Dissertations / Theses on the topic 'Manager’s culture'
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1
Solomon, Aida. "The Relationship of Nurse Manager’s Leadership Styles in Maintaining a Just Culture." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7752.
Abstract:
Healthcare leaders must establish a just culture to mitigate preventable medical deaths that occur at 250,000 per year, making medical errors the 3rd leading cause of death in the United States. However, there is a gap in knowledge regarding the attributes of nurse manager leadership styles that contribute to promoting a just culture at the unit level. Guided by the full range leadership theory and the just culture model, the purpose of this descriptive correlational study was to determine the relationship between nurse manager transformational, transactional, and laissez-faire leadership styles and unit level just culture perceptions and the differences between staff nurses’ and nurse managers’ perceptions of leadership styles and just culture. The Multifactorial Leadership Questionnaire and the Just Culture Assessment tool were administered to 165 U.S. hospital-based staff nurses and nurse managers. ANOVA revealed a statistically significant difference in the mean just culture scores between transformational, transactional, and/or laissez-faire leadership styles (p < .01). MANOVA outcomes were significant for the difference between the nursing staff’s and nurse managers’ perceptions of nurse managers’ leadership styles (p < .01). This study promotes positive social change identifying transformational and transactional nurse manager leadership skills as a predictor for maintaining a unit level just culture and clarifying the impact of nurse managers’ leadership styles on perceptions of patient safety among frontline nurses and hospital safety. Future research should focus on exploring the relationship between nurse-sensitive patient outcomes such as pressure injuries and hospital-acquired infections along with the unit level just culture and nurse manager leadership styles.
2
Cathelat, Sandrine. "Contribution à la transformation de culture et mindset managériaux vers une économie écologiquement soutenable." Electronic Thesis or Diss., Université Paris-Panthéon-Assas, 2024. http://www.theses.fr/2024ASSA0015.
Abstract:
La crise écologique, dont les alertes publiques s’accumulent depuis de plus de 50 ans, est devenue le problème mondial majeur du XXI° siècle et un Game Changer majeur pour tous les acteurs de l’économie. Cette critique de l’Anthropocène conduit à interroger ce modèle productiviste d’Économie Linéaire pour le faire évoluer vers plus de Soutenabilité écologique, ou en changer. Les retards et insuffisances sur la feuille de route climatique, définie par l’Accord de Paris en 2015, démontrent que les discours d’intention et incitations non-directives échouent à se transformer en nouvelles pratiques économiques. Une nouvelle Économie Soutenable ne deviendra pas une réalité, pas assez vite ni à échelle suffisante, sans une mobilisation des entreprises et acteurs économiques, notamment les Managers de tous niveaux, dont la fonction est de concrétiser les intentions stratégiques en pratiques. Cet objectif implique chez eux une transformation de Mindset managérial pour assumer un nouveau rôle responsable de “sustainability transformers & makers“The ecological crisis, for which public warnings have been accumulating for more than 50 years, has become the major global problem of the 21st century and a major game changer for all players in the economy. This critique of the "Anthropocene" is leading us to question this linear productivist economic model, with a view to moving it towards greater ecological sustainability or changing it altogether. The delays and shortcomings of the climate roadmap defined by the Paris Agreement in 2015 show that rhetoric is failing to be transformed into new economic practices. This new "Sustainable Economy" will not become a reality, not quickly enough and not on a sufficient scale, without the mobilization of companies and economic players, particularly managers at all levels, whose job it is to turn strategic intentions into practical reality. This objective implies a change of mindset in management in order to assume a new responsible role as "sustainability transformers & makers"
3
Hansson, Noreke Helena, and Jonathan Wirödal. "Managers' communication : how cultural intelligence affects communication." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-9802.
Abstract:
As the world becomes more global and companies become internationalized there is a growing urge for companies to work more efficiently. A problem that might rise when people from different cultures work together, is the risk for misunderstandings when managers communicate with people from other cultures. For that reason, managers of internationalized companies need to be culturally intelligent to avoid misunderstandings. Hence, our aim with this dissertation is to see how managers’ Cultural Intelligence (CQ) affects their Communication. In order to see how managers’ Cultural Intelligence affects their Communication we used a quantitative study (survey), where Swedish managers from international companies were target population. In the end though, we found no relation between CQ and managers communication skills. The number of responses from the survey was too small to in order to make any general conclusions. The dissertation may however have some contribution and value for Swedish managers. For companies in general, the dissertation can give some indications that they should consider employees’ CQ and not only managers’ CQ. Communication however, is one of the most prominent factors when it comes to social interaction. Therefore, companies today should consider, when hiring, the new employees’ ability to adapt into new environments.
4
Lawley, Jonathan Coldstream. "Transcending culture : developing Africa's technical managers." Thesis, City University London, 1994. http://openaccess.city.ac.uk/8295/.
Abstract:
This thesis explains the background to the shortage of indigenous black technical management in Sub Saharan Africa by focusing on a number of countries in the Southern African region. It explains the implications of this shortage particularly for Zimbabwe and its mining industry which at independence in 1980 had no black technical managers. Having looked at management development worldwide and the experience of leading developed countries, the thesis goes on to consider the views and theories of a number of writers on management and management development in an African context. It also considers its crucial importance to the continent's future and the urgent need for effective ways of improving Africa's management capability particularly in the technical area. In this context a scheme (the ZTMTT) set up in 1982 to train black managers for Southern Africa's mining industry is described. The methodology of the approach is detailed including the important interrelationship of the practical and the academic experience in the learning process. This is followed by a description and analysis of the results of the scheme after eleven years. Following consideration of the special barriers and difficulties facing aspirant black managers in the Southern African context, the thesis goes on to describe and analyse the factors that have brought about the necessary fundamental change in trainees and helped them to relate the management challenge to themselves. It goes on to detail some successful case histories and contrast these with the very few failures. The success of the programme has culminated in the development of a new management theory, describing the mechanism of transition from reliance on a single home culture to the point where management capacity has been transformed by exposure to global experience. Scientific concepts have been invoked to produce the new management theory. As in science, where certain chemical reactions proceed through excited state intermediates, exciplexes which react to produce a new product, so too the merging of management cultures to form a management exciplex (excited state) can, given appropriate conditions, lead to new successful management types.
5
Khrulova-Nygren, Camilla, and Louise Andersson. "Business in Russia : A study investigating to what extent culture impacts business for Swedish managers." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-35537.
Abstract:
This study is an empirical research that is set to examine to what extent culture affects the performance of Swedish managers when doing business with their Russian customers. The authors aim is to find out how important cultural awareness is when doing business between Sweden and Russia as well as what factors Swedish managers should consider before doing business with a Russian customer. The purpose of this study has been set in relation to empirical evidence based on a qualitative research approach with semi structured in-depth interviews as a method. Seven in-depth interviews has been conducted in order to fulfil the research questions and the purpose of this study, all interviewees has got at least three years of business related experience towards the Russian market. One of the main objectives of this study is to create a road map that will unveil hidden rules and provide a practical approach in order to avoid apprehensions and hesitations concerning the Russian culture, before arriving and while already in Russia. This study reveals that factors such as language, non-stereotyping, and a rigorous research about the Russian culture are needed for a Swedish businessman before doing business in Russia. When a Swedish businessman has arrived in Russia, considerations and efforts should be put on factors such as the importance of a formal dress code, practice status, as well as a strict leadership style.
6
Henningsson, Johan. "Fund managers as cultured observers /." Västerås : School of Sustainable Development of Society and Technology, Mälarddalen University, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-1580.
7
Thorne, M. L. "Engendering culture : The dynamics of organisation culture, gender and managerial behaviour." Thesis, University of Bath, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383608.
8
Van, den Bergh Riana. "Cultural intelligence a comparison between managers in South Africa and the Netherlands /." Diss., Pretoria : [s.n.], 2008. http://upetd.up.ac.za/thesis/available/etd-06032008-102941/.
9
McBride-Walker, Mercedes. "Standing out| The influence of organization culture and cultural values on a manager's willingness to meaningfully differentiate employee performance." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=1543409.
Abstract:
This mixed-methodology study investigates the degree to which dominant organization culture and cultural values influence a manager's willingness to differentiate employee performance for the purpose of making meaningful talent decisions. Data were collected from 26 companies and a total of 45 individual participants. The findings suggest that specific values play a significant role in influencing a manager's willingness to differentiate employee performance regardless of dominant culture. All organizations have high and low performers, yet being willing to make tough performance calls for greater talent decision effectiveness may require embodying values that are considered countercultural. We argue that these values may need to be translated in the dominant culture for greater acceptance and assimilation, and recognize that companywide performance management programs may best be viewed as a collection of individual decisions that carry with them great tensions. Implications and limitations of the study are discussed.
10
Eriksson, Jennie. "Continuous improvements in China: experiences from managers in global businesses." Thesis, Högskolan i Gävle, Akademin för teknik och miljö, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-14610.
Abstract:
In today’s rapidly changing society company development and Continuous improvements are crucial to gain a competitive advantage on the global market. Through interviews this study investigated how two Chinese companies worked with Continuous improvements. The empirical findings were compared to the theoretical theories. The study showed that the biggest difference between western business and Chinese businesses was the organizational structure. The hierarchical organizational structure, since it hinders empowerment, was also the biggest barrier for Chinese companies to integrate further developmental work with Continuous improvements. Thus empowerment contributes to flexibility, innovation, employee development and increased communication processes.
11
Trotman, Stacey. "Educating Nurse Managers to Create a Culture of Nurse Retention." ScholarWorks, 2018. https://scholarworks.waldenu.edu/dissertations/6140.
Abstract:
Nurse managers are stakeholders in creating a culture of nurse retention. The purpose of this staff education project was to identify evidence-based best practices that promote nurse retention and to educate nurse managers about these strategies. Knowles's theory of adult learning was the theoretical framework for the project. The practice-focused question addressed whether an education program for nurse managers would increase their understanding of evidence-based strategies to create a culture of nurse retention. The education program centered on 4 themes: professional development, communication and relationships, culture and work environment, and organizational structures and support. The concepts of 5 domains-- status, certainty, autonomy, relatedness and fairness (the SCARF model)--were used to educate nurse managers about the conceptual foundations of individuals' engagement within their environment. Education was delivered using a presentation software program with a follow-up question-and-answer session. A reference toolkit was included in the program. Twenty-seven nurse managers completed a 7-question post presentation survey to assess their level of understanding related to creating a culture of nurse retention; all reported excellent and good levels of understanding based on the program. The nurse manager toolkit and education program can assist nurse mangers in developing leadership strategies supporting nurse retention and positive social change in the culture of the organization.
12
Santana, David. "Manager la culture de sûreté : construction, représentations et usages de la "culture de sûreté" dans l’industrie nucléaire." Thesis, Paris, Institut d'études politiques, 2017. http://www.theses.fr/2017IEPP0037.
Abstract:
Cette thèse étudie la notion de culture de sûreté, nouveau « mantra » des organisations à haut risque (Silbey, 2009). Apparue à la fin des années 1980 afin de mieux prendre en compte l’organisation dans la gestion de la sécurité nucléaire, elle est aujourd'hui très utilisée dans les discours comme dans les politiques managériales des entreprises à haut risque. L’enquête ethnographique, menée par observations de situations de travail, d’entretiens et de l’analyse de documents, permet d’étudier la construction sociale de la notion de culture de sûreté, ses représentations, ses usages et son influence sur l’organisation du travail dans les centrales nucléaires. La thèse appréhende la culture de sûreté comme un objet hybride entre un discours qui serait diffusé dans les industries à risque et un outil de gestion de la sécurité. Elle analyse comment la notion de culture de sûreté s’est installée dans différents espaces sociaux de l’industrie nucléaire grâce à sa flexibilité interprétative : experts internationaux de la sécurité nucléaire, chercheurs des sciences de la sécurité industrielle, dirigeants de la division production nucléaire d’EDF et managers de proximité des centrales nucléaires. La comparaison des systèmes d’action de trois centrales nucléaires montre que dans un univers hautement normé et procéduralisé, la culture de sûreté est devenue un outil, de nature essentiellement discursive. Les managers s’en saisissent pour agir sur les contraintes qui pèsent sur eux et les rapports de pouvoir dans lesquels ils inscrivent leur action, de manière à rendre leur travail plus efficace. La thèse met ainsi en avant la capacité des discours à agir concrètement sur le travailThis thesis examines the concept of safety culture, new 'mantra' of high risk organizations (Silbey, 2009). It appeared in the late 1980s in order to better reflect the organization in the management of nuclear safety, and it is now widely used in the discourse as in the managerial policies of high-risk industry companies. The ethnographic investigation, based on observations, interviews and document analysis, analyzes the social construction of the concept of safety culture, its representations, its uses and its influence on the organization of work in nuclear power plants. The thesis reveals safety culture as a hybrid object between a speech that would be broadcast in high-risk industries and a security management tool. It analyzes how the notion of safety culture has settled in different social spaces of the nuclear industry thanks to its interpretative flexibility: international experts on nuclear safety, “safety science” researchers, EDF’s central administration and team managers in nuclear power plants. The comparison of three nuclear power plants’ local orders shows that in a highly standardized and proceduralized universe, safety culture has essentially become a discursive tool. Managers seize it to act on the constraints laid upon them and power relations in which they act, so as to make their work more effective. Thus, the thesis puts forward the ability of speech to act concretely on the organization of work
13
Thuong, Duong Thi. "Women project managers: the current status and future improvement." Thesis, Queensland University of Technology, 2001. https://eprints.qut.edu.au/226968/1/T%28BE%26E%29%202773_Duong_2001.pdf.
Abstract:
Only those who have been fully found themselves in this world can realise their
natures. Only those who realise their natures can lead other natures to selfrealisation.
Only those who lead other natures to self-realisation can realise the
nature of things (Tzu-Ssu, an grandson of Confucius, quoted from Asplund: 1988)
So why don't women try to find themselves in project management? Is this
definitely not a career for a man only and not a no go area for woman either? Is
project management not a gendered job, but depends on individuals' ability?
This dissertation describes a study that exammes firstly the extent to which
challenges in the workplace may cause women project managers to be in a
significantly small minority, and secondly the potential for their amelioration. The
data for this study comes from an analysis of information from the self-mailed survey
questionnaire to 180 members of Australian Institute of Project Management in
Queensland, who have been working in the project management field.
The focuses of this research is the comparison of paiiicipants' views regarding their
experiences and observations on various issues related to technical and gender
aspects in the project management culture. When the data for this study was retrieved
and evaluated, it was found that there ai·e only the relatively minor differences in
expenences due to participants' gender, experience level, management level and
feature of industries of the project managers. These experiences include
discrimination against women in general, differences in project management style
and the support from project manager not of participants' gender. However, the study
found these differences did not negatively impact on pmiicipants' career progress.
Regarding opportunities for change, the research found that there ai·e vanous
opportunities for women project managers (for example, the changing social and
project enviromnent or the achievement of women in this area). There is, therefore,
an expectation that more women will become project managers in the future. The research also discusses several implications of how this may change the existing
project culture and suggests some feasible initiatives for the industry's practice to
make the change a reality
14
Kridis, Alya. "Valeurs culturelles, Styles organisationnels et comportements de citoyenneté chez les managers des multinationales implantées en Tunisie." Thesis, Paris 10, 2015. http://www.theses.fr/2015PA100007/document.
Abstract:
Cette recherche a pour objectif d’examiner les effets des dynamiques interactionnelles entre systèmes de valeurs individuelles et organisationnelles sur le fonctionnement des entreprises, dans un contexte de diversité culturelle. Il s’agit d’identifier les valeurs culturelles des managers opérant dans des filiales de multinationales implantées en Tunisie et leur congruence avec les styles organisationnels. Notre intérêt porte particulièrement sur les dimensions liées à la culture et au climat organisationnels et leurs contributions dans le déploiement des comportements de citoyenneté organisationnelle.Les résultats mettent en exergue un style organisationnel intégrateur reflétant une congruence entre les valeurs des managers et les valeurs de l’organisation. L’analyse des comportements et des attitudes des managers a permis d’identifier les styles organisationnels susceptibles de favoriser des comportements de citoyenneté. L’analyse corrélationnelle montre que le climat organisationnel est un bon prédicteur des comportements de citoyennetéThis research aims to study the effects of dynamic interactional between individual and organizational values system on how firms operate in a context of cultural diversity. It comes to identify the cultural values of managers working in multinational subsidiaries operating in Tunisia and their congruence with organizational styles. Our interest is particularly on dimensions related to organizational culture and climate and their contributions in the deployment of organizational citizenship behaviors. The results highlight an organizational integrator style reflecting congruence between the values of managers and values of the organization. The analysis of the behavior and attitudes of managers identified organizational styles might encourage citizenship behavior. The correlational analysis shows that the organizational climate is a good predictor of citizenship behavior
15
Kay, Susan. "Organising, sensemaking, devising : understanding what cultural managers do in micro-scale theatre organisations." Thesis, University of Exeter, 2014. http://hdl.handle.net/10871/15971.
Abstract:
The purpose of this enquiry is to challenge and add a further dimension to cultural management, through an empirical exploration of what cultural managers do in a particular domain (theatre) and scale of organisation (micro-) within the (subsidised) cultural sector, in South West England. Working from a sensemaking perspective (Weick, 1979, 1995a, 2009), it focuses attention on what these practitioners do, rather than what they could, should or do not do. It draws on literature from cultural management, theatre and performance studies and organisation and management studies to help address the following questions: • What do cultural managers do in micro-scale theatre organisations (in South West England)? • Why do they do what they do? • How do they do what they do? • In what ways might an analysis of what they do inform talk in and about cultural management? • To what other theoretical conversations might such an analysis contribute? The subjects are three cultural managers running micro-scale contemporary theatre organisations in Bristol, Plymouth and Redruth. The study adopts a qualitative, ethnographic, multi-case study approach, with data collected through non-participant observation, informal interviews and documentary sources. Analysis is inductive, deductive and abductive. The thesis concludes with a conceptual and epistemological re-framing of cultural management as cultural managing, suggesting that what the cultural managers studied do is not only vocationally dedicated to the purpose, values and work of their organisation, but is also isomorphically inflected by them in the doing. Furthermore, it offers (a) an adjusted perspective on “high reliability organising” (Weick & Sutcliffe, 2007) orientated more towards making the best than mitigating the worst; (b) a focus on organising in theatre to colleagues pursuing the relationship between management and the arts; and (c) a challenge to traditional notions of divide between theatre managing and theatre making, particularly at the micro-scale. This is an interdisciplinary study with cross-disciplinary implications.
16
Russell, Roger Chesley. "Expatriate managers' immersion in another culture: a phenomological study of lived experiences." Thesis, Curtin University, 2006. http://hdl.handle.net/20.500.11937/396.
Abstract:
Although adjusting to a foreign culture is not easy, being immersed in another culture is an experience lived by a growing number of persons in the globalized world. For expatriate managers, successful adjustment is imperative and fundamental in establishing overall effectiveness during overseas assignments. It is intriguing that organizations often blame the individual when expatriate assignments fail (Deresky 2002; Hodgetts and Luthans 2000; Swaak 1995a; Tung 1987) rather than recognizing that others may lack understanding of what it is like to be immersed in another culture. A study of Canadian expatriate managers who have worked in non-government organizations (NGOs) in Indonesia is presented. The research focuses on interpreting the lived experience of expatriate managers using their own words and meanings. Written descriptions from research participants were obtained via email and analysed/synthesized using Giorgi's descriptive phenomenological method (Giorgi 1975; 1985; Giorgi & Giorgi 2003). The central finding of the study is that expatriates experience paradoxical ways of being including feelings of: understanding/not understanding, discomfort/comfort, powerfulness/powerlessness, belonging/not belonging, being open to the new culture/yet holding on to own culture, freedom/restriction, being supported/not supported, and being unchanged/changed when immersed, living and working in another culture. The new knowledge and understanding obtained from this research may result in alterations to present human resource management practices and strategies utilized in facilitating and supporting expatriate assignments. These changes will enhance the experience for expatriate managers and organizations alike.
17
Youngsamart, Daungdauwn. "Perceptions of ethical decision-making : a study of Thai managers and professionals in Bangkok and provincial Thailand." Monash University. Faculty of Business and Economics. School of Management, 2009. http://arrow.monash.edu.au/hdl/1959.1/75075.
Abstract:
Academics and social commentators have emphasised the importance of religion and specific cultural characteristics in influencing or explaining the perceptions, values and behaviours of cultural groups. The quantitative empirical research into ethical perceptions, intentions and behaviours has used culture and religion to define cultural groups, or compare and contrast two national cultural groups. Little focus has been placed on intra-cultural differences. While there has been some quantitative empirical research into the role of Thai Buddhist religiosity in ethical decision making, there has been no such research that deals with the unique Thai cultural characteristics of greng jai and patron-client relationships or differences between urban and provincial Thai managers and professionals. In the research conducted for this thesis, I explore the relationship between Thai Buddhist religiosity, patron-client relationships and greng jai, and ethical intentions, expectations of other’s behaviour and the nature of ethical dilemmas (ethical or unethical). In addition, intra-cultural differences between ‘Thai managers and professionals in Bangkok and ‘less developed’ provinces on these items are investigated. Survey responses from 522 Thai managers and professionals from Bangkok and provincial Thailand were obtained in the research conducted for this thesis. The instrument used includes five scenarios from previous research, two new scenarios that address greng jai and patron-client relationship dilemmas, demographic and cultural measures, and measures of ethical intentions, behaviour of others, and the nature of the ethical problem. Neither patron-client relationships nor greng jai were found to influence ethical intentions, perception of other’s behaviour or perception of the nature of ethical problems. This suggests that importance of these cultural characteristics has been exaggerated in previous qualitative research, that these previously important characteristics are no longer important, or that Thai managers and professionals insulate their ethical perceptions in business settings from Thai cultural influences. The latter explanation would indicate convergence of Thai business culture with a more modern globalised perception of business ethics. Thai Buddhist religiosity did not consistently play a role in perceptions of ethical intention, behaviour of others or the nature of the problems. In scenarios in which it did play a role, the effect was small. Again, this suggests that the importance of religiosity may have been exaggerated in the past, was once important but is no longer so, or that Thai managers and professionals compartmentalise the role of religion in business and non-business settings. No differences were found between Thai managers and professionals in Bangkok and provincial Thailand. Again, this suggests a convergence with a modern globalised perception of business ethics.
18
Wiesinger, Sophie. "Culture, leadership and trust : the experience of Austrian managers in Poland /." Linz : Trauner, 2008. http://www.gbv.de/dms/zbw/588647764.pdf.
19
Russell, Roger Chesley. "Expatriate managers' immersion in another culture: a phenomological study of lived experiences." Curtin University of Technology, Curtin Business School, 2006. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=16807.
Abstract:
Although adjusting to a foreign culture is not easy, being immersed in another culture is an experience lived by a growing number of persons in the globalized world. For expatriate managers, successful adjustment is imperative and fundamental in establishing overall effectiveness during overseas assignments. It is intriguing that organizations often blame the individual when expatriate assignments fail (Deresky 2002; Hodgetts and Luthans 2000; Swaak 1995a; Tung 1987) rather than recognizing that others may lack understanding of what it is like to be immersed in another culture. A study of Canadian expatriate managers who have worked in non-government organizations (NGOs) in Indonesia is presented. The research focuses on interpreting the lived experience of expatriate managers using their own words and meanings. Written descriptions from research participants were obtained via email and analysed/synthesized using Giorgi's descriptive phenomenological method (Giorgi 1975; 1985; Giorgi & Giorgi 2003). The central finding of the study is that expatriates experience paradoxical ways of being including feelings of: understanding/not understanding, discomfort/comfort, powerfulness/powerlessness, belonging/not belonging, being open to the new culture/yet holding on to own culture, freedom/restriction, being supported/not supported, and being unchanged/changed when immersed, living and working in another culture. The new knowledge and understanding obtained from this research may result in alterations to present human resource management practices and strategies utilized in facilitating and supporting expatriate assignments. These changes will enhance the experience for expatriate managers and organizations alike.
20
Melin, Rebecka, and Rutholm Emma. "Swedish management in a cross-cultural perspective : A qualitative study of how Swedish managers adapt their management to foreign cultures." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-45312.
Abstract:
The purpose of this thesis is to analyze and study how Swedish managers manage cross-cultural differences and how their management style is adapted to foreign cultures. This thesis could contribute to getting a deeper understanding of how Swedish management is adapted to foreign cultures. The empirical material in this study has been collected through qualitative interviews with four different Swedish managers with experience of managing abroad. The theoretical framework is based on the concepts cultural dimensions, management and cross-cultural adaptation which also are the three concepts in our conceptual framework. The conceptual framework is present in the interview template, the empirical chapter and the analysis to provide the thesis with a clear line of argument. The empirical chapter describes how the Swedish managers have dealt with the challenges of working in a foreign culture and how they have adapted their management to another culture.In the analysis the empirical material is analyzed with the help of the theoretical framework. In the analysis the effect of cultural dimensions is discussed in relations to Swedish management and which challenges a Swedish manager encounter when managing abroad. The conclusion indicates that Swedish managers seem to adapt their management style to the extent that they have to be more clear and strict in their management and they have to make a lot more decisions. It seems to be a linkage between to what extent Swedish mangers have to adapt their management style to the local culture and what kind of management position they have.
21
Högberg, Felicia. "Managers’ perspectives on the gendered organizational culture in a Social Welfare Office." Thesis, Högskolan i Gävle, Avdelningen för socialt arbete och psykologi, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-20913.
22
Russell, Roger Chesley. "Expatriate managers' immersion in another culture : a phenomenological study of lived experiences /." Full text available, 2006. http://adt.curtin.edu.au/theses/available/adt-WCU20070205.153552.
23
Pavone, Mario <1993>. "Il ruolo dell'international manager nel contesto della cross-culture." Master's Degree Thesis, Università Ca' Foscari Venezia, 2017. http://hdl.handle.net/10579/10651.
Abstract:
La seguente tesi analizza e descrive, tramite la traduzione di tre articoli in lingua cinese ,il ruolo dell’international manager nel nuovo contesto culturale della globalizzazione e della cross-culture. Il primo articolo “跨文化与“和文化”： 中国企业海外项目管理新探” tratto dal “JOURNAL OF GUANGXI UNIVERSITY FOR NATIONALITIES” descrive la cross-culture, le sfide che ne derivano e il concetto cinese di “cultura dell’armonia”. Il secondo articolo “论职业经理人的基本素质及忠诚感的培养” ( Department of Business Administration, Hunan Business School), tratta approfonditamente la figura del manager. Le caratteristiche e le qualità che bisogna possedere dalla prospettiva dei proprietari delle imprese. Il terzo articolo “如何修炼职业经理人的 跨文化管理能力” (XiangTan University, Vocational and Technical College), entra nello specifico. Si tratta il ruolo del manager nella realtà interculturale, si analizzano cross-management capabilities e come acquisirle.
24
Jooste, David Christiaan. "Motivation of managers to engage multi-culturally." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/30761.
Abstract:
Background and Aim
Cultural Intelligence (CQ) is becoming one of the essential competencies for the modern manager who regularly functions in a multi-cultural environment. CQ in essence refers us to the concept of developing those skills, be it through self-development, knowledge gathering or experience, which allows managers to effectively develop strategies to deal with new environments and multi-cultural settings as well as work groups (Earley & Ng, 2006). The concept of CQ can also be divided into 4 specific dimensions identified by Earley and Ang (2003) as a Meta-Cognitive dimension, a Cognitive dimension, a Motivational dimension and a Behavioural dimension. Specifically when one looks at motivational cultural intelligence one can define it as the extent of an individual’s interest and drive to adapt to new cultural situations (Templer, Tay & Chandrasekar, 2006). This study aims to investigate the concept of motivational cultural intelligence in relation to managerial motivation to engage in multi-cultural situations, and specifically focuses on the South African manager.
Method
A cross-sectional survey research design was used in this study. The Managerial Cultural Intelligence measure developed (Du Plessis, O’Neil & Vermeulen, 2007) was administered amongst a purposive convenience sample of managers in various industries (N = 550).
Results
There was no statistically significant result between motivation and managerial engagement, however it was found that the middle management and supervisory level had: The highest overall level of motivation in terms of engaging in multi-cultural activities. The highest level of motivation to change their view points when gaining new information about other cultures. There was, however, not a very high level of motivation to plan in advance for multi-cultural engagements.
Those on a senior managerial level on the other hand showed: The highest level of motivation in terms of learning more about people from other cultures. The highest level of motivation to learn more about how to deal with people from other cultures. The lowest level of motivation to change their views of other cultures when gaining new information about other cultures. They also showed the lowest level of motivation in terms of preparing in advance for multi-cultural engagements.
Based on an ANOVA analysis of the data it was found that: There was no statistically significant result between the overall motivational levels of the managers and their willingness to engage in multi-cultural environment. There was, however, a statistically significant result in terms of managerial motivation to learn more about other cultures in their work groups.
Practical Relevance
It was clear from the literature review that there is little information available about managerial CQ and motivation to engage in multi-cultural settings, such as those within the South African environment. It was therefore deemed important to investigate this construct and especially the dimension of motivation in order to better understand the role it plays in the South African managerial environment. With a better understanding of how it impacts South African managers, future researchers can look at identifying the other drivers of multi-cultural engagement, as well as developing training and development programs that will be better suited to the South African manager in terms of developing CQ. Lastly this was also seen as an important study in order to advance and fill the gap in South African literature within this specific field.Dissertation (MCom)--University of Pretoria, 2012.
Human Resource Management
MCom
Unrestricted
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Holtzhausen, Natasja. "Die rol van die openbare bestuurder in die ontwikkeling van 'n organisasiekultuur : 'n normatiewe beskouing (Afrikaans)." Diss., University of Pretoria, 2000. http://hdl.handle.net/2263/26956.
Abstract:
AFRIKAANS: Die Suid-Afrikaanse owerheid het 'n verantwoordelikheid in die lewering van dienste ter bevrediging van bepaalde behoeftes van die samelewing. Openbare bestuurders in die Suid-Afrikaanse staatsdiens behoort oor besondere vermoëns en kwaliteite te beskik om die staatsdiens doeltreffend in 'n vinnig veranderde omgewing te bestuur ten einde gemeenskapsbehoeftes te bevredig. Dit is die verantwoordelikheid van elke open bare bestuurder om die toegekende organisasie-eenhede doeltreffend te bestuur. Die openbare bestuurder kan nie na willekeur die administratiewe en openbare bestuursaktiwiteite uitoefen nie. Die normatiewe rigsnoere van eerbiediging van die oppergesag, openbare aanspreeklikheid en verantwoordelikheid, openbare doeltreffendheid, die toepassing van die administratiefreg, eerbiediging van samelewingswaardes, hoe etiese norme en standaarde, asook sosiale gelykstelling en geregtigheid moet deurentyd deur die openbare bestuurder gehandhaaf word. Die doel met hierdie verhandeling is om die rol van die openbare bestuurder in die ontwikkeling van 'n organisasiekultuur te bepaal. Die woorde "organisasie", "organisasie-ontwikkeling" en "organisasiekultuur" het 'n direkte invloed op die verhandeling en daarom is genoemde woorde duidelik omskryf en betekenisse daaraan gekoppel. Die openbare sektor is dinamies en die departemente word aan voortdurende veranderinge blootgestel wat tot herorganisering lei wat weer 'n invloed op die organisasiekultuur uitoefen. Organisasies kan nie op dieselfde wyse hervorm word nie en daarom verskil kulture van organisasie tot organisasie. In die organisasie vorm daar soms subgroepe wat oor sterk subkulture beskik en openbare bestuurders behoort hierdie subgroepe tot voordeel van die organisasie aan te wend deur byvoorbeeld gesonde kompetisie tussen die onderskeie subgroepe aan te moedig. Daar bestaan geen “beste” tegniek vir die bestuur van kultuurverandering nie. Elke openbare bestuurder behoort dus die tegniek te kies of tegnieke te kombineer wat die beste by sy of haar spesifieke omstandighede sal inpas. Openbare bestuurders behoort 'n positiewe ingesteldheid rakende die organisasiekultuur aan die res van die organisasielede oor te dra. Die openbare bestuurder in die Suid-Afrikaanse konteks funksioneer in 'n milieu wat verskeie eise stel. Omgewingsfaktore in die staatsdiens bly nooit konstant nie en veranderinge, in byvoorbeeld, die politieke, sosiale, ekonomiese en tegnologiese omgewing het teweeg gebring dat die kultuur van die organisasie beïnvloed word en moet op so 'n wyse bestuur word dat dit tot voordeel van die organisasie en die samelewing is. Die veranderde omgewing waarbinne die openbare bestuurder optree, vereis die bestuur van die organisasiekultuur. Openbare bestuurders behoort 'n bewuswording in die organisasie rakende die organisasiekultuur te skep en tot die besef kom dat die organisatoriese, kulturele en strategiese veranderingsprosesse bestuur moet word ten einde gestelde doelwitte te bereik. ENGLISH: The South African government has a responsibility in the rendering of essential services to satisfy certain needs of the community. Public managers employed by the South African civil service ought to possess specific abilities and qualities to manage the civil service effectively in a rapidly changing environment. It is the responsibility of each public manager to manage the allocated organizational unit under his authority. Public managers may not conduct the administrative and public management activities in a random way. The normative guidelines of honouring the political supremacy, public accountability and responsibility, application of the administrative law, honouring community values, upholding high ethical norms, as well as social equality and justice should continuously be maintained by the public manager. The objective of this paper is to determine the role of the public manager in developing an organizational culture. The meaning of the word “organization”, “organizational development” and “organizational culture” has a direct influence on the objective of this paper and therefore these words have been clearly defined and explained. The civil service is dynamic and the departments are subjedt to change. This leads to re-organization, which in turn will influence the organizational culture. Organizations can not be reformed in a similar manner, and therefore, cultures vary among different organizations. Groups with strong subcultures may develop within the existing organizational culture and the public manager should utilize these subcultures to the advantage of the organization by establishing, for example, healthy competition among these groups. A “best” technique to manage an organizational culture does not exist, and each public manager should select a technique or combination of techniques appropriate to the specific situation. Public managers should convey a positive attitude towards the organizational culture and towards his/her subordinates. The public manager in the South African civil service functions in a milieu that holds many challenges. Environmental factors in the civil service constantly change, and changes in the political, social, economic and technological environments influence the organizational culture and has to be managed in such a way that it is advantageous to the organization and society. The changing environment, in which the South African Public Service operates, demands the management of an organizational culture. Public managers should develop a cultural awareness and realize that organizational, cultural and strategic change processes should be managed in order to reach the set objectives.Dissertation (MA (Public Administration))--University of Pretoria, 2006.
School of Public Management and Administration (SPMA)
Unrestricted
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au, H. Chang@curtin edu, and Hyun Chang. "Cross-Cultural Adjustment of Expatriate Managers: A Comparative Study of Australian Managers Working in Korea and Korean Managers Working in Australia." Murdoch University, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20080908.105229.
Abstract:
International assignments are increasingly important in the global business world but many assignments end up in failure causing heavy losses on many expatriates and their organizations. This study employees a multi-dimensional approach, as suggested by much of the literature on international assignments of Australian expatriates in Korea and Korean expatriates in Australia.
Hierarchical regression indicated that their expatriate success in performance can be accurately predicted by Family Adaptation how well the family adapted to the overseas location, Nationality where Korean respondents reported a much higher level of family adaptation with the move compared to Australian managers, and Age that older managers were more likely to report success with an overseas posting. Family adaptation with overseas work assignments, was determined by the level of Spouse Agreement and Nationality.
Overall, Korean expatriates rated their own performance and level of adaptation much higher than those of Australians in all measurement categories. The Korean group may have outperformed the Australian expatriate group in adjustment and performance, possibly due to their strength in language skills, educational level, religious and socialization commitments, situation-orientation, but most importantly, due to the stability in family and spouse relationships. The outcome suggests that organizations should address the issues related to spouse adjustment in order to ensure successful expatriate operations, from the stage of accepting assignments to the repatriation stage. There is some evidence at least in this research to suggest that these findings need to be replicated with larger samples and considered in future management policy.
27
Chang, Hyun. "Cross-cultural adjustment of expatriate managers: a comparative study of Australian managers working in Korea and Korean managers working in Australia." Thesis, Chang, Hyun (2008) Cross-cultural adjustment of expatriate managers: a comparative study of Australian managers working in Korea and Korean managers working in Australia. Professional Doctorate thesis, Murdoch University, 2008. https://researchrepository.murdoch.edu.au/id/eprint/649/.
Abstract:
International assignments are increasingly important in the global business world but many assignments end up in failure causing heavy losses on many expatriates and their organizations. This study employees a multi-dimensional approach, as suggested by much of the literature on international assignments of Australian expatriates in Korea and Korean expatriates in Australia.
Hierarchical regression indicated that their expatriate success in performance can be accurately predicted by 'Family Adaptation' how well the family adapted to the overseas location, 'Nationality' where Korean respondents reported a much higher level of family adaptation with the move compared to Australian managers, and 'Age' that older managers were more likely to report success with an overseas posting. 'Family adaptation' with overseas work assignments, was determined by the level of 'Spouse Agreement' and 'Nationality.'
Overall, Korean expatriates rated their own performance and level of adaptation much higher than those of Australians in all measurement categories. The Korean group may have outperformed the Australian expatriate group in adjustment and performance, possibly due to their strength in language skills, educational level, religious and socialization commitments, situation-orientation, but most importantly, due to the stability in family and spouse relationships. The outcome suggests that organizations should address the issues related to spouse adjustment in order to ensure successful expatriate operations, from the stage of accepting assignments to the repatriation stage. There is some evidence at least in this research to suggest that these findings need to be replicated with larger samples and considered in future management policy.
28
Chang, Hyun. "Cross-cultural adjustment of expatriate managers : a comparative study of Australian managers working in Korea and Korean managers working in Australia /." Access via Murdoch University Digital Theses Project, 2008. http://wwwlib.murdoch.edu.au/adt/browse/view/adt-MU20080908.105229.
29
Abdelhady, Mona. "A multiple case study of the organisational acculturation of host country national managers in foreign subsidiaries : the case of Egypt." Thesis, Loughborough University, 2014. https://dspace.lboro.ac.uk/2134/14388.
Abstract:
The present study investigates the phenomenon of organisational acculturation of Egyptian Host Country National middle managers working in three foreign subsidiaries of US, UK, and Swedish MNCs. Host Country National staff (HCNs) are those who work in foreign subsidiaries established in their own countries. HCNs are exposed to the organisational culture of the MNC which is affected by the national culture of the parent company. Accordingly, the concept of cultural adaptation, or organisational acculturation, has been stressed as an essential process for MNCs to deal with problems arising from cultural differences and achieve cross-cultural effectiveness. The topic of the present study is an understudied topic and only few studies addressed the acculturation of HCNs, most of which within the context of Asian-only cultures. The study used a multiple case design and the data were collected using a mixed methods design in which both quantitative and qualitative methods were used. The study was conducted in two phases; the first phase was to compare the work values of the Egyptian middle managers and their UK, US, and Swedish expatriates using a questionnaire on work values, in order to find similarities or differences in work values between the Egyptian managers and their expatriates. To measure the work values of the host national culture, the study used a comparison group of Egyptian middle managers in three local Egyptian firms. In the second phase, in-depth interviews and observation were conducted with a number of Egyptian middle managers who were found to have work values significantly similar to or different from their expatriates work values in the three subsidiaries. This phase was conducted in order to further examine the acculturation phenomenon, and to understand the influence of the Egyptian national culture and the type of control mechanisms used by MNCs on the acculturation process. The results showed that some acculturation effects might have occurred in some work values of Egyptian managers, while other work values might have not been influenced due to the strong effect of the Egyptian national culture. Also, the study found that Egyptians needed both formal bureaucratic and informal cultural mechanisms of control, though with more stress on the formal bureaucratic ones.
30
Worren, Nicolay A. M. "Organizational characteristics and personnel managers' job applicant preferences." Thesis, McGill University, 1994. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=68148.
Abstract:
Personnel managers in different firms, industries and countries do not hold the same preferences for job applicant attributes. This research was aimed at understanding the cause of some of these differences. Survey questionnaires were sent to personnel managers in Norway (N = 195) and Quebec (N = 172). The personnel managers were asked to rate: (1) aspects related to their firms' organizational characteristics (business environment, strategy, and structure), and (2) the importance of different personality traits for applicants to managerial and professional positions. Consistent with earlier research (Rynes & Gerhart, 1990) the results indicate that preferences for different applicant attributes represent shared perceptions due to common organizational membership. These preferences are to some degree related to company strategy, organizational structure and national culture. In general, it was found that personnel managers currently seek candidates who can adapt to change and generate new ideas. The results are discussed in light of theories from industrial/organizational and cross-cultural psychology, and suggestions for further research are offered.
31
Romaine, Janet. "The influence of organizational culture and gender salience on managers' decision-making styles." Thesis, National Library of Canada = Bibliothèque nationale du Canada, 1999. http://www.collectionscanada.ca/obj/s4/f2/dsk1/tape7/PQDD_0035/NQ66233.pdf.
32
Laitinen, N. (Niilo). "Innovation supportive culture in it-organizations:a comparison of perceptions between managers and employees." Master's thesis, University of Oulu, 2016. http://urn.fi/URN:NBN:fi:oulu-201603251355.
Abstract:
The organizational ability to innovate and support employee creativity have been touted to be crucial aspects for organizations in order to ensure their continuity and increased competitiveness. In the literature, organizational culture has been identified as a possible solution for supporting organizations’ ability to innovate. Despite the merits of innovation supportive culture, organizational culture has been recognized as an ambiguous concept, which often leaves organizational managers mystified on how culture should be changed in order to gain the expected benefits. Therefore, even if the management’s endeavor is to increase innovation and creativity through culture, the actual embedded culture may not meet this goal. This thesis has contributed to the discussion of innovation supportive culture by identifying aspects of organizational culture and climate, which have been argued in the literature to support organizational innovation and creativity. Based on the identified aspects, a culture perception framework was devised in order to examine the perceptions of the managers and employees regarding innovation supportive culture in their organizations.
Five IT-organizations were asked to participate in the study from which three organizations, Elbit, Solita and Sysart, responded and agreed to participate. Total 8 interviews were conducted for this thesis, which included interviews with a manager from each of the organizations, and interviews with 2 employees per organization except for Elbit where only 1 employee could be interviewed. The data gathering was conducted utilizing semi-structured interview in order to define the scope of the interviews to match with the devised Culture perception framework. The interviews focused on the innovation supportive aspects presented in the Culture perception framework and strived to identify the perceptions of managers and employees regarding innovation supportive culture in their organizations. The conducted research revealed that the perceptions of culture between managers and employees were mostly congruent in all of the case organizations. Higher levels of incongruence was identified in all of the organizations in the aspect of reward emphasis, on which the interviewees’ perceptions were partly contradictory. Based on the results, further research is suggested to identify the reasons behind incongruent perceptions regarding reward emphasis.
33
Allen, Audrey Jean. "Emotional Intelligence as Mediator Between Culture and Transformational Leadership in Jamaican Female Managers." ScholarWorks, 2020. https://scholarworks.waldenu.edu/dissertations/7908.
Abstract:
While women continue to make progress in terms of graduate level education, discrepancies remain between women and men when it comes to opportunities for professional growth and development into executive leadership positions and playing a role in the boardroom. Guided by the theories of emotional intelligence (EI), transformational leadership (TL), and Hofstede's cultural values, the purpose of this quantitative mediation analysis was to determine the mediating effect of EI on the relationship between cultural values and TL in Jamaican female managers. Data were collected from 38 Jamaican female managers who were working with varied public and private sector entities located in urban and rural areas. Participants completed the Mayer-Salovey-Caruso Emotional Intelligence Test, Multifactor Leadership Questionnaire, and Cultural Values Scale via SurveyMonkey. No statistically significant mediated effects were found. Cultural values uncertainty subscale scores had statistically significant direct effects on TL. Through exploratory regressions, it was determined that experiential EI was positively predicted by the cultural values subscale scores of uncertainty avoidance, collectivism, and masculinity, and negatively predicted by age; strategic EI was negatively predicted by power distance and positively predicted by masculinity scores, and masculine cultural orientation was positively predicted by number of years as a supervisor, long term cultural value orientation, and power distance cultural value. The results could influence the development and implementation of suitable training interventions that may impact positively on the leadership skills of Jamaican female managers and ultimately realizing social change through family life.
34
Cui, Charles Chi. "Managerial relationships and Sino-British joint ventures : a cross-cultural analysis of key issues in working relationships." Thesis, De Montfort University, 1997. http://hdl.handle.net/2086/4311.
35
Alnoaimi, Abdulla. "The relationship between culture, manager's leadership styles, and employees' motivation level in a Bahraini service organisation environment." Thesis, University of Plymouth, 2018. http://hdl.handle.net/10026.1/13082.
Abstract:
The study explored the interrelation between leadership styles, employee motivation, and culture among Bahraini employees and managers in Victory Training Development Institute (VTDI) - a vocational training organization located in the Kingdom of Bahrain. Using a pragmatic case study design, the study employed a mixed method approach to address the research problem. The theoretical framework, which was developed through the guidance of leadership, motivation, and culture theories, posited that cultural constructs may affect the manager's adoption of leadership approaches, as well as the employees' work values. Because Arab culture is characterized by respect for authority, strict enforcement of rules, and tribalistic values and belief, it was expected to affect leadership negatively, as most managers would prefer a traditional passive approach over modern ones. On the contrary, the results of the study revealed that most Bahraini employees apply a combination of transactional and transformational elements in their leadership style, while only few maintains a traditional passive style. Results also showed that Bahraini employees value intrinsic factors more than extrinsic ones. The results also confirmed that a combination of transactional and transformational leadership elements were more effective in motivating employees than a traditional passive laissez-faire approach. Additional findings suggest that cultural factors affect both the manager's leadership style and the employee's perception of leadership effectiveness. A new theoretical framework based on the conceptual framework and the results was presented to explain in details the discovered phenomenon as well as the research's contribution to knowledge.
36
Yin, Tianran. "Leadership development for Chinese managers in cross culture learning context : an empirical action research in China." Thesis, Rennes 1, 2014. http://www.theses.fr/2014REN1G040.
Abstract:
Depuis la réforme économique de la Chine en 1979, des milliers de dirigeants chinois ont travaillé au sein de multinationales, ils ont été inspirés par une solide expérience managériale et une vision globale. Du fait des différences culturelles entre la Chine et l’Occident, la maîtrise du leadership pour les patrons chinois dans un contexte professionnel de plus en plus interculturel et mondialisé, s’impose plus que jamais. Notre recherche empirique nous a conduite à analyser des données issues de l’observation, d’interviews en profondeur, ainsi que d’une expérimentation in situ, en immersion professionnelle, afin de répondre aux questions suivantes : Que signifie aux yeux de dirigeants chinois, la notion de «leadership global» ? A quelles difficultés, quels défis les dirigeants chinois sont-ils confrontés pour développer leurs capacités de leadership interculturel? Comment différents facteurs culturels influencent-ils le développement du leadership interculturel des dirigeants chinois ? Notre recherche nous a permis de comprendre comment le leadership interculturel peut être développé selon un modèle basé sur un cadre théorique interdisciplinaire. Nous avons pu proposer un prototype de développement du leadership en milieu interculturel qui doit permettre d’identifier le dirigeant doté d’un haut potentiel en matière de leadership interculturel et contribuer à optimiser ses talents en ce domaineThousands of Chinese managers have been working in multinational firms since the economic reform of China in 1979; they all have been inspired by its sound management experience and global vision. In view of the distinct culture between China and Western countries, leadership development for Chinese managers in cross cultural working environment becomes very important.As the first action empirical research on this topic we analyzed data from observation, in-depth interviews and quasi-experimentation to answer the questions: “What is global leadership for Chinese manager?” “What are the difficulties and challenges for Chinese managers to develop their cross cultural leadership?” “How various cultural factors influence Chinese leaders’ cross-culture leadership development?” Research finding had figured out the mechanism of how leadership can be developed with a cross culture leadership development model based on interdisciplinary theoretical framework, a cross culture leadership development prototype have been proposed to identify high potential cultural intelligent leaders and help to develop them efficiently
37
Arttachariya, Patricia. "Women managers in Thailand : cultural, organizational and domestic issues." Thesis, University of Warwick, 1997. http://wrap.warwick.ac.uk/50541/.
Abstract:
The main objective of this exploratory study was to add to the almost non-existent Thai literature on women in management. Three key themes were pursued throughout the study, i. e., the representation of Thai women in management, their work versus family responsibilities, and the barriers they encounter in ascending the managerial hierarchy. The study was conducted in three distinct phases. First, a survey questionnaire was distributed to 536 male and female middle-level managers across diverse organizations in Bangkok. Second, semi-structured interviews were conducted with 67 women managers. It was likely that those in public sector organizations differed in their background and work experiences from their counterparts in private firms, hence data was collected from women managers in the two sectors and comparisons made. Lastly, structured interviews were held with 25 Human Resource/Line managers from a crosssection of firms in which the women managers worked. The study found that the women who have succeeded in these organizations are the ones who have very similar backgrounds and attitudes to the men. They work the same long hours, and have the same interest in furthering their careers as men. Therefore we cannot explain women's career barriers in terms of individual characteristics, such as their motivation or commitment to work. The results suggest that organizational structures and processes are central to an understanding of the ways Thai women are marginalized and excluded from managerial positions. For instance, women were clustered in relatively few occupations, received less in terms of earnings and training, had smaller spans of management, and less authority for final decisions than men. During interviews, women managers mentioned that the negative attitudes of male managers and gender biases in organizational practices, were barriers they had frequently encountered. The data also revealed that the contradictory and ambiguous values that underlie women's role as wife-mother at home and manager at work, necessitated a constant struggle for balance and remarkable personal sacrifices on the part of Thai women managers. By way of conclusion this dissertation submits that there is not a single cause that constrains women's advancement but rather a pattern of cultural, social and legal factors that characterizes the general situation of women managers in Thailand. Theoretical and practical implications of these findings for women in management are discussed and future directions for research in this area are suggested.
38
Rutherford, Sarah Jane. "Organisational cultures, patriarchal closure and women managers : in what ways do organisational cultures act as a means of patriarchal closure to exclude and/or marginalise women managers?" Thesis, University of Bristol, 1999. http://hdl.handle.net/1983/91282085-b658-4d98-96e4-d6b9b81e72a2.
Abstract:
This research investigates the gendered aspects of organisational culture. Empirical studies of two organisations, both with distinctive divisional cultures were undertaken. Employing and extending the Weberian concept of social closure, I ask whether, and to what extent, different organisational cultures act as means of social closure to exclude and/or marginalise women managers. I design a research typology for studying gender and culture, consisting of gender awareness, management style, time management, public/private divide, informal socialising, and sexuality. I draw on several different theories of power to explain hierarchical gender relations in organisations. I found that a Weberian concept of legal rational authority is still relevant to organisational life, particularly leadership. The concept of discourse, as meaning what may be said at any one time, proved useful, particularly in illuminating the public/private divide. I argue that a concept of patriarchy is still vital for a feminist analysis of organisations and Gramsci's concept of hegemony helps explain why women are seemingly complicit in their own oppression. The research highlights the importance of an adequate definition of orgnisational culture in order to identify its exclusionary characteristics. Different constituents of culture may act to exclude women in different ways and in different areas, even where a strong equal opportunities policy exists. Key findings include the prevalence of sexual harassment even at senior levels and in'feminised' areas of work; the positive impact of a nonheterosexual culture on gender relations, and the importance of business demands on management style. At senior levels, long hours, informal socialising, management style, and the acceptance of a public/private divide act in combination or separately to marginalise and exclude women. Whilst women managers fare better in an equal opportunities organisation, men's resistance to women in organisations becomes more subtle as overt discrimination is outlawed.
39
Månsson, Ulf. "Stress : The Middle Managers everday life." Thesis, Jönköping University, JIBS, Business Administration, 2005. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-89.
Abstract:
Flera undersökningar åskådliggör att organisationsstruktur spelar en avgörande roll och påverkar anställdas attityder och arbetsresultat. Organisationskultur beskriver hur medlemmarna upplever organisationens karaktär och har en starkt motiverande effekt hos organisationens medarbetare. De humana organisationerna är de effektivaste och undersökningar styrker argumentet att ledare påverkar sina anställdas arbetstillfredsställelse och arbetsresultat. Med anledning av detta är det förhållandevis logiskt att de framgångsrikaste ledarna medvetet skapar en stark organisationskultur på sin arbetsplats.
Arbetstillfredsställelse har likheter med organisationskultur, men organisationskultur är beskrivande medan arbetsillfredsställelse är utvärderande. Vidare finns det samband mellan motivation och arbetstillfredsställelse. Arbetstillfredsställelse är ett resultat av det förflutna medan motivation är en förväntning avseende framtida händelser. Stress är en individuell process och faktumet att stressfaktorerna är additiva, medför att organisationerna måste ta hänsyn till den totala mängden stress som den anställde utsätts för. Vidare påvisar undersökningar att stressade ledare skapar stressade organisationer och anställda.
Syftet med studien är att beskriva hur mellanchefer vid Kriminalvården i Tidaholm upplever förväntningar från organisationen och organisationens anställda, samt hur detta på-verkar mellanchefernas individuella situation ur ett stress perspektiv.
Syftet uppfylls genom att applicera en kvalitativ ansats i vilken data insamlades genom personliga intervjuer. Målgruppen för undersökningen utgjordes nio mellanchefer (kriminalvårdsinspektörer), vilka hade samma chefer men olika arbetsuppgifter. Resultaten från studien visar att arbetsbelastning och tidsbrist är källor till stress. Tillsammans skapade dessa faktorer en upplevd känsla av otillräcklighet. Vidare klargjordes att bristfälligt ledarskap och känslan av osäkerhet var viktiga stressfaktorer. Internernas beteende kunde också skapa stressfulla situationer. Det fanns även exempel på dåliga erfarenheter när flera orutinerade medarbetare arbetade tillsammans. Stress vilken kunde härledas från överordnade bearbetades likartat av respondenterna, medan stress från underordnade bearbetades olika. Samtliga Kriminalvårdinspektörer menade att stress påverkar ledarskapet. Deras uppfattning hur stress påverkar överordnades och eget ledarskap varierade. Mellancheferna i denna studie besvärades av arbetsuppgifter vilka skickades direkt från Kriminalvårdsstyrelsen. Denna typ av uppgifter och ansvarsfördelning var svår att påverka. Vidare föreföll det inte vara ovanligt att denna typ av arbetsuppgifter utretts vid ett tidigare tillfälle. Dessa händelser indikerar att organisationen har klassiska problem att leda kunskap, såsom att lagra, handha, fördela, och sprida kunskap. I denna studie vandrar stress i båda riktningar, från botten mot toppen, eller från toppen mot botten.
Several investigations illustrate that the organizational structure has a mayor impact on worker attitudes and performance. Organizational culture describes how members experience the organizations characteristics and has a strong motivating effect to the organiza-tions employees. The most human organizations are more efficient and research strengthens the argument that leaders affect their subordinates job satisfaction and performance. It is then logical why the most successful leaders have created strong organizational cultures.
The approach job satisfaction has similarities with organizational culture but organizational culture is descriptive, while job satisfaction is evaluative. Further is there a relationship between motivation and satisfaction, even if they not are exactly comparable, actually they are quite different. Satisfaction is namely an outcome of the past and motivation is an expectation about the future. Stress is an individual process and the fact that stressors are additive means that the organizations have to consider the total sum stress an employee is exposed to. Furthermore illustrates research that stressed leaders create stressed organizations and employees.
The purpose of this thesis is to describe how middle managers in The Prison and Probation Service in Tidaholm perceive the expectations, from the organization and the organizations employees, and how this affects the middle managers individual situation from a perspective of stress.
The purpose was fulfilled by applying a qualitative research approach where data was collected through interviews. The target group included nine Middle managers (kriminalvårdsinspektörer) who had same superior managers but different working tasks. The results of the study indicates that workload was a source of stress and time was perceived to be a limit. This together created a feeling of insufficiency. Further were unclear leadership and the feeling of uncertainty important stress factors. The prisoners’ behaviour could also create stressful situations and there were bad experiences when several inexperienced employees worked together. Stress created from superiors was handled identically, while stress from subordinates was worked on differently. The respondents agreed that stress affects leadership. The opinions differed concerning how it affected their superiors- and their own leadership. What concerned the Middle managers were the assignments that came directly from the Kriminalvårdsstyrelsen. This flow of responsibilities and tasks were hard to affect. Often were the assignments investigated earlier, which indicates that the organization has classical knowledge management problems, like to store, handle and spread knowledge. In this study walks stress in both directions, from the bottom to the top, or from the top to the bottom.
40
Mutschink, John M. "Managers' national culture and its impact on response styles in a global multinational company." Diss., Manhattan, Kan. : Kansas State University, 2007. http://hdl.handle.net/2097/426.
41
Lord, Alexander Michael. "An investigation into the role of the project manager : a comparative study of project leadership, organisation and culture in UK defence contractors and engineering constructors." Thesis, Henley Business School, 1989. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.253455.
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Haw, Nicole. "Cultural heritage management within nature conservation areas : heritage manager's guide." Pretoria : [s. n.], 2006. http://upetd.up.ac.za/thesis/available/etd-05272008-144143/.
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Simmons, Martin. "Comparing the value of different types of culture : a study focusing on the perceptions of the Derbyshire public and managers within the Derbyshire cultural sector." Thesis, University of Sheffield, 2015. http://etheses.whiterose.ac.uk/12596/.
Abstract:
Background: The PhD was funded by an Arts and Humanities Research Council Collaborative Doctoral Award and involved working with Derbyshire County Council to investigate the perceived value of culture in Derbyshire, and to explore the wider debate on the value of culture in the literature. Although often mentioned, the use of the term ‘intrinsic value’ in the literature on the value of culture is inconsistent, and further research could help clarify its most suitable meaning for culture. One current meaning proposed that is worth exploring further is that it relates to the emotions involved with culture. Instrumental value is usually considered to mean social and/or economic forms of value; these are often considered ancillary to culture, although this is itself contentious. 'Instrumentalism' refers to a focus on instrumental forms of value but also to the evaluation of culture and accountability for funding. There is much criticism of perceived excessive instrumentalism in the literature, but there is a lack of research that collects people’s views on the issues. Although still not part of mainstream thinking on the value of culture, several studies have reported results indicating that the ‘non-use value’ of culture might presently be being undervalued when assessing the total value of culture. There are several studies looking at how people perceive the value of culture, but there are no such studies that compare perceptions across several types of culture within the same study and across the same themes – an approach that would allow similarities and differences between types to be observed. There is also a scarcity of culture research that involves both a public and a manager sample. And there are no such studies that involve a manager sample taken from a diverse range of types of culture. Aim: To increase understanding of how people in Derbyshire perceive the value of culture and how these perceptions compare across different types of culture. In order to do this, the PhD focused on three main value concepts: intrinsic value, instrumental value and non-use value. Methods: A mixed methods approach was adopted, considered the most suitable to answer the research questions primarily because the complementarity of methods could give a fuller picture than one alone, the weaknesses of each method could be offset by each other, and the qualitative results could be used for illustration of the quantitative results and for instrument development (Bryman, 2012). This was coupled with a paradigm of pragmatism. The design of the research was a “partially mixed sequential dominant status design” (Leech and Onwuegbuzie (2007, p. 270)), with the qualitative side being the dominant. There were three stages of data collection: the first stage was with managers from the Derbyshire cultural sector and involved three focus groups (n=26) and a qualitative questionnaire; the second stage involved five focus groups with the Derbyshire public (n=34); the third stage involved a quantitative online questionnaire with the Derbyshire public (n=181). Because of very large differences between them, and because of sampling bias towards users, user and non-user results for the public online questionnaire were separated at the analysis stage, with the emphasis thereafter being on users. The data collection focused on five types of culture that are of significance for Derbyshire: public libraries, museums, arts festivals, stately homes and Derwent Valley Mills World Heritage Site. Results: Because of ambiguity and inconsistent use, ‘intrinsic value’ is not a suitable term to be used in relation to culture and should ideally be replaced by ‘emotional value’, with emotions considered broadly personal or collective emotions. Certain emotions were rated prominently and consistently in the public online questionnaire for participants’ emotional associations with each type of culture – enjoyment in particular, but also relaxation and inspiration; other emotions were more variable, such as excitement and pride. For the public’s perceived contribution of the types of culture towards social-instrumental value, education/learning was the most consistently highly rated. Community pride and community identity were also prominent across the five types of culture. Physical health was rated low across all types. There were some interesting differences between the public’s perceived social-instrumental value of the five types, usually highlighted by prominence in both the public online questionnaire and public focus group results: libraries rated very highly for social inclusion, for instance; libraries and arts festivals for bringing people together; stately homes for Derbyshire prestige; and libraries and museums for education/learning. Stately homes were perceived to have the highest economic value and role, libraries the lowest. There was more manager acceptance of instrumentalism than expected based on the literature review. But there were still many manager criticisms of the extent and nature of evaluation. All forms of non-use value were considered applicable for each type of culture by almost all participants, both public and manager, but there was some manager criticism of the lack of financial contribution that non-use value makes towards maintaining the existence of culture. There were more differences than similarities between the manager and public focus group results. As would be expected because it is part of their jobs, evaluation of culture was the most obvious difference, the most mentioned theme for managers but not mentioned at all for the public. Other differences were unexpected with no apparent explanation, such as the public mentioning the value of libraries and museums for education/learning far more than managers did, and mentioning far more the value of stately homes for the economy. Nonetheless, managers consider their type of culture to have non-use value, and the public online questionnaire results showed that almost all of the public agree. Conclusions: The comparative methodology proved successful in showing relative results between types of culture, as well as having the potential for each type’s results to be analysed in isolation. Important to note is that taken in isolation, each type was overall rated very positively. Several similarities across the types of culture for perceived emotional value, instrumental value and non-use value, indicate that some perceptions of value could be common to several types of culture beyond the five covered here; a similar methodology could be used to investigate this. Lack of perceived value is not always a criticism because not all types of culture will be intending to create that value; and the public did not see every value as part of the role of every type, for example libraries and the economy. Collaboration with Derbyshire County Council enhanced the research process and arguably the quality of the findings. There were several benefits for the Council, such as showing how public perceptions of the value of culture compare to the Council’s and other stakeholders’ intended impact on the public, and indicating why the public might use/visit one type of culture rather than another. The results are a starting point for further research in several areas, such as on the link between culture, emotions and wellbeing, and on Derbyshire arts festivals and social capital.
44
Bernin, Peggy. "Managers' working conditions : stress and health /." Stockholm : [Karolinska institutets bibl.], 2002. http://diss.kib.ki.se/2002/91-7349-203-5.
45
Al-Zubaidi, Lamya Abdul-Jabbar. "The impact of culture in constructing organizational behaviour : factors affecting middle managers behaviour toward top managers; a case of a developing country (Iraq)." Thesis, University of London, 1985. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.243233.
46
Wang, Gongping. "Organisational and cross-cultural challenges facing expatriate hotel managers in China." Thesis, Cape Peninsula University of Technology, 2009. http://hdl.handle.net/20.500.11838/981.
Abstract:
Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2009Within China's the hotel industry, they are known as expatriate managers and. on behalf of parent multinational hotel corporations, provide an element of control and co-ordination within local operating units. On average, organisations spend over two and a half times more money to send an employee on an expatriate assignment than they would if they hired employees locally. Expatriate managers have been faced with new and complex organisational cultures and work practices. In order to avoid expensive failure costs and to manage suci:essfuJly, an exploration of the issues that face international hotel managers in China. is both timely and relevant A qualitative case study approach was used for this thesis, while secondaIy dala was obtained from private, as well as public sources. Primary data was collected via questionnaires from hotel managers comprising both locals and expatriates. whilSt specific questions were exclusively posed to expatriate managers. Through collection and analysis of infonnation and data, and a thorough understanding of the research problem, this study provides a useful reference for expatriate hotel managers who are confronled with the issues of managing Chinese employees, as well as basic Chinese cultural, ethical and business valUes. Primarily this research examines challenges, which mostly arise from cross-cuIturaI differences between Westem and Chinese values, as well as a range of diverse organisational cultures and management styles within China's hotel industry. South Africa has become China's the biggest trading partner within Africa, while an increasing number of South African companies invest in China. The research is paramount to any foreign organisation that wants to conduct business in China.
47
Banai, Moshe. "Cultural adaptation of expatriate managers in foreign banks in London." Thesis, London Business School (University of London), 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.309377.
48
Carbone, Fabio. "Cultural heritage quality management: analysis of archaeological heritage managers' perception." Doctoral thesis, Universidade de Aveiro, 2015. http://hdl.handle.net/10773/16439.
Abstract:
Doutoramento em TurismoWith this work we propose to analyze the perception of the concept of quality by managers of museums and archaeological sites. To this end, we chose to analyze some heritage areas open to the public and certified by HERITY - World Organisation for the Certification of Quality Management of Cultural Heritage, the only international certification of this kind which has been officially recognized by UNESCO and the World Tourism Organization. The application of the principles of quality and Total Quality Management to cultural heritage management is part of the efforts towards a continuous improvement of the cultural tourism offer and - in our opinion – towards an increasing capacity to promote intercultural dialogue between local population and visitors. In this context, we have therefore investigated the perception of quality within the context of cultural heritage management, and how the culture of quality can provide a greater involvement of local communities, contributing to the strengthening of authenticity and destination personality, as well as the promotion of intercultural dialogue between tourists and residents. To answer these questions, we have defined a theoretical model and subsequently carried out an empirical work at European level on the perception of quality by managers of cultural heritage sites, namely archaeological heritage. An in-depth comprehension of areas such as Archeology, Tourism and Quality Management, as well as its role within the broader context of sustainable regional development, are the basis of this work. The latter is intended, in turn, to be a vehicle of reflection within the creation of public policies on territorial management and tourism development. We thus undertook a research line which is still almost unexplored, that is, the analysis of quality principles within the cultural heritage management, their potential and the measurement of their actual impact on the territory, through an integrated approach, by considering in a specular, complex way the two main beneficiaries: residents and tourists.
Com o presente trabalho nos propomos de analisar a perceção do conceito de qualidade por parte dos gestores dos museus e sítios arqueológicos. Para tal, escolhemos analisar algumas áreas patrimoniais abertas ao publico e certificadas por HERITY - World Organisation for the Certification of Quality Management of Cultural Heritage, única certificação internacional deste género e cuja importância já foi oficialmente reconhecida pela UNESCO e pela Organização Mundial do Turismo. A aplicação dos princípios da qualidade e do Total Quality Management à gestão do património cultural se insere nos esforços para uma melhoria contínua da oferta cultural e turística e – no nosso entender – no aumento da capacidade de promover o diálogo intercultural entre população residente e visitantes. Nos questionamos portanto sobre a percepção do significado de Qualidade no âmbito da gestão do património cultural, e de que forma a cultura da qualidade pode proporcionar um maior envolvimento das comunidades locais, contribuindo assim para o reforço da autenticidade e do caracter do destino, bem como do diálogo intercultural entre turistas e residentes. Para responder a estas perguntas, procuramos definir um modelo teórico que, a seguir, confrontamos com os resultados de um trabalho empírico de âmbito europeu sobre a perceção da qualidade por parte dos gestores do património cultural, nomeadamente arqueológico. O estudo aprofundado do que é a Arqueologia, o Turismo e a Qualidade e a reflexão do papel destes três domínios no âmbito mais abrangente do desenvolvimento territorial sustentável representam a base deste trabalho, que se propõe por sua vez de ser um veículo de reflexão no âmbito da criação das políticas públicas de gestão do território e de desenvolvimento turístico. Empreendemos assim uma linha de investigação ainda pouco explorada, dedicada à analise dos princípios da qualidade no âmbito da gestão do património, às suas potencialidades e à medição dos seus efetivos impactos no território, através de uma abordagem integrada e considerando duma forma não convencional, mas sim especular e complexa os dois principais beneficiários: população residente e turistas.
49
Cederfelt, Elin, and Talita Basmaci. "No matter where you are recognition is always useful : A qualitative study about cross cultural management between Indian and Swedish female managers and their experiences in a new culture." Thesis, Södertörns högskola, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:sh:diva-32950.
Abstract:
Managers have an important role to companies’ globalization process and success. Leading organizations across national borders is a huge challenge due to different cultures requires different leadership styles. Culture is the most underrated external factor affecting the leadership. A great cultural distance between two countries, such as India and Sweden, can result in greater differences in organizational attributes. The purpose of this paper is to understand from female managers’ perspective how Indian and Swedish cultural aspects affect their leadership style towards their subordinates. To fulfill the purpose the authors have chosen to use and deductive approach in order to do a qualitative study. The authors interviewed eight Swedish female managers in India and two Indian female managers in Sweden. The theoretical framework is structured upon main themes including; leadership, cross-cultural management, culture, cross-cultural between India and Sweden and previous research. The theory chapter is followed with the empirical data and an analysis chapter where the authors analyzed the results based on the theories and previous research. In conclusion, there are common differences and challenges between Indian and Swedish managers. The managers received respect because of their title. Furthermore, the authors can conclude that Indians are more flexible with the time, while Swedes are the opposite, everything has to be planned. All the managers highlighted the importance of giving feedback to subordinates to improve the performance. Finally, preparation and collecting information about the host country's culture can never be too much.
50
Awojide, Dipo. "How middle managers draw on cultural resources to shape their behaviors during the orchestration of ambidexterity." Thesis, Loughborough University, 2015. https://dspace.lboro.ac.uk/2134/19606.
Abstract:
This study is motivated by the growing influence in organisational research on the perspective of culture as a toolkit of resources from which individuals can draw on to develop strategies of action. Research has established that ambidextrous organisations succeed both in incremental and discontinuous innovation. However, there remains a scarcity of study on how managers orchestrate ambidexterity. This thesis extends the ambidexterity research by investigating how managers orchestrate ambidextrous strategies and how these strategies are shaped by elements of the organisational culture in high technology firms. An interpretive case study approach was used to achieve the aims of the study. Focusing on two engineering projects, 55 interviews were conducted alongside documentary reviews and participant observation for 6 months at Brush Electrical Machines Ltd, UK. Analysis of the findings is conducted using thematic analysis to identify common themes and NVivo was used to draw out patterns until relationships among the emerging themes became clearer. The thesis makes important contributions to the organisational ambidexterity literature by providing useful empirically-driven insights and deconstructing the roles of middle managers in facilitating ambidexterity. The findings of the research indicate that most of the middle managers demonstrated ambidextrous behaviours. These middle level managers enabled their behaviours through diverse cultural resources selected from the organisation s cultural toolkit. Thus, important contributions are made to the literature on organisational culture, specifically on the toolkit perspectives. The thesis takes the perspective that organisational culture should be viewed as heterogeneous and not homogeneous. The study concludes by suggesting that middle management ambidextrous behaviours shaped by cultural resources may be vital for the realisation of improved or sustained competitiveness in organisations.