to value the rules, stability and internal processes.
The literature states that universities need to seek strategies opening to the outside, flexibilization of
processes and structures to increase productivity and better adapt to external changes.
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Stalpe, Jim. "Att tänka nytt och pröva nya idéer inom Försvarsmakten." Thesis, Försvarshögskolan, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:fhs:diva-7415.
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Den militära kulturen definieras i hög grad av en stark hierarki och behov av kontroll. Dessa är ideal och värderingar som konkurrerar med innovationsbenägenhet. Tänkande i nya banor begränsas ofta av en uppsättning vedertagna övertygelser som strikt upprätthålls. Metoder och tillvägagångsätt riskerar att bli förutsägbara när organisationer inte är innovativa och anpassar sig efter förändrade förutsättningar. Denna studie syftar till att skapa förståelse för antaganden och värderingar som begränsar utveckling och tänkande i nya banor. Studien använder en historisk tillbakablick, observationer av den svenska Försvarsmaktens (FM) kommunikation och gruppdiskussioner för att spåra antaganden och värderingar som påverkar innovationsbenägenhet. Studiens resultat visar att kontroll och stabilitet är viktiga drivkrafter inom FMs kultur. Det finns en kultur som innebär att erfarenhet ges högt förtroende samt en obenägenhet att ta risker, vilket hämmar kritisk tänkande och utvecklande av nya beteenden. Det finns även en differens mellan antagna värderingar i styrande dokument och rådande grundläggande antaganden.
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Al-Kuwari, Hanan Mohamed S. "Hospital organizational structures, culture, change and effectiveness : the case of Hamad Medical Corporation in Qatar." Thesis, Brunel University, 2002. http://bura.brunel.ac.uk/handle/2438/5019.
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This thesis presents health care organizations as heterogenic and highly complex in nature with particular normative structures underpinning their formal rational structures. It seeks to explore the evolution of organization structure as applied to a medical corporation in Qatar and to examine the nature of organizational culture and multi professional cohesiveness. In doing so it assesses a range of models on organizational design and change. The three hospitals that compose the corporation are investigated through triangulated interpretative qualitative and quantitative methodologies and the application of the Competing Values Framework. The comprehensive approach of the investigation resulted in a series of conclusions on the evolution of hospital organizational structures, the link between life cycle and structure, forms of organizing health services, characertistics of professional structures, the nature and success of change management strategies, coordination mechanisms, organizational and professional cultures, and health service, organizational and team effectiveness assessment. Findings demonstrated that autonomous and sometimes conflicting professions worked in harmony and cohesiveness as a consequence of shared core values and the human relations focus of health organizations. In examining organizational design it showed that coordination mechanisms were preferred to integration mechanisms with the former playing an important role in conflict resolution and human relations. Finally, findings indicated that when organizational design has shortcomings, the organization substitutes through other mechanisms.
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LaBelle, Antoinette E. "Nonprofit Leaders and their Organizations: Routes to and Repertoires for Effectiveness." Case Western Reserve University Doctor of Management / OhioLINK, 2010. http://rave.ohiolink.edu/etdc/view?acc_num=casedm1568731826882939.
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Marshall, Gary. "Strategies to Reduce Job Dissatisfaction within 911 Call Centers." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7822.
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In 2017, more than 6.9 million employees parted ways with their employer because of voluntary employee turnover, layoffs, or terminations. Emergency call center supervisors who fail to implement adequate job satisfaction strategies experience reduced productivity and increased voluntary turnover. The purpose of this multiple case study was to explore the strategies some southern Ontario 911 call center supervisors used to reduce job dissatisfaction. The conceptual framework supporting the study was the competing values framework. The population included 6 supervisors of 911 call centers in the province of Ontario, Canada, who successfully implemented job satisfaction strategies. Data were collected from interviews with the leaders and documentation. Data were analyzed using Yin's 5-step process. Three themes emerged: provide supportive leadership, create a balanced culture, and provide non-financial rewards. The implications for positive social change include healthy working communities through decreased job dissatisfaction resulting in organizations' greater productivity and provision of services.
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Jingjit, Rutaichanok. "Analysis of organisational culture and outcomes of public management reform based on the competing values framework: The case of the thai civil service." Thesis, University of Manchester, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.501558.
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Heritage, Brody John. "Clarifying the relationship between culture and values and their impact on workplace satisfaction." Thesis, Curtin University, 2012. http://hdl.handle.net/20.500.11937/366.
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My research examines the measurement and properties of values and culture, specifically the integration of Finegan's (2000) four factor values model with Cameron and Quinn's (1999, 2006) Competing Values Framework (CVF). The aim of my research was to reduce the blurring between the constructs of values and culture which has led to ambiguities in both measurement and understanding, such that that the measurement of culture has become highly values-centric.Three hundred and twenty nine participants from Australian local government and private healthcare organizations were surveyed using a cross-sectional design with measures based on Cameron & Quinn’s (1999,2006) Organizational Culture Assessment Instrument and Finegan’s (2000) four factor values constructs, as well as measures of job satisfaction, organizational commitment and turnover intention. Examination of the differences and similarities between values predictors and holistic culture predictors with regards to a generalised measure of workplace outcomes (job satisfaction, organizational commitment, turnover intention) was conducted. Methodological comparisons between traditional hierarchical multiple regression analyses and multilevel modelling were conducted as part of this examination, to account for intra-organizational differences in workplace outcomes.Validation of the four factors of culture represented in the Organizational Culture Assessment Instrument (Cameron & Quinn, 1999; 2006) was broadly achieved for both individual and perceived organizational preferences data. Both individual and perceived organizational culture preferences significantly predicted organizational outcomes. Validation of the four factors of values based on Finegan's (2000) constructs was achieved, although solutions for individual preferences and perceived organizational preferences differed. Again, both individual and perceived organizational values preferences predicted organizational outcomes, as expected. Culture preferences, after accounting for values preferences, significantly predicted organizational outcomes for both individual preferences and perceived organizational preferences data. Perceived organizational preferences were considerably more representative of the variability in workplace outcomes in all analyses. Congruence testing using Edwards' (1994) methodology revealed congruence effects between Humanitarian values / Clan culture and Adherence to Convention values / Hierarchy culture preferences, reinforcing Schneider's (1987) Attraction-Selection-Attrition model predictions.While values and culture are entwined in the literature, my results demonstrated that values-centric explanation of organizational outcomes could not explain as much variability in organizational outcomes as a holistic interpretation of culture. As pointed out by Hofstede et al. (1990; 1998) previously, organizational practices add to the explanatory value of organizational culture. Accounting for intra-organizational differences in predicting organizational outcomes was also identified as important. Differences in specified models for values are possibly indicative of perceptual differences of values when applied to the self compared to values applied to the organization, which may warrant different measurement scales depending on how values are being applied. Congruence between Finegan's (2000) values factors and Cameron and Quinn's (1999; 2006) culture factors was noted, but it was not present between all values/factor pairings as originally predicted. A significant proportion of the variability in organizational outcomes could be explained by perceptions of organizational preferences alone. The results of the thesis indicate the importance of the management of employee perceptions of organization culture (including values) for employee wellbeing.
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Zhakata, Norwell. "Control, value, sense and system : dimensions of hierarchy in selected knowledge management theories." Thesis, Stellenbosch : Stellenbosch University, 2014. http://hdl.handle.net/10019.1/86231.
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Thesis (MPhil)--Stellenbosch University, 2014.ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a panacea to the challenge of successfully managing knowledge intensive organisations. Knowledge management is marked by a clear departure from traditional management thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical structure. Much of this has been the natural result of advances in information technology making new ways of working possible, but frequently, flatter structures are advocated on the assumption that knowledge work is necessarily stifled in hierarchical structures. The thesis sets out to show that whilst this assumption might be true, it can also be ideological if based on a naive conception of hierarchy and organisation. This is done by describing various notions of hierarchy that go beyond the pure bureaucratic form. Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core of some of the foundational knowledge management theories. The first chapter gives an overview of management thinking; connecting and contrasting scientific management with knowledge management. The case is made for why many assume that knowledge management is inherently anti-hierarchical. The second chapter describes the various notions of hierarchy by tracing the historical origins of the word and exploring how it has found multiple meanings in the context of society and organisations. Four prominent usage contexts of the notion of hierarchy emerge. The first usage is that of control where hierarchy refers to bureaucracies. The second usage examines the use of hierarchy in identifying various organisational cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy informs selected mainstream knowledge management theories. It is argued that there are multiple contexts in which the notion of hierarchy can be used and observed in knowledge management thinking. The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes to the conclusion that the notion of hierarchy is readily acknowledged and used in knowledge management thinking, albeit in different contexts and in more nuanced ways than merely as control. What is needed is to take these various contexts into account before a claim can be made that hierarchy is bad or good for knowledge management. A better conceptualisation of what is meant by hierarchy shows that such blanket claims are neither accurate nor instructive.
AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie wat nuwe maniere van werk moontlik maak, maar soms word platter strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur hierargiese strukture benadeel word. Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering. Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë informeer. Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag gevind het in die samelewing en spesifiek in organisasies. Vier prominente gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind. Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en waargeneem kan word. Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik onakkuraat is.
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Kokt, D., and der Merwe C. A. Van. "The impact of organisational culture on service delivery in a major private security company." Journal for New Generation Sciences, Vol 7, Issue 2: Central University of Technology, Free State, Bloemfontein, 2009. http://hdl.handle.net/11462/535.
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Published ArticleIn today's highly competitive business environment service delivery has become a key issue. Providing quality service could enhance an organisation's competitive advantage with beneficial financial implications. Service delivery requires the full cooperation and commitment of all the employees in the organisation, including management. The culture of the organisation supports this by eliciting a unified response from employees that supports the quality of service rendered to customers. In this regard the paper provides a statistical analysis of the impact of organisational culture on service delivery in a major South African private security company. Due to its applicability the Competing Values Framework (CVF) was instrumental in measuring the culture of the organisation and the award winning Baldrige Award Criteria in ascertaining its levels of service delivery.
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Wilfong, Jeffery D. "Organizational culture and information technology (IT) project success and failure factors| A mixed-methods study using the competing values framework and Schein's three levels approach." Thesis, Saybrook Graduate School and Research Center, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3628342.
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The percentage of failure in traditional project management is high, as nearly 70% of projects fail (The Standish Group, 2009). Unsuccessful projects impact businesses, customers, and society in sizable ways.
Project success and failure research fit into two categories: (a) project management methodological issues and (b) leadership and organizational behavior issues. Most research focuses on the former. This research addressed the later, specifically examining Information Technology (IT) project workers who reside in the United States.
The central research question was, What is the optimal organizational culture for IT project teams such that success factors are enhanced and failure factors are lessened? A mixed-methods study was designed and implemented. For Phase One, an internet survey was conducted using Cameron and Quinn's (2006) Competing Values Framework (Organizational Culture Assessment Inventory (OCAI)) and compared to a measure of IT Project Success. For Phase Two, qualitative interviews were carried out using Schein's (2004) Three Levels Model of organizational culture, and then a Thematic Analysis was completed to obtain an optimal culture model.
One hundred forty-one participants completed Phase One. Results showed no significant correlation between the four culture types (Clan, Adhocracy, Market, and Hierarchy) and IT project success. For Phase Two, 15 participants of varying job roles and demographics completed interviews. Applying Thematic Analysis techniques, 175 codes related to leadership and organizational behavior issues were determined, which produced twenty-six themes.
The findings from Phase Two produced a set of interrelated organizational culture factors that IT project workers believed were optimal for project success. The framework was termed Enlightened Information Technology Project Culture (EITPC)TM and comprised four dimensions: (a) organizational behavior/leadership, (b) processes, (c) support, and (d) technology. The results suggest that if managers and consultants implemented this model, or applicable factors, that their IT projects would likely have greater success, or lower degrees of failure.
Suggestions for future research is to continue to study leadership and organizational behavior issues of project teams. Additional research is needed on the Enlightened Information Technology Project Culture (EITPC)TM framework to determine whether differing demographics of IT workers and company (or project) types impact the results.
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BULL, ELIZABETH, and Maren Fokuhl. "Factors for Organisational Learning enabling Sustainability Transitions : A case study exploring a Public Service Agency in Scandinavia." Thesis, Malmö universitet, Malmö högskola, Institutionen för Urbana Studier (US), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:mau:diva-18439.
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The growing interest in sustainability amounts pressure on organisations to operate in more environmentally friendly ways, sparking the need for radical sustainable change. The purpose of this study is to discover what factors and conditions facilitate and hinder organisational learning for sustainability transitions (ST), a topic that has caught recent academic attention and thus needs further interdisciplinary research. The conceptual framework derives inspiration from the Four Factors of Learning for ST whilst the Competing Values Framework and the Three Loops of Learning are used as additional lens to better understand the conditions of learning for ST. The thesis will take a qualitative approach through conducting a content analysis of three company documents and seven semi-structured interviews with employees from a public service agency in Scandinavia currently implementing a transition lab. A descriptive analysis of the coded data highlights the levels of understanding and acceptance towards sustainability transitions from the case organisation and the conditions that facilitate and hinder organisational learning. The results show that the most prominent of the Four Factors of Learning for ST in the early phase of a sustainability transition is interpersonal, followed by material, institutional and intrapersonal. Within these factors, the discussion further highlights the most prevalent sub-codes and themes that reoccur in the data. Moreover, five key findings under the themes of flexibility versus control, resource availability through digitalisation, communication, collaboration and facing complexity using institutional logics were identified as the primary facilitating and hindering factors that promote learning for STs. Finally, recommendations are presented to inform both theory, and practice, as further analysing learning for ST is of high relevance to better understand and design these learning journeys and a more sustainable (organisational) future.
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Baker, Ali. "An Investigation of the Interaction between Organizational Culture and Knowledge Sharing through Socialization: A Multi-Level Perspective." Diss., NSUWorks, 2018. https://nsuworks.nova.edu/gscis_etd/1040.
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Knowledge management (KM) has been determined by many researchers as one of the most important domains within the information systems (IS) field, and knowledge sharing (KS) has been identified as the most vital component of KM. Lack of KS within organizations has been approached from many perspectives. One perspective that has been outlined in recent studies is the organizational culture (OC) perspective, which examines the interaction between OC and KS behaviors. Although research has been conducted on OC and KS, the findings of recent studies have been contradictory. These conflicts were due to the different operationalization of KS. The purpose of this research was to conduct a multi method study to investigate the interaction between KS and OC in detail. A case study within a Fortune 50 organization was undertaken to address the problem. By focusing on socialization adopted from the socialization, externalization, combination, internalization (SECI) model, the iceberg theory, and the Competing Values Framework (CVF), two questions were explored to address an unexamined area within the body of knowledge. Per the recent calls for research, the questions addressed KS itemized into knowledge seeking and knowledge contributing, and investigated the phenomenon at multiple levels of the organization. The first question examined the interaction between OC and KS via socialization amongst peers for: (a) overall organization, (b) non-managers, (c) first level managers, and (d) second-level managers. The second question examined the interaction between OC and KS via socialization amongst various levels for: (a) subordinates and managers in overall organization, (b) non-managers and first level managers, and (c) first level managers and second level managers. Data were collected through 82 surveys, 23 interviews, 23 observations, and company records for the calendar year of 2017 to provide multiple types of data for triangulation. The quantitative data were analyzed through descriptive statistics, correlation tables, multivariate analysis of covariance (MANCOVA), and visualization. The qualitative data were analyzed through open coding, axial coding, and selective coding. The combined results were triangulated to reach the conclusions. The MANCOVA displayed a significant interaction between OC and KS via socialization. Furthermore, the triangulated results showcased that perceived bureaucratic culture and perceived competitive- bureaucratic culture had a negative relationship with KS via socialization amongst peers, knowledge seeking for manager to subordinate, and subordinate to manager, but not for between level knowledge contributing. While perceived clan culture had a positive relationship with KS via socialization amongst peers, and for knowledge seeking from managers, but not for between level knowledge contributing. Perceived competitive culture was only discovered to have a negative relationship with knowledge seeking for level two managers, while having a positive relationship with knowledge contributing to employees, and knowledge contributing amongst peers with knowledge seeking as moderating variable. The various organizational levels also showcased distinct results which requires further investigation. Future research suggestions were made to extend the body of knowledge through various directions, alongside an IS solution recommendation for organizations to improve KS.
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Brits, Waldo. "The relationship between organizational and national culture and the use and effectiveness of systems development methodologies / Waldo Brits." Thesis, North-West University, 2011. http://hdl.handle.net/10394/9165.
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The aim of this research is to investigate the relationship between organizational and national culture and the use and effectiveness of systems development methodologies. Various different aspects of both culture and systems development methodologies are analysed.
The first aspect studied is the state of systems development methodology use in South Africa. The results indicate that 74% of the organizations that participated in this study use a systems development methodology.
Relationships between horizontal use of systems development methodologies and the success of the IS system and the success of the development process are also found. This relationship shows that when the systems development methodology knowledge is used in a bigger proportion of projects and by a bigger proportion of people, then both the development process and the IS system will be more successful.
A relationship is also found that exists between organizational culture and system development methodologies. Organizations with a more hierarchical culture have been using SDMs longer than other organizational cultures. Relationships between national culture and systems development methodologies are also studied. The results show that when people prefer to work in a group (low individualism), the systems development methodology knowledge will be used more horizontally in the organization.
The results also show relationships between the success of the IS system, the success of development process and the national and organizational cultures. When managers involve people at lower levels in the organizations in the decision making process, the developed IS system is more successful. The results show that organizations with a more developmental culture will have a more successful development system. The more an organization have a rational culture the more successful the IS system is perceived to be.Thesis (MSc (Computer Science))--North-West University, Potchefstroom Campus, 2012.
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Toscano, Nancy A. "Understanding the Impact of Leadership and Organizational Culture on Nonprofit Employees’ Commitment and Turnover Intention." VCU Scholars Compass, 2015. http://scholarscompass.vcu.edu/etd/3904.
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Child and family nonprofit organizations are essential for the implementation of United States public policy in their role as service providers. Human service nonprofit organizations held approximately 20,000 government contracts, totaling more than $100 billion in 2009 (Boris, deLeon, Roeger, & Nikolva, 2010). Almost 33,000 human service nonprofit organizations contract with the government to deliver services (Boris, et al., 2010). The services provided by these organizations are critical to the lives of vulnerable American citizens. These organizations depend on committed employees to serve this group, carry out the mission, and reach organizational goals. Employees are nonprofit organizations’ greatest resource, investment, and also expense (Rutowski, Guiler, & Schimmel, 2009), thus turnover is considered a critical problem facing the nonprofit sector (Salamon, 2012). Retaining highly committed employees in this important work has been of interest to those studying the nonprofit sector because it is a significant problem particularly in the area of human services (Mor Barak, Levin, Nissly, & Lane, 2006). This study asks if leadership and organizational culture have an impact on nonprofit employees’ commitment to their workplace. This quantitative research uses a quota sample of 103 nonprofit employees to understand the relationships between their perceptions of their managers’ transformational leadership, their perceptions of their organizations’ culture types (clan, adhocracy, hierarchy, market) and two important and distinct employee outcomes, affective commitment and turnover intention. The findings indicate that perceived transformational leadership matters to nonprofit employees as it positively predicts their affective commitment and negatively predicts their turnover intentions. The majority of respondents reported that they perceived their organizations as clan cultures, which are known to be friendly, personal places where belonging and connectedness is high. The findings also reveal that hierarchical cultures play a role in this predictive relationship, having a moderating effect on the relationship between transformational leadership and affective commitment. In contrast, the findings reveal that compared to clan cultures, hierarchical and market cultures may be problematic in that they positively predict employees’ turnover intentions. Further, perceived hierarchical cultures negatively predict the employees’ affective commitment.
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Herzig, Anne, and Maria Karlsson. "The Influence of Organisational Culture on Dynamic Marketing Capabilities : A case study in the e-tail industry." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-66161.
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Purpose and research question: The purpose of this research is to explore how dynamic marketing capabilities in international e-tail companies are influenced by organizational culture. Furthermore, the aim is to contribute to the theoretical field of marketing capabilities, as well as providing practical implications to managers in international e-tail companies.How does organisational culture influence dynamic marketing capabilities in international e-tail companies? Method: The study is conducted with a qualitative method and an abductive approach, using a single case study design. The empirical data consist of eight semi-structured interviews with people at the company Scandinavian Design Center, in addition to secondary data and observations on site. Findings: The results of the study indicate that characteristics from four types of organisational cultures, including entrepreneurial, team, hierarchical and rational can influence DMCs positively and negatively on two levels: incremental and renewing. Team culture influences DMCs positively on both levels, while entrepreneurial culture has both positive and negative influence on different levels. Hierarchical and rational culture negatively influence DMCs on both levels, except when it comes to formal roles and articulated goals, which positively influence both incremental and renewing DMCs.
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Blackwell, Edward Scott. "A study of the perceived leadership orientations of selected leaders and members of the Corps of Cadets at Texas A&M University through application of the Competing Values Framework." Diss., Texas A&M University, 2004. http://hdl.handle.net/1969.1/1045.
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The purpose of this study was to examine the perceived leadership orientations of leaders and general members affiliated with the Corps of Cadets at Texas A&M University, assess the validity and reliability for the Competing Values Instrument for the cadet population, and identify differences in leadership orientations of leaders and members of a student organization. The survey instrument used was an adaptation of Quinn's 1988 Competing Values Instrument. The two-part 32-item instrument was theoretically based on Quinn and Rohrbaugh's (1981, 1983) Competing Values Framework of managerial-leadership. The instrument divided the items into eight groups of leadership role orientations: Innovator, Broker, Producer, Director, Coordinator, Monitor, Facilitator, and Mentor.
The instrument was administered to 520 cadets enrolled in 28 randomly selected Reserve Officers' Training Corps (ROTC) and School of Military Science (SOMS) courses at Texas A&M University. Responses were compared using various background information and environmental factors. Responses were also examined to establish validity and reliability for the instrument when used with college student members of this student organization. Factor analysis procedures resulted in slight alteration of items within specific factors.
Results supported the idea that perceived leadership orientations are associated with academic classification, Corps classification, gender, age, leadership experience prior to college, involvement in college leadership experiences other than the Corps of Cadets, contract status, level of leadership position in the student organization, and military service affiliation. The contributions the student organization made to the development of leadership were assessed, and a better understanding of leaders' and members' perceptions of their leadership tendencies and practices was obtained.
Survey instrument data indicated the Corps of Cadets was effective in enhancing students' perceptions of their leadership orientations. Recognizable differences were found to have existed in relationship to the complexity and nature of the leadership position. The higher the level of leadership position held by members of the Corps of Cadets, the more frequent those members' practice of leadership and management behaviors became. Military cadets were also more likely to practice leadership and management behaviors more frequently than non-military cadets. The study provided evidence that the Corps of Cadets has some effect on leadership development.
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Baqlah, Lubna Attallah Saeed. "Assessing the effect of organisational culture on lean tech practices in Jordanian manufacturing firms." Thesis, Aberystwyth University, 2017. http://hdl.handle.net/2160/11dc71be-9b93-4333-9193-ee6926d57174.
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Lean manufacturing is one of the most developing manufacturing philosophies through which firms can minimise waste in the production process. Implementing lean practices successfully enables firms to lower unit costs of production and maximise value to the customer, which in turn helps them to increase their competitive edge over rivals. The emerging literature considers organisational culture as a necessary intangible source for achieving a competitive advantage for companies, and to have a critical role in the success or failure of lean practices implementation. The aim of this thesis is to investigate the effect of organisational culture on lean technical practices in the manufacturing firms in Jordan. More specifically, four conceptual models have been developed in the current study highlighting the effect of each type of organisational culture on lean technical practices implementation. In addition, more emphasis was on understanding the mechanism through which customers' involvement, employees’ involvement and suppliers’ involvement affect the relationship between organisational culture and lean technical practices. Thus, the four conceptual models bring to light the potential intervening role of the human lean practices in the organisational culture/ lean technical practices association. After identifying and reviewing the relevant literature, the socio-technical system theory, contingency theory and RBV are adopted to develop the conceptual models and associated hypotheses. A Structural Equation Modelling (SEM) techniques have been adopted to analyse a dataset of over 200 manufacturing firms in Jordan, collected by using a self-administered survey. The findings of this study indicate that the hierarchical culture has the highest substantial positive effect on lean technical practices followed by developmental culture, group culture and rational culture respectively. In addition, it is found that each type of organisational culture (group, developmental, hierarchical and rational) affects positively lean human practices (customers' involvement, employees’ involvement and suppliers’ involvement) in different statistical levels. For example, all types of organisational culture affect suppliers’ involvement more than customers’ involvement and employees’ involvement respectively. Moreover, it is found that customers’ involvement and suppliers’ involvement have the highest positive effect on lean technical practices in the rational culture and the least positive effect in the hierarchical culture. Furthermore, it is found that the positive effect of each type of organisational culture on lean technical practices is partially mediated by customers' involvement and partially mediated by suppliers’ involvement. The highest significant mediating effect of customers' involvement and suppliers’ involvement lies in the rational culture/lean technical practices link whereas the lowest significant mediating effect of customers' involvement and suppliers’ involvement lies is in the hierarchical culture/ lean technical practices link. Finally, it is found that employees’ involvement does not mediate the relationship between organisational culture and lean technical practices. These findings provide new evidence from Jordan to support the hypotheses that the organisational culture can act as a crucial pre-condition for lean technical practices to be fully effective. Additionally, the findings reinforce the notion that emphasizing the human side of lean especially for customers' involvement and suppliers' involvement can promote the effectiveness of lean implementation. The current study contributes to the current literature at two levels. First, at the theoretical level, this study develops multiple conceptual models which crosses two streams of literature mainly, organisational culture literature and lean manufacturing literature with a focus on the human side of lean. Unlike previous studies, the models integrate the direct effect of organisational culture on lean technical practices and the intervening role of lean human practices due to which the organisational culture is assumed to have also an indirect effect on lean technical practices. Furthermore, employing a powerful statistical technique (Analysis of Moment Structure-SEM) provides more credibility to the results reported in this study. Second, at the empirical level, this study is conducted in the Jordanian context. As such, this study is one of the first, to our knowledge, that examines the effect of organisational culture on lean technical practices, as well as having examined the mechanism of how each type of organisational culture affects lean technical practices using empirical survey data from this context.
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Bernardo, Sandra Marisa Martins Sant´Ana. "Liderança e Cultura nas Escolas Públicas Portuguesas." Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2011. http://hdl.handle.net/10400.5/3804.
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Dissertação de Mestrado em Administração Pública na especialidade de Administração da EducaçãoOs líderes de cinco escolas públicas portuguesas são o foco do trabalho de investigação pois são chamados a liderar uma estratégia de mudança imposta pelo novo modelo de gestão das escolas públicas portuguesas, o Decreto-Lei n. 75/2008 de 22 de Abril e daí ser importante conhecer o seu papel como líderes e analisar em que modelo organizacional se enquadram esses papéis. Pela metodologia de análise de conteúdo, pretende-se enquadrar estes líderes, em papéis de liderança e consequentemente em modelos de cultura organizacional. O instrumento de análise é uma matriz construída com base em itens de um questionário, que estão enquadrados pelo modelo dos valores contrastantes, adaptado à realidade portuguesa e já testado. Os quadrantes do CVF (competing values framework) com que os líderes das escolas públicas portuguesas mais se identificam são o do objectivo racional e do processo interno. Também, pela metodologia de análise de conteúdo, foi investigado o que os líderes dizem do Decreto-Lei n. 75/2008. Nesta fase parece ter particular importância, um novo estudo para avaliar a mesma problemática e em função dos resultados obtidos produzir recomendações que orientem o poder político na produção de políticas eficazes.
This investigation study focuses on five leaders of the Portuguese public schools called to assume the leadership of a changing strategy imposed by the new management model from Portuguese public schools, the DL n. 75/2008 of April 22nd, thereby being important to understand their role as leaders and analyze the organizational model they fit in. Throughout a content analysis we aim to fit the candidates in the document studied, in leadership roles and consequently in models of organizational culture. The instrument of analysis is a matrix based on items of a questionnaire, which are within the frame of the competing values model, adapted to the Portuguese reality and already tested. The parts of the CVF (competing values framework) that the leaders of the Portuguese public schools are more related to are the rational objective and the internal process. Also thru the methodology of the contents analysis it was studied what the leaders say about the Law 75 (2008). Now, it seems to be particularly important to the investigation a new study to evaluate the same problematic and, depending on the results, to come up with recommendations that guide the politicians towards an effective policy.
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Anderson, Catrine, Francesca Schüldt, and Therese Åstrand. "Organisational culture’s influence on the integration of sustainability in SMEs : A multiple case study of the Jönköping region." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-39757.
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Background: Existing literature suggests research about sustainability and Small- and Medium Sized Enterprises (SMEs) to be limited. SMEs tend to have less resources than large companies and as a result of this sustainability integration may be challenging. Despite these resource restrictions, some SMEs still succeed in integrating sustainability. Some literature suggests that organisational culture could influence the integration of sustainability. Purpose: The purpose of this thesis is to investigate how organisational culture attributes influence the integration of sustainability in Swedish SMEs. Method: To fulfil the purpose of this thesis, a multiple case study consisting of six SMEs in the Jönköping region is performed. Qualitative semi-structured interviews are conducted with the manager and/or head of sustainability. Furthermore, structured interviews are conducted with managers and employees, in an attempt to gain insights into the values and cultural attributes of the organisational culture of the SME. Main Findings: The results reveal that an organisational culture which emphasises internal relationships, stability and goal-setting and planning seem to facilitate the integration of sustainability. SMEs with the attribute of valuing internal relationships are aided in the integration of sustainability through the existence of tightly knit groups that work together toward the long-term goal of integrating sustainability. The positive influence of stability stems from the fact that the attribute provides structure, economic stability, and a stable employee base. A high focus on goal-setting and planning may enable the integration of sustainability through providing clear missions and objectives which the company strives toward. Managerial Implications: This study urges three implications for managers of SMEs; 1. It provide managers with some understanding of how their organisational culture may affect sustainability integration. 2. It provide insight into the challenges companies may face as the result of lacking certain cultural attributes. 3. It provide indications of which attributes that could be beneficial to develop or incorporate into the organisational culture in order to aid the integration of sustainability.
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Azzaro, James Anthony. "Understanding a high-performance university development organization leadership and best practices /." Connect to this title online, 2005. http://rave.ohiolink.edu/etdc/view?acc%5Fnum=osu1110456917.
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Thesis (Ph. D.)--Ohio State University, 2004.Title from first page of PDF file. Document formatted into pages; contains xvi, 471 p.; also includes graphics (some col.). Includes bibliographical references (p. 416-428). Available online via OhioLINK's ETD Center
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DeJesus, Xiomara. "Strategies for Reducing Voluntary Employee Turnover." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/4436.
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The high costs associated with turnover and the loss of skilled employees have a significant adverse effect on organizational performance. The loss of one skilled worker can cost 25-500% of an employee's salary with respect to replacement, training, and productivity. The purpose of this descriptive multiple case study was to explore strategies for frontline managers and human resource managers to reduce voluntary employee turnover. The sample consisted of 5 frontline supervisors and 6 human resource leaders with successful experience designing and implementing strategies to reduce voluntary employee turnover in 8 organizations in Orange County, Florida. The conceptual framework for this study was the competing values framework, which researchers have used to explore turnover in different settings. Methodological triangulation occurred from individual interviews, a focus group, and companies' documents. Interview data were analyzed using the modified van Kaam method and the constant comparative method. Analysis resulted in 4 themes (a) knowledge of your workforce, including what motivates your employees; (b) communication, including addressing communication barriers; (c) employee engagement, including leadership development; and (d) performance evaluations, including using a 360-degree feedback system. Social change implications include the potential to help human resource leaders align employee values with the organizational culture, thus increasing job satisfaction and decreasing voluntary employee turnover, which may contribute to lowering unemployment and minimizing the need for social services due to the loss of income.
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Winter, Niclas, and Ida Klasson. "Sjukvårdens kommunikativa kulturkrock : En kvantitativ studie om uppfattad organisationskultur inom slutenvården i Värmlands läns landsting." Thesis, Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:kau:diva-66676.
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Organisationskultur är något som är komplext och svårdefinierat men som likväl har en betydelsefull roll. I nuvarande situation befinner sig sjukvården i en dragkamp mellan olika kulturer då det är en hierarkisk struktur, som idag kräver ett externt, ekonomiskt tänkt och som arbetar för att ge patienter ett värdigt möte. Samtidigt finns det stress för personalen i form av personalbrist medan cheferna har tryck från politiker och strama budgetar. Syftet med studien är att empiriskt undersöka om uppfattningen av en kultur inom slutenvården i Värmlands läns landsting, kan skilja sig beroende på hierarkisk position. I studiens syfte ingår också att identifiera och analysera de kommunikativa faktorer som bidrar till att kulturen skulle kunna uppfattas olika. Studiens huvudsakliga frågeställning är “I vilken utsträckning påverkar en anställds hierarkiska position dennes uppfattning om organisationskulturen?” följt av ”Vilken relation har den interna kommunikationen till den/de rådande uppfattningarna?”. Studiens analytiska ramverk har baserats på tidigare forskning och inom branschen väletablerade teorier för att definiera en viss typ av kultur inom en organisation, bland annat används ramverket för konkurrerande värderingar (Competing Values Framework) med vilken studien definierar de olika kulturerna inom organisationen genom dimensioner och kluster. För att besvara studiens frågeställningar har en enkätundersökning tillämpats. En totalundersökning gjordes på populationen som dock fick en bristande svarsfrekvens. Resultaten indikerade att en tydlig hierarkisk kultur uppfattas inom organisationen. Däremot fanns stora önskemål om att styra den mot en mer familjär kultur men att fortfarande behålla de hierarkiska strukturerna. Cheferna ansåg att deras ledarskap karaktäriseras av hjälpsamhet och uppmuntran till deltagande, vilket dock inte var något som uppfattades av någon annan inom organisationen. Detta beror med stor sannolikhet på den enkelriktade kommunikationen som går igenom en hierarkisk kommunikationsmodell.Organizational culture is somewhat hard to define and a complex matter that nevertheless has an important role. The current healthcare is challenged by a tug of war between different cultures for its hierarchical structure, which today needs an external and economic turn of mind and still work for a worthy meeting with the patient. Simultaneously it exists a stressful situation for the health professionals in terms of staff shortage while the management has a constraint from politicians and tight budgets. The purpose of this study is to empirically investigate whether the perception of an organizational culture within Värmlands Council may differ depending on individual’s hierarchical positions. The purpose also includes identifying and analysing the communicative factors that contribute to the different perceptions. The main question of the study is “To what extent does an employee’s hierarchical position affect the perception of an organizational culture?” followed by “What is the relationship between the internal communication and the current perceptions?” The analytical framework of the study is based on previous research and within the industry well-established theories, including the Competing Values Framework, which the study uses to define the different cultures within the organization through its dimensions and clusters. To answer the study’s questions a survey has been applied that was sent to the whole population, which however, received a lack of response rate. The results indicate that a distinct hierarchical culture is perceived within the organization, alongside desires to direct it towards a more family-oriented culture while maintaining the hierarchical structures. The managers considered their leadership to be characterized by helpfulness and encouragement for participation, however it was not perceived in such way by anyone else within the organization. This is most likely due to the one-way communication that goes through a hierarchical communication model within the organization.
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Silva, André Rodrigues dos Santos de Almeida e. "A Cultura organizacional como condicionador da acção estratégica:estudo com o modelo dos valores contrastantesPolícia de Segurança Pública na." Master's thesis, Instituto Superior de Ciências Sociais e Políticas, 2016. http://hdl.handle.net/10400.5/12803.
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Dissertação de Mestrado em EstratégiaO presente trabalho apresenta como objectivo contribuir para a compreensão da ligação entre estratégia e cultura organizacional. Para o efeito procedeu-se à realização de um estudo empírico na Polícia de Segurança Pública, recorrendo ao Modelo dos Valores Contrastantes de Quinn e Rohrbaugh. Este modelo permitiu a comparação das duas dimensões em estudo através da aplicação de um método misto, pois para cada uma recorreu-se uma metodologia distinta. A análise de conteúdo foi utilizada para aferir as tendências culturais presentes nas opções estratégicas, pelo que foi aplicada somente no documento de gestão “Grandes Opções Estratégicas 2013-2016 para a PSP”. Por sua vez, a análise estatística foi a base que permitiu retratar a cultura organizacional actual e desejada, tendo sido aplicado um questionário a uma amostra de 1228 elementos desta força de segurança. Os resultados obtidos demonstraram valores muito próximos entre a actual cultura organizacional e as opções estratégicas escolhidas, mas uma grande discrepância entre a cultura organizacional actual e desejada. O estudo contribui assim para a comprovação da existência de uma relação de influência entre cultura organizacional e estratégia, bem como na aferição do actual alinhamento destas dimensões na Polícia de Segurança Pública.
The present study pretended to help comprehending the connection between strategy and organizational culture. For this purpose it was conducted an empirical study in the Public Security Police through Quinn and Rohrbaugh’s Competing Values Framework. This Framework allowed comparing both dimensions through a mixed method, because each one was assessed based on a different methodology. Content analysis was used to evaluate the culture tendencies that emerged from the Police’s strategic options and it was only used in the document: “Grandes Opções Estratégicas 2013-2016 para a PSP”. In the other hand, statistical analysis allowed to profile the present and wanted organizational culture. To accomplish this, it was applied a questionnaire to a sample of 1228 members of this Police. The results obtained showed very similar values regarding the present organizational culture and the strategic options, but a big gap between present and wanted organizational culture. Therefore, this work contributes for the evidence of an influence relationship between strategy and organizational culture, as well as it diagnoses these dimensions alignment in the Public Security Police.
N/A
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Carvalho, Liza Fachin de. "Análise da cultura organizacional no gerenciamento de projetos." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/18/18156/tde-04012016-154049/.
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O gerenciamento de projetos de forma sistematizada vem se tornando essencial para todo tipo de organização, pois os mercados a cada dia tornam-se cada vez mais competitivos, os recursos mais escassos e os clientes muito mais exigentes. É possível observar isso com o número crescente de empresas que se associam ao Project Management Institute (PMI) - referência nas melhores práticas em gerenciamento de projetos - que desde o final de 2013 possui mais de 400.000 empresas associadas em todo o planeta. Tal tendência é natural, visto que as empresas necessitam se destacar nos negócios em um mercado cada vez mais dinâmico a fim de garantir a sua sobrevivência. De acordo com Gu et al. (2013), uma questão-chave na investigação de gerenciamento de projetos gira em torno de porquê alguns projetos são bem sucedidos, enquanto outros não. Esta questão levou os pesquisadores a explorar determinantes potenciais que possam levar ao sucesso ou fracasso de um projeto. Por exemplo, o Standish Group International (2009) encontrou uma taxa global de fracasso do projeto em torno de 72% nos EUA. É certo que a cultura organizacional exerce forte influência no sucesso dos projetos, mas seria possível diagnosticá-la para com isso melhor conduzir as equipes de projeto? Deste modo, o objetivo do presente estudo foi analisar a relação entre a cultura organizacional e o gerenciamento de projetos, utilizando-se para tanto dos modelos como o Competing Values Framework (CVF) e o Organizational Culture Assessment Instrument (OCAI). O emprego dos modelos se justifica por serem os mais utilizados na literatura em gestão organizacional, embora não tenham sido encontrados estudos empíricos que os utilize no contexto brasileiro em gerenciamento de projetos. O método utilizado para obtenção do perfil cultural dominante para o sucesso em gerenciamento de projetos foi survey, na qual o modelo OCAI foi adaptado e destinado para gerentes e membros de equipe de projetos. Observou-se através da análise dos dados, que a cultura de clã foi a que apresentou forte influência para o sucesso no gerenciamento de projetos de acordo com a percepção dos respondentes da survey. É importante ressaltar que não há um perfil de cultura melhor que o outro, portanto, a cultura de gerenciamento de projetos obtida é apenas o diagnóstico de uma cultura organizacional que poderá permitir a obtenção de um desempenho superior, ou seja, sucesso no atendimento de escopo, qualidade, custo e prazo. Discute-se para estudos futuros a importância de se empregar respondentes de diferentes estados do Brasil e ainda de outros países, buscando estabelecer que não existam influências de outros fatores culturais regionais na percepção dos respondentes.Project management in a systematic manner has become essential for any type of organization, because the markets every day become increasingly competitive, scarce resources and more demanding customers. You can see this with the growing number of companies that are associated with the Project Management Institute (PMI) - reference the best practices in project management - which since late 2013 has more than 400,000 affiliates around the world. This tendency is natural, since companies need to stand out in business in an increasingly dynamic market in order to ensure their survival. According to Gu et al. (2013), a key issue in project management research centers on why some projects are successful while others do not. This question led the researchers to explore potential determinants that can lead to success or failure of a project. For example, the Standish Group International (2009) found an overall rate of failure of the project around 72% in the US. Admittedly, the organizational culture has a strong influence on the success of the projects, but it would be possible to diagnose it for it better lead project teams? Thus, the aim of this study is to analyze the relationship between organizational culture and project management, using for both models like the Competing Values Framework (CVF) and the Organizational Culture Assessment Instrument (OCAI). The use of models is justified because they are the most used in the literature on organizational management, although we did not find empirical studies that use them in the Brazilian context in project management. The method used to obtain the dominant cultural profile for success in project management was the survey, in which the OCAI model was adapted and designed for managers and project team members. It was observed by analyzing the data, the clan culture showed the strong influence for success in project management according to the perception of the survey respondents. Importantly, there is a better culture profile than the other, so the obtained project management culture is only the diagnosis of an organizational culture that may allow obtaining superior performance, ie success in scope of service, quality, cost and schedule. It is argued for further study the importance of employing respondents from different states of Brazil and even from other countries, seeking to establish that there are no influences from other regional cultural factors in the perception of respondents.
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Jakobsson, Jessica, and Victoria Vall. "Vad har vi för organisationskulur egentligen? : En undersökande och jämförande studie av organisationskulturen." Thesis, Umeå universitet, Pedagogiska institutionen, 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-173262.
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I varje organisation existerar det en kultur, organisationskultur, som är unik just för företaget och inom den kan det finnas variationer. Kunskap om hur organisationskulturen ser ut, vilka variationer som finns, vad de beror på och hur de kan komma till uttryck är en styrka för organisationen och ger den en stor fördel i dess utveckling samt kan vara avgörande för organisationens överlevnad. Ett sätt att få kunskap om sin organisationskultur kan vara att mäta den. Denna studie syftade till att få en fördjupad förståelse av organisationskultur och, med mätinstrumentet OCAI, utröna hur den såg ut för två enheter (butik och HR) i en organisation. Genom en kombinerad studie genomfördes en enkät och en gruppintervju som besvarade frågeställningarna. Frågorna som användes för att besvara syftet innefattade hur organisationskulturen såg ut i respektive enhets Nuläge och Önskat läge, samsynen mellan enheterna och hur de betraktade utfallet av enkäten. De centrala resultat som framkom i studien var att de två enheterna hade, vid mätning av deras Nuläge, skattat sin organisationskultur lika. Klankultur är den kultur som domineras och delas av båda enheterna. Det rådde inte lika hög kongruens i enheternas skattning för Önskat läge; HR önskade större förändringar än butiken. Framförallt var det hierarki och marknadskulturen som HR ville minska medan butiken inte ville ha någon större förändring från Nuläget. De marginella skillnaderna butiken önskade var att minska hierarkin och öka adhokratin. Vid gruppintervjun uttryckte deltagarna en igenkänning i resultatet och att OCAI fyller ett glapp genom att kunna vara ett komplement till den årliga medarbetarundersökningen. Organisationen arbetade aktivt med sin organisationskultur och resultatet skulle kunna tyda på att kulturen genomsyrade hela företaget men en vidare undersökning behöver genomföras innan det går att konstatera.
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Sandoval, Urmeneta Mayling Isabel, and Farfán Andrés Eduardo Angulo. "Determinar si el tipo de Cultura Organizacional de la Aduana Marítima del Callao favorece el alineamiento a los principios que se desprenden del Acuerdo sobre Facilitación del Comercio (AFC) de la Organización Mundial de Comercio (OMC)." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/653861.
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El presente trabajo de investigación plantea como premisa la necesidad de que la cultura organizacional de la Intendencia de Aduana Marítima del Callao (IAMC) facilite la adecuación y el cumplimiento de los principios que se desprenden del Acuerdo sobre Facilitación de Comercio (AFC), que constituye el primer acuerdo multilateral concertado por la Organización Mundial del Comercio y que entró en vigor en el año 2017.
A partir de ello, se pretende establecer si el tipo de cultura organizacional de la IAMC permite un adecuado alineamiento a los principios que se desprenden del AFC, lo que ha permitido plantearse la pregunta de investigación: ¿El tipo de cultura organizacional actual en la IAMC, favorece el alineamiento a los principios que se desprenden del Acuerdo de Facilitación de Comercio?
Se ha pretendido realizar una aproximación a las características de la cultura predominante, mediante un diagnóstico de la cultura organizacional de la Intendencia de Aduana Marítima del Callao (IAMC), utilizando como ayuda para este propósito, la metodología del Modelo de Valores en Competencia propuesta por Cameron y Quinn.
Se realizó una investigación bajo el enfoque cualitativo de tipo descriptivo, bajo un diseño no experimental de carácter transversal, para lo cual se utilizó como apoyo el instrumento denominado Organizational Culture Assessment Instrument (OCAI) para realizar el diagnóstico señalado.
Finalmente, luego del análisis realizado, se determina que de los 7 principios identificados que se desprenden del Acuerdo sobre Facilitación de Comercio (AFC) de la Organización Mundial de Comercio (OMC) cinco de ellos pueden ser facilitados por el actual tipo de cultura de la organización y dos de ellos encuentran dificultades para su alineamiento. Dentro de las recomendaciones se indica el desarrollo de una estrategia de comunicación que contribuya en facilitar un mejor alineamiento de todos los principios del AFC en la cultura de la organización.The present research work raises as a premise the need for the organizational culture of the Callao Maritime Customs Intendancy (IAMC) to facilitate the adaptation and compliance of the principles that emerge from the Trade Facilitation Agreement (TFA), which constitutes the first multilateral agreement concluded by the World Trade Organization (WTO), which entered into force in 2017. Based on this, it is intended to establish whether the type of organizational culture of the IAMC allows an adequate alignment to the principles that emerge from the TFA, which has allowed to pose the research question: Does the current type of organizational culture in the IAMC favor alignment with the principles that emerge from the Trade Facilitation Agreement? It has been intended to make an approach to the characteristics of the predominant culture, through a diagnosis of the organizational culture of the Callao Maritime Customs Intendancy (IAMC), using as an aid for this purpose, the methodology of the Competing Values Framework proposed by Cameron and Quinn. An investigation was carried out under a qualitative, descriptive approach, under a non-experimental design of a cross-sectional nature, for which the instrument called Organizational Culture Assessment Instrument (OCAI) was used as support to make the diagnosis indicated. Finally, after the analysis carried out, it is determined that of the 7 identified principles that emerge from the Trade Facilitation Agreement (TFA) of the World Trade Organization (WTO), five of them can be facilitated by the current type of culture of the organization and two of them encounter difficulties for their alignment. The recommendations indicate the development of a communication strategy that contributes to facilitating a better alignment of all the principles of the TFA in the culture of the organization.
Tesis
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Routh, Pallav. "A Framework for Estimating Customer Worth Under Competing Risks." Bowling Green State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=bgsu1525688483331787.
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Andrén, Sebastian, and Mohamad Sahyouni. "Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18487.
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Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.
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Erixal, Camilla, and Helene Palmqvist. "Skilda organisationskulturers påverkan vid affärssystemsimplementationer : En kvalitativ studie om skilda organisationskulturer på ett internationellt företag." Thesis, Högskolan i Halmstad, Akademin för informationsteknologi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-40729.
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Allt fler organisationer eftersträvar enhetliga arbetssätt och försöker att uppnå detta genom användandet av affärssystem. Affärssystemsimplementationer är komplexa och tidskrävande projekt och kan försvåras på grund av organisationskultur som betraktas som en kritisk faktor. När organisationer expanderar över landsgränser uppstår utmaningen med att skapa enhetliga arbetssätt trots skilda rådande kulturer, vilket leder fram till frågeställningen: ”Hur påverkar skilda organisationskulturer affärssystemsimplementationer i internationella organisationer?“. Denna studie baseras på intervjuer med anställda på ett internationellt företag som vid tillfället höll på att implementera ett nytt affärssystem i syfte att uppnå enhetliga arbetssätt. Diskursanalys användes för att analysera respondenternas tal med utgångspunkt från de fyra kulturtyperna i Competing Values Framework (CVF) för att identifiera hur kulturella skillnader och likheter påverkar affärssystemsimplementationen i en internationell organisation. Studien resulterar i att skilda organisationskulturer både underlättar och försvårar affärssystemsimplementationen. En av slutsatserna är att skilda organisationskulturer kan påverka tiden för en affärssystemsimplementation beroende på vilken typ av organisationskultur som avdelningen har.Organizations today strive to achieve common work ways and try to do so by using enterprise resource planning systems (ERP). ERP-implementations are complex and time-consuming projects and can be affected by organizational culture which is seen as a critical factor. However, when organizations choose to expand to other countries the challenge to create common work ways is faced due to different cultures which concludes in the question:”How does different organizational cultures affect ERP-implementations in international organizations?“. This study is based on interviews in an international company, who by the time, was implementing a new ERP-system with the purpose to create common work ways. Discourse analysis was used to analyze the informant’s answers through the four types of culture in Competing Values Framework (CVF) to identify how the cultural similarities and differences affect ERP-implementation in an international organization. This study shows that organizational culture both simplifies and complicates the ERP-implementation. One of the conclusions is that the ERP-implementation might affect the time needed for a ERPimplmentation depending on which organizational culture the department has.
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Silver, Derigan A. Walden Ruth C. "National security and transparency the legal frameworks and factors federal courts use to balance competing democratic values /." Chapel Hill, N.C. : University of North Carolina at Chapel Hill, 2009. http://dc.lib.unc.edu/u?/etd,2267.
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Thesis (Ph. D.)--University of North Carolina at Chapel Hill, 2009.Title from electronic title page (viewed Jun. 26, 2009). "... in partial fulfillment of the requirements for the degree of Doctor of Philosophy in the School of Journalism and Mass Communication." Discipline: Journalism and Mass Communication; Department/School: Journalism and Mass Communication, School of.
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Chen, Shiu-chin, and 陳秀卿. "Competing Values Framework applied to construct school-based curriculum evaluation indicators." Thesis, 2012. http://ndltd.ncl.edu.tw/handle/93463883451749670234.
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博士國立臺南大學
教育經營與管理研究所博士班
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This study was designed to analyze and set the basis for a competing values framework through the integration of curriculum theory, curriculum design, and curriculum evaluation theory in order to develop and construct the competing values of the integrated school-based curriculum evaluation indicators, to assist in the understanding of development in schools based curriculum, and to understand and modify this curriculum throughout various locations, with its difficulties but without bias. In order to achieve the research purpose, I adopted literature review and the Delphi technique questionnaire method for my study. First through the literature review, to clarify the Competing Values Framework. The school-based curriculum evaluation focused on concepts and relationships, and explored the Competing Values Framework in School-based curriculum evaluation’s core definition, in order to find elements to fittingly develop the definition and the indication under each Competing Values Framework side. Finally, using the Delphi technique questionnaire, assessed through three rounds of the Delphi technique with 20 experts participating, examined the definition and the indication of each Competing Values Framework side whether it is exhaustive or not, and considered the appropriateness of the overall indicators, to completely construct the Competing values of school-based curriculum evaluation indicators of the research. This research establishes a total of 65 indicators and is divided into: 15 indicators in the field of innovation and change,18 indicators in the interpersonal field, 17 indicators of the internal process and 15 indicators in the field of innovation and change. From the literature, research, and the data from the Delphi questionnaire, a number of conclusions can be made: （1）The Competing Values Framework is well suited for a school-based curriculum evaluation. （2）Integrating the Competing Values Framework, Curriculum-related theories development, and the Competing Values Framework School-based curriculum evaluation for each quadrant’s definition, can achieve the functionality of the Integrated Curriculum Evaluation. （3）According to the Competing School-based curriculum evaluation from each quadrant’s definition, the construction of Competing values of school-based curriculum evaluation indicators can be the guiding principles and references for the development in curriculum- based for the teachers. （4）The quality of indicator framework’s depends on whether or not the way of its construction can cover a multiplicative caring property. This study offers suggestions for reference in accordance with its conclusions. Suggestions for future research： （1）With the Competing Values Framework a school can gain information about the status of the current curriculum and use that information as a reference for future development. （2）Provides a direction toward developing evaluation tools and the development of a diagnostic scale. （3）Provide guiding principles in the evaluation framework to develop complete lesson plans to enhance school curriculum innovation and ability to adapt to change.
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Nel, Leon Jacobus. "Shared values and organisational culture a source for competitive advantage : a comparison between Middle East, Africa and South Africa using the Competing Values Framework." Diss., 2009. http://hdl.handle.net/2263/24426.
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The presented dissertation reports the findings of a quantitative study on shared values of a multinational corporation across its Middle East and Sub-Saharan subsidiaries. The study is based on the Competing Values Framework (Quinn &Rohrbaugh, 1983; Cameron&Quinn, 1999) with 24 shared values superimposed upon the Competing Values Framework (McDonald&Gandz, 1992). The presented work argues that an organisation can increase its competitiveness by understanding its shared value system and by managing the organisation accordingly. In return, the organisation due to an increased competitiveness would realise a competitive advantage by understanding the shared value composition. In understanding the shared values composition one can attract and retain staff due to a greater person organisation fit, which in turn would lead to a reduction in staff turnover, skilling and training cost in return yielding a competitive advantage. The research found that there seems to be a common shift or trend in the Cape Town, Johannesburg and Middle East subsidiaries. The trend is that the subsidiaries value those shared values most that fits into the clan and market culture quadrants with some elements of the adhocracy and hierarchy cultures type resembled. The latter not being as dominant as the clan and market culture types. The Pretoria and Turkey subsidiaries regarded the values of the clan and adhocracy culture quadrants higher than those within the market and hierarchy culture quadrants. This is unexpected to a degree as the subsidiaries are across multiple nations encompassing different cultures. The subsidiaries believe in culture of collaboration and competition with the purpose of group cohesion and the pursuit of objectives. CopyrightDissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
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Yu, Chun-Hung, and 游駿弘. "A Study on the Application of Competing Values Framework in Military Training Organization Leadership and Effectiveness." Thesis, 2008. http://ndltd.ncl.edu.tw/handle/12304694547056616141.
Full textAbstract:
碩士大葉大學
工業工程與科技管理學系碩士在職專班
96
In this study, we explored the relationship between leadership behavior and organizational effectiveness based on competing values framework, and also used this framework for foundation military training units, with the aim of testing it theoretically and practically. We adopted the method of cross-sectional questionnaire survey. “Leadership behavior” is divided into quadrants such as Compete, Create, Collaborate, and Control; “Organizational effectiveness” is divided into Rational Goal, Open System, Human Relation, and Internal Process. We took draftees of substitute military service as the subject of study, and sent out 542 questionnaires, collecting 469 effective questionnaires, with an effective rate of 87.32%. Then, we used descriptive statistics, one-way ANOVA and structural equation modeling to do research on hypothetical statistical analysis. Research results are shown as follows: (1) For the leadership behavior of administrative cadre, the emphasis is placed on “Compete Quadrant” and “Control Quadrant”. “Competitor” and “Coordinator” are most highly perceived. (2) For the organizational effectiveness, the emphasis is placed on “Rational Goal” and “Internal Process”. “Goal Accomplishment” is valued. (3) Perception of leadership behavior and organizational effectiveness by draftees with different backgrounds will vary with “Age” and “Education Background”. (4) Leadership behavior and organizational effectiveness are related positively. (5) Various quadrants of leadership behavior affect not only the organizational effectiveness of the corresponding quadrant but also those of non-corresponding quadrants. (6) Scores for all aspects of leadership behavior and organizational effectiveness of high-performance sample cluster are significantly higher than those of low-performance sample cluster. Models presented are different significantly. This study not only validated the theoretical foundation of competing values framework but also put forward suggestions on foundation military training and some topics for future study.
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Hsu, Jia-Chun, and 許嘉純. "A study of the relationship between competing values framework of principals' leadership effectiveness and teachers' morale." Thesis, 2009. http://ndltd.ncl.edu.tw/handle/95858473938120970411.
Full textAbstract:
碩士國立暨南國際大學
教育政策與行政學系
97
The purpose of this study was to explore the relationship between competing values framework of principals' leadership effectiveness and teachers' morale, meanwhile, analyse the resons that affected competing values framework of principals' leadership effectiveness and teachers' morale. This study adopted questionnaire survey; the samples were chosen from public school teachers of elementary schools in central Taiwan. The collected data was analysed by SPSS 12.0, the statistical menthods included descriptive analysis, t-test, one-way ANOVA and Pearson product-moment correlation were conducted to acquire solid results. As result from the anaysis of this study, the following conclusions were made： 1.The degree of competing values framework of principals' leadership effectiveness by elementary school teachers in central Taiwan were at upper middle levels. 2.The degree of teachers' morale by elementary school teachers in central Taiwan were at upper middle levels. 3.The elementary school teachers in central Taiwan showed significant difference in competing values framework of principals' leadership effectiveness, because the different gender, current job position, serving years and scale of the school. 4.The elementary school teachers in central Taiwan showed significant difference in teachers' morale, because the different gender, age, educational degree, current job position, serving years and scale of the school. 5.Competing values framework of principals' leadership effectiveness was related to teachers’ morale obviously. 6.In regression forecast of competing values framework of principals' leadership effectiveness to teachers’ morale, especially the aspect of open system, the aspect of internal process, and leadership role of mentor has thbiggest predictability. Based on the study results, some suggestions were proposed for the reference of educational administrative authorities, principals of elementary schools and future researchers.