Academic literature on the topic 'Motivational potential of organizational culture'

Relevance. Recruitment and organizational culture can be important strategic resources for retaining the most promising employees and reducing organizational turnover. The purpose of the work is to search for predictors of the organizational culture’ attractiveness among individual factors of personnel with access to forecasting staff turnover. Methods and sampling. A comprehensive study of employees of three industrial enterprises was conducted. A total of 131 people, 105 men and 26 women, took part in the study. The package of standardized methods included: “Questionnaire for assessing subjectively important performance characteristics”, “Career anchors”, “Diagnostics of the motivational structure”, “Attractiveness of organizational culture”, “Assessment of the subjective attitude to organizational culture” . Results. The result of statistical analysis was received four factor structure of the organizational culture’ attractiveness: motivational factor, communicative interaction, stable operation and the uncertainty. The contribution of employees’ individual factors for assessing the organizational culture’ attractiveness of industrial enterprises was revealed. In order to reduce the potential employees’ turnover, it is necessary to select personnel with attitudes to the balance of personal and professional life and without a motivation for management. The organizational culture should be focused on providing conditions for sustainable functioning — working hours, wages, working conditions. These factors are crucial for making a decision to leave the organization. Conclusions. The data obtained in our study can be useful for HR managers and managers of industrial organizations. They can influence the employees’turnover by changing the organizational culture or selecting personnel with certain motivation.

SummaryThe aim of the our paper is to discuss the relationships between organizational culture, Public Service Motivation (PSM) and organizational commitment (OC). On the basis of literature review we formulated hypotheses presenting potential relationships between mentioned constructs. We propose that there is a mutual influence between PSM and organizational culture and that organizational culture moderates the influence of Public Service Motivation on organizational commitment. Due to the presence of variables on different levels of analysis, we also discuss some issues of multilevel approach.

Zakat is a worship that has two dimensions of the vertical and horizontal, which is worship as a form of obedience to God (vertical) and as a duty to fellow human (horizontal). One of the large potential of zakat is zakat income. But so far zakat income has not been well managed including aspects of collection. This study was conducted to determine the effect of the application of the principles of good corporate governance and organizational culture on the motivation to pay zakat income in Yogyakarta Special Region. The result of t test on the variable of good corporate governance has an effect on the motivation of zakat payment of income, it is shown with tcount 3,063 with significance value 0,003. While the organizational culture variable is 2,800 with significance value 0,006. This test shows that the significance value <0.025. F test results on the concurrent effects of good corporate governance and organizational culture shows F count is 6.673 with a significance value of 0.002. This test shows that the significance value <0.05. This test shows that there is a positive influence of Good Corporate Governance and organizational culture on the Motivation of Zakat Payment “. R square value of 0.126 shows that about 12.6% of zakat payment motivation is directly influenced by good corporate governance and organizational culture. Keywords: good corporate governance, organizational culture, zakat income

This paper explores the relationship between national culture and individuals’ psychological contracts. Predicted relationships were drawn from prior theory that identified cognitive and motivational mechanisms through which culture manifests its influence. The dominant forms of psychological contracts were evaluated against predictions based on the national-level cultural values of vertical and horizontal individualism and collectivism in four countries. Results of interviews with 57 participants indicated that French interviewees (vertical individualist) described their psychological contracts as primarily exploitive, Canadians (horizontal individualist) as primarily instrumental, Chinese (vertical collectivist) as primarily custodial and Norwegians (horizontal collectivist) as primarily communitarian. Exploration of the conditions under which patterns deviated from those predicted by the theory indicates potential areas for future theoretical development.

Обсуждается общая компетентность работника, соответствующая требованиям VUCA-среды. Обосновано, что требованиям этой среды больше всего соответствуют рыночный и адхократический типы организационной культуры. Наиболее значимы в этих типах культур профессиональные, управленческие и командные компетентности, сочетающиеся с мотивационным ядром VUCA-компетентности, имеющем преимущественно самоактуализационный характер. Приведены результаты эмпирического исследования представлений рядовых работников и руководителей среднего звена, которые говорят о том, что: а) мотивационный VUCA-потенциал в портрете идеального работника выражен значимо больше, чем у типичного, б) руководители видят в типичном работнике существенно более высокий VUCA-потенциал, чем рядовые работники. Намечены практические приложения, состоящие в формировании и развитии этих компетентностей в интересах работника и организации. The general competence of the employee that meets the requirements of the VUCA-environment is discussed. It is proved that the market and adhocratic types of organizational culture meet the requirements of this environment most of all. The most significant in these types of cultures are professional, managerial and team competencies, combined with the motivational core of VUCA-competence, which is mainly self-actualization. The results of the empirical study of the views of ordinary workers and middle managers who say that a) motivational VUCA-potential in the portrait of the ideal worker expressed significantly more than the typical, b) the managers see in a typical worker is substantially higher VUCA-potential than ordinary workers. Practical applications are outlined, which consist in the formation and development of these competencies in the interests of the employee and the organization.

The article deals with the level of loyalty of the personnel of construction enterprises. The comprehensive methodology. recommendations for its improvement are developed. The comprehensive methods include the following methods: assessing staff turnover, determining the degree of team cohesion, assessing the state of moral and psychological climate, determining the level of work discipline, assessing the level of motivation based on self-esteem and direct assessment of loyalty by L. Porter’s method “Organizational Loyalty Questionnaire” V. Dominyak. The base of the study was five enterprises of Zaporizhia, the main type of economic activity of which according to the NACE belongs to group 42.2 “Construction of communications”. Among the surveyed organizations were medium and small enterprises, the total number of employees of which was 487 people. The application of a comprehensive methodology for assessing the level of loyalty of construction personnel allowed to determine that the average corresponds to a satisfactory level, due to: the average level of group cohesion of labor collectives; unsatisfactory state of moral and psychological climate in small production groups; the absence of any programs at enterprises to ensure and improve labor discipline of staff; low level of motivational influence of organizational culture and the desire for self-realization of workers. Solving certain problems of the internal environment of enterprises will significantly increase the level of staff loyalty. The main directions of organizational change should be: conducting team-building activities; control and improvement of working conditions of staff; moral and material incentives for staff; analysis and forecasting of potential loyalty / disloyalty of new employees; development of a program for adaptation of new employees; development of methods of working with disloyal staff; development of a program for the development and improvement of professional competencies of staff; improvement and development of organizational culture of enterprises; formation of loyalty of the personnel of the enterprises through realization of the program of social responsibility.

Purpose This study aims to focus on examining the impact of transformational leadership on employee creativity to enhance organizational innovation through mediating effect of intrinsic motivation and the moderating effect of organizational culture on the relationship between employee creativity and organizational innovation in Indian automobile industries. Design/methodology/approach Responses were collected from engineers, managers and R&D professionals from car manufacturing and R&D units from southern India through a structured questionnaire. The data were analyzed using IBM SPSS version 20. The validity of the constructs and the theoretical model were confirmed by applying structural equation modeling approach using IBM SPSS Amos version 20. Findings Empirical findings proved that transformational leadership has a positive effect on employee creativity, as mediated by intrinsic motivation. Studies also revealed that employees tend to exhibit higher creative potential when they are exposed to a higher degree of distinct shared assumptions, values and beliefs, which governs their behavior in an organization. Research limitations/implications As research was carried out in Indian automobile manufacturing and R&D units, it cannot be generalized across the broader range of sectors and international environment. Originality/value This research is unique in its attempt to empirically test the moderating effect of organizational culture in enhancing organizational innovation in Indian automobile industry.

To provide a model of organizational performance and change, at least two lines of theorizing need to be explored-organizationalfunctioning and organizational change. The authors go beyond description and suggest causal linkages that hypothesize how performance is affected and how effective change occurs. Change is depicted in terms of both process and content, with particular emphasis on transformational as compared with transactional factors. Transformational change occurs as a response to the external environment and directly affects organizational mission and strategy, the organization 's leadership, and culture. In turn, the transactionalfactors are affected-structure, systems, management practices, and climate. These transformational and transactional factors together affect motivation, which, in turn, affects performance. In support of the model's potential validity, theory and research as well as practice are cited.

Purpose The purpose of this paper is to give evidence of effective, large-scale, and time-sustained goal setting through the use of performance indicators (PIs) in managing a fairly large and decentralized social-security organization, despite indications that the motivational effects of goal setting are hard to sustain in the long term. Design/methodology/approach The authors analyze five years of monthly organizational performance data across 30 regional offices and five activities to identify the links between PIs and productivity. Findings The authors identify correlations that demonstrate a cycle where low performance scores on indicators increase productivity in the next period, but high performance decrease it, thus renewing the cycle. Research limitations/implications While long-term gains in the productivity are not the direct product of goal setting, the close relationship between goals and productivity illustrates the motivational potential of communicable targets and close feedback that led to a culture of performance within the organization. Practical implications The case studied demonstrates how a performance management system can be designed and managed so that long-term fatigue is avoided while maintaining a dynamic workforce that adapts in the face of environment change by increasing its efforts as needed. Originality/value This paper answers a call to connect management control studies with managerial work done in practical settings.

Studien söker utreda hur anställda inom en västerländsk organisation som arbetar med forskning och utveckling i Kina kan nå sin fulla potential och göra vad som är bäst för organisationen. Detta innebär att vi måste förstå vad som hindrar de anställda från att göra vad som är bäst för organisationen samt hur de anställda bäst bör styras eller uppmuntras. Med ett kvalitativt synsätt har en fallstudie genomförts hos ett västerländskt företag som etablerat sig i Kina för att sänka sina utvecklingskostnader samt komma närmare den växande marknaden. Management control systems används som ramverk för att utforska hur de anställda påverkas av de olika sätt som de styrs i sitt arbete. Användandet av personnel controls lämpar sig väl för västerländska organisationer som arbetar med FoU i kina. Det är av yttersta vikt att anställa rätt person till rätt arbetsuppgift. För att detta ska vara möjligt är det inte tillräckligt att endast erbjuda en god miljö. Lönen måste även vara hög nog för att inte påverka de anställdas motivation negativt samt göra det möjligt att anställa rätt personer. Förutom detta måste alla arbetsteam hållas stabila under lång tid för att de anställda ska kunna prestera. Cultural controls kan också användas men kräver att organisationens strategi anpassas till de kinesiska normerna samt lägger en större vikt vid att arbetsteam hålls stabila. Goal-setting fungerar väl för att motverka styrproblemet lack of direction men FoU-anställda i Kina motiveras mest i sitt arbete genom autonomi, personligt mästerskap samt ett ”högre syfte”.
The study seeks to investigate how employees in a western organization that works with research and development in China can reach their full potential and do what is best for the organization. This means that we need to understand what prevents employees from doing what is best for the organization and how employees should best be guided or encouraged. With a qualitative approach, a case study is conducted in a western company which was established in China in order to lower their development costs and get closer to the growing market. Management control systems is used as a framework for exploring how the employees are affected by the different ways they are controlled in their work. Use of personnel controls is well suited for western organizations working with R & D in China. It is of highest importance to hire the right person for the right job. For this to be possible, it is not enough to just provide a good environment. The salary must also be high enough to not affect the employees’ motivation negatively and make it possible to hire the right people. Besides this, all teams must be kept stable for a long time in order for the employees to reach high performance. Cultural controls can also be used but requires that the organization’s strategy is adapted to the Chinese norms and puts a greater emphasis on work teams remaining stable. Goal-setting works well to counteract the steering problem lack of direction, but R & D employees in China are most motivated in their work by autonomy, personal mastery, and a “higher purpose”.

Organizational culture can be defined as a set of values and behavior that contribute to the unique social and psychological environment of an organization. It is the major contributing factor in determining the progress of an organization towards the desired objectives. The importance of organizational culture for successful Lean transformation has been emphasized prior research. Lean implementation is based on continuous improvement, the achievement of which is based on problem solving practices. For sustained continuous improvement, problem solving must be done in a repeatable and disciplined way. However, not many organizations follow a structured approach towards problem solving. Some preliminary research indicates that organizational culture appears to be an important factor that influences the nature of problem solving practices used in an organization. This research, therefore, is focused towards establishing whether a relationship exists between these two aspects, namely, organizational culture and problem solving practices in relation to an organization’s success with Lean transformation. A comprehensive survey was developed to evaluate these two aspects. The survey was then administered to employees at different organizations, designations, various sectors and geographical regions. The survey results were analyzed to evaluate if an organization’s culture influences the problem solving practices used.

Antecedents:Malgrat la importància oferta en la literatura, el concepte de congruència de valors és encara poc conegut. La literatura és ambigua i el tema és encara poc conegut. La congruència de valors es tracta a les àrees de gestió i psicologia relacionant-la amb diverses actituds cap al treball o cap als resultats empresarials. No obstant això, el procés que afecta a aquests resultats segueix sent molt polèmic. És a dir, no sabem exactament per què la congruència de valors produeix efectes en els resultats empresarials. Pregunta de recerca:Aquesta tesi intenta explicar l'efecte de la congruència de valors. És a dir, quin és la correlació o relació semicausal entre la congruència o incongruència de valors i determinades actituds laborals tals com la satisfacció laboral, compromís organitzacional, d'una banda, i de salut, tals com l'estrès laboral o la salut física, per l'altre. Enfocament teòric:Reconeixent el fet que les explicacions actuals sobre els efectes de la congruència dels valors són especulatives, fragmentades i de caràcter social, en aquesta tesi s'utilitza la teoria basada en l’autoconcepte com a teoria subjacent per comprovar empíricament el mecanisme de mediació de les variables de autoconcepte en la relació entre la congruència de valors i els resultats empresarials. S'afirma que aquest mecanisme individual és similar a l'efecte de mediació dels mecanismes socials tals com la confiança. Disseny:En aquesta tesi s'utilitza l'enfocament de tres papers relacionats. En el primer d'ells es fa una revisió de la literatura existent sobre congruència de valors i contextualitza la investigació des d'un marc global. El segon paper utilitza la teoria de l’autoconcepte per explicar els efectes de la congruència de valors en els resultats laborals relacionats amb l'actitud, tals com a salut mental (burnout) i una sèrie de resultats relacionats organitzativament com la propensió d'accidents i de les intencions de rotar. Les dades van ser recollides entre les infermeres que treballen en un gran hospital universitari a Catalunya. El tercer paper utilitza algunes de les variables derivades de la teoria de l'autoconcepte per provar empíricament la importància relativa i la configuració de mecanismes individuals i mecanismes socials com a mediadors entre la congruència de valors i una sèrie de resultats específics individuals, com la satisfacció en el treball, el compromís amb l'organització i l'esgotament. Aquest tercer estudi es va dur a terme en un hospital del nord-est de Xina. Resultats: El primer paper estableix les bases per a futurs estudis especificant les necessitats i les limitacions de treballs previs. En els dos estudis empírics, s'ha trobat que la teoria de l’autoconcepte es pot aplicar en el context de la comprensió del procés d'efectes de la congruència dels valors. En el segon paper, s'ha observat que, per a diferents tipus de valors, l'esgotament intervé de forma diferent entre els efectes de la incongruència de valors en els resultats. Quant al tercer paper, s'ha trobat que, per a diferents resultats, les variables de l’autoconcepte intervenen entre els efectes de la congruència dels valors de forma diferent, però s'ha constatat que la confiança en l'organització és un mediador social consistent. Això últim reforça el recent interès a utilitzar en major mesurada la construcció de la confiança en les investigacions sobre organitzacions. Això va resultar ser vàlid en el context xinès. Conclusions: Aquesta tesi sosté que l'estudi sobre la congruència de valors és molt important tant per als individus com per a les organitzacions. A pesar que els seus efectes directes o de mediació, això també afecta a resultats relacionats amb la salut de l'individu (és a dir, esgotament o la salut física), així com a resultats relacionats amb la salut de l'organització (el compromís, la propensió d'accidents,, la previsió de volum de negoci, i similars).
Antecedentes: A pesar de la importancia ofrecida en la literatura, el concepto de congruencia de valores es aún poco conocido. La literatura es ambigua y el tema es aún poco conocido. La congruencia de valores se trata en las áreas de gestión y psicología relacionándola con diversas actitudes hacia el trabajo o hacia los resultados empresariales. No obstante, el proceso que afecta a estos resultados sigue siendo muy polémico. Es decir, no sabemos exactamente por qué la congruencia de valores produce efectos en los resultados empresariales. Pregunta de investigación: Esta tesis intenta explicar el efecto de la congruencia de valores. Es decir, cuál es la correlación o relación semicausal entre la congruencia o incongruencia de valores y determinadas actitudes laborales tales como la satisfacción laboral, compromiso organizacional, por un lado, y de salud, tales como el estrés laboral o la salud física, por el otro. Enfoque teórico: Reconociendo el hecho de que las explicaciones actuales sobre los efectos de la congruencia de los valores son especulativas, fragmentadas y de carácter social, en esta tesis se utiliza la teoría basada en el autoconcepto como teoría subyacente para comprobar empíricamente el mecanismo de mediación de las variables de autoconcepto en la relación entre la congruencia de valores y los resultados empresariales. Se afirma que este mecanismo individual es similar a los efectos de mediación de los mecanismos sociales tales como la confianza. Diseño: En esta tesis se utiliza el enfoque de tres papers relacionados. En el primero de ellos se hace una revisión de la literatura existente sobre congruencia de valores y contextualiza la investigación desde un marco global. El segundo paper utiliza la teoría del autoconcepto para explicar los efectos de la congruencia de valores en los resultados laborales relacionados con la actitud, tales como salud mental (burnout) y una serie de resultados relacionados organizativamente como la propensión de accidentes y de las intenciones de rotar. Los datos fueron recogidos entre las enfermeras que trabajan en un gran hospital universitario en Cataluña. El tercer paper utiliza algunas de las variables derivadas de la teoría del auto-concepto para probar empíricamente la importancia relativa y la configuración de mecanismos individuales y mecanismos sociales como mediadores entre la congruencia de valores y una serie de resultados específicos individuales, como la satisfacción en el trabajo, el compromiso con la organización y el agotamiento. Este tercer estudio se llevó a cabo en un hospital del noreste de China. Resultados: El primer paper establece las bases para futuros estudios especificando las necesidades y las limitaciones de trabajos previos. En los dos estudios empíricos, se ha encontrado que la teoría del autoconcepto se puede aplicar en el contexto de la comprensión del proceso de efectos de la congruencia de los valores. En el segundo paper, se ha observado que, para diferentes tipos de valores, el agotamiento media de forma distinta entre los efectos de la incongruencia de valores en los resultados. En cuanto al tercer paper, se ha hallado que, para diferentes resultados, las variables del autoconcepto median entre los efectos de la congruencia de los valores de forma distinta, pero se ha constatado que la confianza en la organización es un mediador social consistente. Esto último refuerza el reciente interés en utilizar en mayor medida la construcción de la confianza en las investigaciones sobre organizaciones. Ello resultó ser válido en el contexto chino. Conclusión: Esta tesis sostiene que el estudio sobre la congruencia de valores es muy importante tanto para los individuos como para las organizaciones. A pesar de que sus efectos directos o de mediación, ello también afecta a resultados relacionados con la salud del individuo (es decir, agotamiento o la salud física), así como a resultados relacionados con la salud de la organización (el compromiso, la propensión de accidentes,, la previsión de volumen de negocio, y similares).
Background: Albeit the critical importance accorded in the literature to the concept of value congruence it is still poorly understood. The literature dealing with it is ambiguous and inconsistent. Value incongruence in the management and psychological disciplines, has been related to various job attitudes and other work related outcomes, but the process of which it affects the latter remains controversial. That is, we do not know exactly why value congruence (or value incongruence) is supposed to have these effects on the outcomes studied. Research question:This thesis is an attempt to understand the process of value congruence’s effect. That is to say: what are the correlational or semi causal relationships between value congruence and value incongruence on selected attitudinal outcomes such as job satisfaction, organizational commitment on one hand, and health outcomes, such as job burnout or physical health , on the other hand?. Theoretical approach:The underlying theory of “self-concept” has been used in its application to the construct of value congruence. More specifically, the mediating mechanism of self-concept variables on the relationship between value congruence and outcomes was empirically tested. Furthermore, the relative importance and the particular configuration of individualmechanism vssocial mechanism functioning simultaneously as mediatorshave been tested. . Design:This thesis uses three connected papers. The first paper is a comprehensive review of the literature on value congruence. Itintegrates value congruence research into a coherent framework.A clear agenda for research results from the conclusions reached in this first paper. The second paper inspired by the “self-concept theory”,tests the relationships between value congruence on specific outcomes such as mental health (burnout), physical health, and a host of organizationally related outcomes such as accident propensity and turnover intentions. Data was collected amongst nurses working in a large university hospital in Catalonia. The third paper also uses some variables derived from the self-concept theory to empirically test the relative importance and the particular configuration of individualmechanism and social mechanism functioning simultaneously as mediatorsbetween value congruence and a host of specific individual outcomes such as job satisfaction, organizational commitment and Burnout. This third study was carried out in a county hospital in northeast China. Method: The first paper is qualitative in nature. It synthesizes and classifies related definitions, models and measurement based on the literature. The second and the third papers are empirical studies based on cross-sectional pre validated surveys conducted in Spain and China in the health care settings. Univariate, bivariate and multivariate analyses were employed throughout different phases of the studies. Multiple regressiontechnique was employed to test the mediation effect. Results:The first study sets up the agenda for future research in specifying needs and limitations of previous research. In the two empirical papers, it has been found that self-concept theory can serve for understanding the effects of value congruence. More specifically the second paper shows that for different types of value incongruence, burnout mediatesin a differential manner the effects on the outcomes studied. Third paper, found that, for different outcomes, self-concept variables mediates the effects of value congruence differentially, but trust in the organization, a specific variable that was added in this study, was a consistent social mediator. The latter reinforces recent call to further use the construct of trust in organizational research. This was found to be valid in the Chinese context. Conclusion: The thesis argues that studying value congruence can be very important to both individuals and organizations. Regardless of its direct or mediating effects, it impacts outcomes connected with individual health (i.e. Burnout or physical health) and also outcomes connected with organizational health (commitment, accident propensity, turnover intention, and alike). The thesis also shows how important it is to identify various linkages and configurations between value congruence and outcomes while borrowing from the self-concept theory.

Thesis (M. Tech.) -- Central University of Technology, Free State, 2006
In today’s dynamic and uncertain business environment, employees are required to work together to achieve a common goal. An organisation cannot survive without a highly motivated and progressive workforce. Management need to be highly innovative and adaptive, to survive the intensity of competition and change. This study is based on the conviction that enhancing and sustaining employee motivation is a manager’s major function. In effect, management need to create and maintain a culture that fosters motivation, and determine whether employees are culturally adaptable, when two established cultures merge as one. Against this background, the focus fell on attaining optimum performance and a culture that evokes a spirit of co-operation and is conducive to motivating employees to work willingly and effectively. The Amalgamated Beverage Industry was selected for the purpose of this study. The perceptions and opinions of management and that of the lower level employees were examined to determine the impact on the work motivational levels and organiastional culture within Country Region employees. A probable influence was also given on the possible factors contributing to the maintained level of organisational culture and the high motivational levels within ABI. Attention was also focused on culture change and its possible impact on employees.

Mestrado em Gestão de Recursos Humanos
Este estudo empírico pretende responder de que forma a Cultura Nacional influencia a motivação para transferir o conhecimento adquirido em formação, condicionando o processo de desenvolvimento e inovação da organização e do seu capital humano. A dissertação tem como objetivo final compreender se a Cultura Nacional, que difere entre países, interfere com o processo de transferência a desenvolver, implicando uma adaptação consoante o país de destino. A presente dissertação está dividida em cinco capítulos. No presente capítulo, apresenta-se um breve enquadramento onde consta o tema de investigação e o objetivo que o estudo empírico pretende responder. No segundo capítulo, apresenta-se a revisão literária que serve de suporte à investigação, onde são abordados temas relacionados com o conhecimento, a formação, a transferência, a motivação e a Cultura Nacional. No terceiro capítulo, será descrita a metodologia aplicada na elaboração da dissertação e será apresentada a questão de investigação. No quarto capítulo, desenvolve-se o estudo empírico, decorrendo a análise e discussão dos resultados, seguido do quinto e último capítulo que corresponde à conclusão consequente da análise de dados, sendo igualmente apresentadas as limitações do estudo e proposta de uma pesquisa futura.
This empirical study intends to respond in what way the national culture influences the motivation to transfer the knowledge acquired in formation, conditioning the process of development and innovation of the organization and its human capital. The aim of the dissertation is to understand if the national culture, which differs between countries, interferes with the transfer process to be developed, implying an adaptation per the country of destination. The present dissertation is divided into five chapters. This chapter presents a brief framework that includes the research topic and the objective that the empirical study intends to answer. In the second chapter, we present the literary review that supports research, where topics related to knowledge, training, transference, motivation and national culture are addressed to. In the third chapter, the methodology applied in the elaboration of the dissertation will be described and the research question will be presented. The fourth chapter develops the empirical study, resulting in the analysis and discussion of the results, followed by the fifth and last chapter that corresponds to the consequent conclusion of the data analysis, being also presented the limitations of the study and proposal of a future research.
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Neurolingvistinis programavimas, kitaip NLP, yra ne tik metodologija, bet ir požiūrių sistema, padedanti siekti asmeninio meistriškumo. Sisteminė organizacija vertinama jos elementų ir ryšių bei tarpusavio priklausomybės visumos požiūriu. Šio magistro baigiamojo darbo tikslas - pagrįsti neurolingvistinio programavimo metodologijos praktinio pritaikymo įtaką efektyviai sisteminės organizacijos veiklai. Darbas padalintas į tris dalis, kurių pirmoji teoriniame lygmenyje atskleidžia neurolingvistinio programavimo ypatumus bei jų praktinį pritaikymą sisteminėse organizacijose. Antrojoje dalyje sisteminiu požiūriu įvertinami organizacijos vykdomoje veikloje taikomi neurolingvistinio programavimo ypatumai. Identifikavus problemines sritis, trečiojoje dalyje pagrindžiama neurolingvistinio programavimo metodologijos projektavimo konstruktyvi įtaka sisteminėms organizacijoms. Įvertinti atliktos apklausos rezultatai organizacijoje sisteminiu požiūriu iš dalies patvirtino suformuluotą hipotezę. Tai įrodo rasti patikimi ir sistemingi statistiniai ryšiai tarp vadovų ir jų pavaldinių orientacijos. Atsižvelgiant į gautus rezultatus, rekomenduojama neurolingvistinio programavimo metodologijos intervencija sisteminės organizacijos veikloje. Šis darbas naudingas vadovams, traktuojantiems organizacijas sisteminiu požiūriu ir norintiems sukurti tinkamas sąlygas žmogaus įgimtiems gebėjimams pasireikšti, ir darbuotojams, siekiantiems atskleisti savo potencialą.
Neurolinguistic Programming, NLP in short, is not just a methodology, but also a system of perspectives for achieving personal proficiency. Systemic organization is valued by its elements, their connections and interdependence as a whole approach. The aim of this Master thesis is to prove the influence of the practical application of Neurolinguistic Programming methodology on the effective running of a systemic organization. The work is divided into three parts, where the first part reveals the features of Neurolinguistic Programming on the theoretical level, and their practical application in systemic organizations. In the second part, the features of Neurolinguistic Programming applied in the executive operations of an organisation are evaluated through a systemic perspective. After identifying the problematic areas, the third part substantiates the constructive influence of the projecting of Neurolinguistic Programming methodology on systemic organizations. The evaluated results of the survey based on systemic approach in an organisation have in part confirmed the proposed hypothesis. It is proved by reliable and systematic statistical connections found between the orientation of the leaders and their employees. According to the acquired results, an intervention of Neurolinguictic Programming methodology is recommended in the operating of a systemic organisation. This work is useful for managers, who treats organizations through systemic approach and wish to create... [to full text]

The purpose of this study was to examine the experience of organizational culture among salespeople at a specific workplace. The purpose was also to investigate what motivates these salespeople in their work and the impact culture has on their motivation. We have used a qualitative research method to collect the empirical material. With the help of seven interviews, including six salespeople from one of Sweden’s biggest electronic retailer and also one information interview with a sales consultant, we attempted to find the answer to how they perceive the organizational culture and how it affects their work motivation.  The following questions are used to fulfill this purpose:   How do the salespeople experience the organizational culture?   What motivates the salespeople in their daily work?   What effects does the organizational culture have on the salespersons motivation?  As analytical tools we have used are the concept of organizational culture, Schein's description of the three components of culture and Herzberg Motivation-Hygiene theory.  The results of the study indicate that the salespeople experience a positive organizational culture and that this culture promotes fellowship and unity between colleagues, which in turn contributes to an enhanced motivation. Our study also shows that there are other factors contributing to the salespeople’s motivation such as conscious efforts of the organization and the factors that are built in into their daily work. A strong contest culture is also shown in the organization, the colleagues compete amongst each other to become the best salesperson.
Syftet med denna studie var att undersöka hur försäljarna inom en specifik butikskedja upplever organisationskulturen på sin arbetsplats. Syftet var även att undersöka vad som motiverar försäljarna i deras dagliga arbete samt vilken betydelse organisationskulturen har på försäljarnas motivation.  Vi har använt oss av en kvalitativ undersökningsmetod för att samla in det empiriska materialet. Vi har tagit hjälp av sju intervjupersoner varav sex försäljare i en av Sveriges största elektronikkedjor och en informant som informationskälla till försäljaryrket. Med hjälp av dessa intervjupersoner har vi försökt få svar på hur de upplever organisationskulturen och vad i denna organisationskultur som påverkar deras motivation. Följande frågeställningar används för att uppfylla detta syfte:   Hur upplever försäljarna organisationskulturen?   Vad motiverar försäljarna i deras dagliga arbete?   Vilken betydelse har organisationskulturen på försäljarnas motivation?  Som analysverktyg har vi använt oss av begreppet organisationskultur, Scheins förklaring av organisationskulturens tre olika beståndsdelar samt Herzbergs Motivation-Hygien theory.  Resultatet av undersökningen påvisar att försäljarna upplever organisationskulturen positivt och att denna organisationskultur främjar gemenskapen och samhörigheten mellan kollegorna, vilket i sin tur bidrar till en ökad motivation bland försäljarna. Vår studie visar även att det finns ytterligare faktorer som bidrar till försäljarnas motivation, såsom medvetna insatser från ledningen och faktorer som är invävda i det dagliga arbetet. Även en stark tävlingskultur påvisas i organisationen, där försäljarna tävlar sinsemellan för att bli den bästa säljaren.

The Ministry of Education of Turkey changed the national education programs in accordance with recent approaches in education as part of the educational reform that covers basic and secondary levels of schooling in 2005-2006 academic year. This educational reform that was proposed to change the formerly traditional, behaviorist, and teacher-centered programs into constructivist and student-centered programs will obviously have effects on millions of students, educators and families. Its long-term influence is expected to be seen on the whole society in coming years. The purpose of this study is to describe how school culture, values on professionalism, perceptions on the new programs, and organizational structure and leadership of schools will ease or impede with the implementation of the new national educational programs. A pure qualitative research design was used to study this problem. Multiple case study was carried out with semi-structured, face-to-face interviews as the method of data collection. The data sources for the interviews were teachers and administrators from four schools of different socio economic regions in Istanbul, one of which was a private school. Some of the official documents of the Ministry of Education were also used as supportive evidence to the data collected through the interviews.

El presente trabajo de investigación tiene por finalidad determinar la existencia de la relación de las variables cultura organizacional y desempeño laboral en el área de ventas en las universidades privadas de Lima Metropolitana en el 2020. Para ello, se ha escogido a los autores Edgar Schein, Idalberto Chiavenato, Stephen P. Robbins y Timothy Judge para definir la variable de Cultura Organizacional; por otro lado, se consideró a Martha Alles para definir la variable de Desempeño Laboral. Asimismo, se determinó trabajar en el sector educación privado porque encontramos motivos relevantes por parte de los inversionistas en que esta área se vea investigada. Para realizar esta investigación, nos contactamos con representantes de 4 universidades que se encuentran en el Ranking de Mejores Universidades al 2019, según Americaeconomia; siendo estas privadas y ubicadas en Lima Metropolitana (zona moderna). El área investigada en las 4 universidades fue el área de ventas. A esta, se le realizó una encuesta de tipo likert con 52 aseveraciones de manera online, a causa del actual estado de emergencia sanitaria en el territorio nacional. Finalmente, decidimos escoger este tema debido a que, actualmente hay escasas investigaciones nacionales que consideren las dos variables; cultura organizacional y desempeño laboral, dentro del área de ventas en el sector educativo superior privado en el país.
The main objective of this project is to determine the existence of the relationship between the variable organizational culture and the job performance in the sales area in the private universities of Metropolitan Lima in 2020. For this, the writers Edgar Schein, Idalberto Chiavenato, Stephen P. Robbins and Timothy Judge, help us to define the Organizational Culture variable; on the other hand, Martha Alles was considered to define the work performance. Likewise, it was determined to work in the private education sector because we found relevant reasons for investors in which this area is investigated. To carry out this research, we contacted 4 representatives of universities that are in the Ranking of Best Universities for 2019, according to Americaeconomia; being these private and located in Metropolitan Lima (modern zone). The area investigated in the 4 universities was the sales area. To this, a Likert-type survey was carried out 52 online assertions, due to the current state of health emergency in the national territory. Finally, we decided to choose this topic because currently there are few national studies that consider both variables; organizational culture and job performance, within the sales area in the higher private education sector in the country.
Tesis

An up-front analysis is crucial to ensuring a need is learning-related and the resulting intervention actually meets that need for learners. The current case study explores how two instructional designers adopted a systems approach for their performance analysis, with a major focus on learner analysis as a means to understand the underpinnings of the social system within the client organization, which more clearly revealed potential motivations of the learners. As a result, the two designers delivered an eLearning module that 1) combats an actual gap in knowledge and skill, 2) is relevant to the intended audience, and 3) is compatible with the organizational culture and infrastructure.

The chapter focuses on features of mentor programs and emphasizes their growing importance. It aims to bring clarity to the concept of mentoring and offers clear guidelines on how to set them up and make them best practices. It starts by looking at the different roles and definitions of mentors, sponsors, coaches, and line-managers and how they work together to enable employees to develop their potential in a workplace environment. A short overview of the change in human resource strategies over the last two decades shows the history and motivations as to why mentor programs have become not just an accepted people development tool but are also increasingly recognized as a reliable tool for influencing and changing organizational culture. Finally, key drivers of good mentor programs will be reviewed and an assessment of the benefits to the individual and organization provided. Trends in mentor programs will also be touched upon. References in this chapter are based on work with clients in industry and research conducted at Richmond, The American University in London.

Followers are underrepresented in the organizational change literature despite their considerable influence on change success. Politics, culture, motivation, communication, and readiness have a large impact on change success, and these influences are examined in the change context. Each of these are influenced by leaders and followers. The role of authentic followers in enabling positive change through their organizational engagement is explored in depth. This chapter demonstrates that while the influential role of leaders in change is established, the authentic follower represents a large body of potential change agents with the capacity to positively influence the success of change. Many behaviors of the authentic follower make them an ideal candidate for this role, including moral potency, high levels of engagement in organizational structure, and flexibility. Further research highlighting the value of the authentic follower is warranted.

Medical accidents, such as those that occur as a consequence of errors in medical systems, rarely happen because of a single failure. They are usually the consequence of a multiple breakdown in the system. This chapter explores the potential for risk and, demonstrates the need to improve design interventions in a VLITP context. It considers issues that range from the design, packaging and labelling of VLITP environment in which medical systems error might occur. The ergonomics systems approach to VLITP is an appropriate method for involving all key users and for addressing their needs. This requires generic issues to be considered. Such issues include: task design, interface analysis, communication interface, variation in user characteristics, and needs (including motivation and culture), training needs, work organizational issues, and the evaluation of interventions and current practice.

Recent advances in technology have led to the rapid development of electronic monitoring in the workplace (Chen & Ross, 2007). Electronic monitoring is widely used in many industries, and there is no doubt that the size of the workforce subjected to it continues to grow (American Management Association, 2005; D’Urso, 2006). It is used by organizations due to its potential to optimize supervision and control processes, protect company assets, safeguard property information, and avoid costly litigation (Case & Young, 2002; Friedman & Reed, 2007). Electronic monitoring can become a central organizational tool for human resource management as well. It can have a profound impact on several HR functions. For example, an electronic monitoring system may be used as a source of data for performance management and performance evaluation and provide the basis for promotion, training, and development decisions (Wells, Moornan, & Werner, 2007). Due to these capabilities, electronic monitoring affects an array of work-related attitudes and behaviors of employees and management (Stanton, 2000b). Existing research is focusing on identifying the ways to make electronic monitoring acceptable to all stakeholders, by elucidating electronic monitoring designs that help maintain the motivation and well-being of individuals. However, we are only beginning to address the issue of the effects of organizational culture and human resource strategy on the role of electronic monitoring and its effectiveness within specific organizational contexts (Chen & Ross, 2005). These contextual factors may determine the role that electronic monitoring plays in managing human resources, from being one of the technology-enhanced human resource management practices devolved to line managers, to being a central part of the overall human resource strategy that supports various HR functions within an organization. The purpose of this article is to present a model of electronic monitoring effectiveness that combines the major electronic monitoring characteristics, their individual and organizational outcomes, and contextual variables that affect electronic monitoring acceptance and use.

Power is defined as relational, authoritative, motivational, and as knowledge. Empowerment is the act of facilitating individuals to achieve their wishes, desires, and objectives by making them aware of their power, potential, and knowledge. Empowerment in an organization or society entails granting participatory rights to the members of the organization or society, enabling them to fulfill duties expected and benefits due. The household has historically been the basic unit of existence of individual Japanese. As influenced by Confucianism, Japanese people practiced a matrilocal system, one in which the husband goes to live with the wife's community, dating back to the Heian period (785-1184 A.D.). Disempowerment of women in the Japanese culture dates back to the Tokugawa Shogunate era of 1602-1868 (Seth, 1992). The Tale of Genji, a novel that was written in the 11th century by a woman, sheds light on one of the reasons that the Japanese people are apathetic to the empowerment of women. Nonetheless, to improve overall performance and increase per capital output of the country, Japan needs to address her gender inequality problems. This is explored in this chapter.

The Organizational Culture Profile (OCP) is an instrument initially developed by O’Reilly, Chatman and Caldwell (1991) to assess person-organization fit. The tool can be useful as well in assessing organizations in need of culture change, distinguishing subcultures and evaluating potential fit in mergers and acquisitions. Person-organization fit is a useful predictor of job satisfaction and organizational commitment, which in turn affect performance. The OCP is considered an important instrument to measure the fit between individual’s preferences and organizational cultures. Traditional measures of person-situation fit used a limited set of descriptions and situations, thus failing to take into account idiosyncratic differences between individuals and situations, depending on salience and relevance. An additional advantage of the profile is that it allows the assessment of individuals and situation using a common language.

Organizational culture is one of the determinants of a company's competitiveness, and consequently, realistic analysis of the link between these two elements can provide relevant information to optimize it and, on this basis, to increase the company performance. The direct implications of organizational culture are important in business efficiency. Increasing the quality of human resources, efficient exploitation of material resources, and financial mean the achievement of provisioned levels of turnover, market share, or value added. Organizational culture, through its forms and manifestations (symbols, rules of behavior, customs, ceremonies, history, prestige, and authority of managers and employees), influences and leads to a series of behaviors and attitudes so that employees can tap the full potential for achieving goals. Eliminating fear in an organization is an essential requirement, as it encourages people to take more risks, responsibilities, and initiatives. Remarkable results can be achieved if performance will be measured properly and if a direct reward is chosen.

Developing and maintaining a healthy work environment is an important consideration to the rail industry. Several theories have been advanced to examine, understand, and influence how workers function and interact within their working environments. These include motivational theories such as Taylor’s Theory of Scientific Management and Maslow’s Hierarchy of Needs, models of moral develop such as developed by Kohlberg and Gilligan, theories of personality types like Myers–Brigg and Keirsey, and the theory of cultural dimensions developed by Hofstede. Positive work environments can contribute to safe and efficient operations, while negative work environments almost inevitably degrade performance and increase the potential for injury and accidents. Therefore understanding and managing these elements properly can greatly contribute to better organizational outcomes. This paper will then examine the underlying role of human behavior as determined by these theories appear to have played in 5 incidents at Metro–North Railroad in 2013–2014.

Attention to safety and health are of ever-increasing priority to industrial organizations. Good Safety is demanded by stockholders, employees, and the community while increasing injury costs provide additional motivation for safety and health excellence. Safety has always been a strong corporate value of DuPont and a vital part of its culture. As a result, DuPont has become a benchmark in safety and health performance. Since 1990, DuPont has re-engineered itself to meet global competition and address future vision. In the new re-engineered organizational structures, DuPont has also had to re-engineer its safety management systems. A special Discovery Team was chartered by DuPont senior management to determine the “best practices’ for safety and health being used in DuPont best-performing sites. A summary of the findings is presented, and five of the practices are discussed. Excellence in safety and health management is more important today than ever. Public awareness, federal and state regulations, and enlightened management have resulted in a widespread conviction that all employees have the right to work in an environment that will not adversely affect their safety and health. In DuPont, we believe that excellence in safety and health is necessary to achieve global competitiveness, maintain employee loyalty, and be an accepted member of the communities in which we make, handle, use, and transport products. Safety can also be the “catalyst” to achieving excellence in other important business parameters. The organizational and communication skills developed by management, individuals, and teams in safety can be directly applied to other company initiatives. As we look into the 21st Century, we must also recognize that new organizational structures (flatter with empowered teams) will require new safety management techniques and systems in order to maintain continuous improvement in safety performance. Injury costs, which have risen dramatically in the past twenty years, provide another incentive for safety and health excellence. Shown in the Figure 1, injury costs have increased even after correcting for inflation. Many companies have found these costs to be an “invisible drain” on earnings and profitability. In some organizations, significant initiatives have been launched to better manage the workers’ compensation systems. We have found that the ultimate solution is to prevent injuries and incidents before they occur. A globally-respected company, DuPont is regarded as a well-managed, extremely ethical firm that is the benchmark in industrial safety performance. Like many other companies, DuPont has re-engineered itself and downsized its operations since 1985. Through these changes, we have maintained dedication to our principles and developed new techniques to manage in these organizational environments. As a diversified company, our operations involve chemical process facilities, production line operations, field activities, and sales and distribution of materials. Our customer base is almost entirely industrial and yet we still maintain a high level of consumer awareness and positive perception. The DuPont concern for safety dates back to the early 1800s and the first days of the company. In 1802 E.I. DuPont, a Frenchman, began manufacturing quality grade explosives to fill America’s growing need to build roads, clear fields, increase mining output, and protect its recently won independence. Because explosives production is such a hazardous industry, DuPont recognized and accepted the need for an effective safety effort. The building walls of the first powder mill near Wilmington, Delaware, were built three stones thick on three sides. The back remained open to the Brandywine River to direct any explosive forces away from other buildings and employees. To set the safety example, DuPont also built his home and the homes of his managers next to the powder yard. An effective safety program was a necessity. It represented the first defense against instant corporate liquidation. Safety needs more than a well-designed plant, however. In 1811, work rules were posted in the mill to guide employee work habits. Though not nearly as sophisticated as the safety standards of today, they did introduce an important basic concept — that safety must be a line management responsibility. Later, DuPont introduced an employee health program and hired a company doctor. An early step taken in 1912 was the keeping of safety statistics, approximately 60 years before the federal requirement to do so. We had a visible measure of our safety performance and were determined that we were going to improve it. When the nation entered World War I, the DuPont Company supplied 40 percent of the explosives used by the Allied Forces, more than 1.5 billion pounds. To accomplish this task, over 30,000 new employees were hired and trained to build and operate many plants. Among these facilities was the largest smokeless powder plant the world had ever seen. The new plant was producing granulated powder in a record 116 days after ground breaking. The trends on the safety performance chart reflect the problems that a large new work force can pose until the employees fully accept the company’s safety philosophy. The first arrow reflects the World War I scale-up, and the second arrow represents rapid diversification into new businesses during the 1920s. These instances of significant deterioration in safety performance reinforced DuPont’s commitment to reduce the unsafe acts that were causing 96 percent of our injuries. Only 4 percent of injuries result from unsafe conditions or equipment — the remainder result from the unsafe acts of people. This is an important concept if we are to focus our attention on reducing injuries and incidents within the work environment. World War II brought on a similar set of demands. The story was similar to World War I but the numbers were even more astonishing: one billion dollars in capital expenditures, 54 new plants, 75,000 additional employees, and 4.5 billion pounds of explosives produced — 20 percent of the volume used by the Allied Forces. Yet, the performance during the war years showed no significant deviation from the pre-war years. In 1941, the DuPont Company was 10 times safer than all industry and 9 times safer than the Chemical Industry. Management and the line organization were finally working as they should to control the real causes of injuries. Today, DuPont is about 50 times safer than US industrial safety performance averages. Comparing performance to other industries, it is interesting to note that seemingly “hazard-free” industries seem to have extraordinarily high injury rates. This is because, as DuPont has found out, performance is a function of injury prevention and safety management systems, not hazard exposure. Our success in safety results from a sound safety management philosophy. Each of the 125 DuPont facilities is responsible for its own safety program, progress, and performance. However, management at each of these facilities approaches safety from the same fundamental and sound philosophy. This philosophy can be expressed in eleven straightforward principles. The first principle is that all injuries can be prevented. That statement may seem a bit optimistic. In fact, we believe that this is a realistic goal and not just a theoretical objective. Our safety performance proves that the objective is achievable. We have plants with over 2,000 employees that have operated for over 10 years without a lost time injury. As injuries and incidents are investigated, we can always identify actions that could have prevented that incident. If we manage safety in a proactive — rather than reactive — manner, we will eliminate injuries by reducing the acts and conditions that cause them. The second principle is that management, which includes all levels through first-line supervisors, is responsible and accountable for preventing injuries. Only when senior management exerts sustained and consistent leadership in establishing safety goals, demanding accountability for safety performance and providing the necessary resources, can a safety program be effective in an industrial environment. The third principle states that, while recognizing management responsibility, it takes the combined energy of the entire organization to reach sustained, continuous improvement in safety and health performance. Creating an environment in which employees feel ownership for the safety effort and make significant contributions is an essential task for management, and one that needs deliberate and ongoing attention. The fourth principle is a corollary to the first principle that all injuries are preventable. It holds that all operating exposures that may result in injuries or illnesses can be controlled. No matter what the exposure, an effective safeguard can be provided. It is preferable, of course, to eliminate sources of danger, but when this is not reasonable or practical, supervision must specify measures such as special training, safety devices, and protective clothing. Our fifth safety principle states that safety is a condition of employment. Conscientious assumption of safety responsibility is required from all employees from their first day on the job. Each employee must be convinced that he or she has a responsibility for working safely. The sixth safety principle: Employees must be trained to work safely. We have found that an awareness for safety does not come naturally and that people have to be trained to work safely. With effective training programs to teach, motivate, and sustain safety knowledge, all injuries and illnesses can be eliminated. Our seventh principle holds that management must audit performance on the workplace to assess safety program success. Comprehensive inspections of both facilities and programs not only confirm their effectiveness in achieving the desired performance, but also detect specific problems and help to identify weaknesses in the safety effort. The Company’s eighth principle states that all deficiencies must be corrected promptly. Without prompt action, risk of injuries will increase and, even more important, the credibility of management’s safety efforts will suffer. Our ninth principle is a statement that off-the-job safety is an important part of the overall safety effort. We do not expect nor want employees to “turn safety on” as they come to work and “turn it off” when they go home. The company safety culture truly becomes of the individual employee’s way of thinking. The tenth principle recognizes that it’s good business to prevent injuries. Injuries cost money. However, hidden or indirect costs usually exceed the direct cost. Our last principle is the most important. Safety must be integrated as core business and personal value. There are two reasons for this. First, we’ve learned from almost 200 years of experience that 96 percent of safety incidents are directly caused by the action of people, not by faulty equipment or inadequate safety standards. But conversely, it is our people who provide the solutions to our safety problems. They are the one essential ingredient in the recipe for a safe workplace. Intelligent, trained, and motivated employees are any company’s greatest resource. Our success in safety depends upon the men and women in our plants following procedures, participating actively in training, and identifying and alerting each other and management to potential hazards. By demonstrating a real concern for each employee, management helps establish a mutual respect, and the foundation is laid for a solid safety program. This, of course, is also the foundation for good employee relations. An important lesson learned in DuPont is that the majority of injuries are caused by unsafe acts and at-risk behaviors rather than unsafe equipment or conditions. In fact, in several DuPont studies it was estimated that 96 percent of injuries are caused by unsafe acts. This was particularly revealing when considering safety audits — if audits were only focused on conditions, at best we could only prevent four percent of our injuries. By establishing management systems for safety auditing that focus on people, including audit training, techniques, and plans, all incidents are preventable. Of course, employee contribution and involvement in auditing leads to sustainability through stakeholdership in the system. Management safety audits help to make manage the “behavioral balance.” Every job and task performed at a site can do be done at-risk or safely. The essence of a good safety system ensures that safe behavior is the accepted norm amongst employees, and that it is the expected and respected way of doing things. Shifting employees norms contributes mightily to changing culture. The management safety audit provides a way to quantify these norms. DuPont safety performance has continued to improve since we began keeping records in 1911 until about 1990. In the 1990–1994 time frame, performance deteriorated as shown in the chart that follows: This increase in injuries caused great concern to senior DuPont management as well as employees. It occurred while the corporation was undergoing changes in organization. In order to sustain our technological, competitive, and business leadership positions, DuPont began re-engineering itself beginning in about 1990. New streamlined organizational structures and collaborative work processes eliminated many positions and levels of management and supervision. The total employment of the company was reduced about 25 percent during these four years. In our traditional hierarchical organization structures, every level of supervision and management knew exactly what they were expected to do with safety, and all had important roles. As many of these levels were eliminated, new systems needed to be identified for these new organizations. In early 1995, Edgar S. Woolard, DuPont Chairman, chartered a Corporate Discovery Team to look for processes that will put DuPont on a consistent path toward a goal of zero injuries and occupational illnesses. The cross-functional team used a mode of “discovery through learning” from as many DuPont employees and sites around the world. The Discovery Team fostered the rapid sharing and leveraging of “best practices” and innovative approaches being pursued at DuPont’s plants, field sites, laboratories, and office locations. In short, the team examined the company’s current state, described the future state, identified barriers between the two, and recommended key ways to overcome these barriers. After reporting back to executive management in April, 1995, the Discovery Team was realigned to help organizations implement their recommendations. The Discovery Team reconfirmed key values in DuPont — in short, that all injuries, incidents, and occupational illnesses are preventable and that safety is a source of competitive advantage. As such, the steps taken to improve safety performance also improve overall competitiveness. Senior management made this belief clear: “We will strengthen our business by making safety excellence an integral part of all business activities.” One of the key findings of the Discovery Team was the identification of the best practices used within the company, which are listed below: ▪ Felt Leadership – Management Commitment ▪ Business Integration ▪ Responsibility and Accountability ▪ Individual/Team Involvement and Influence ▪ Contractor Safety ▪ Metrics and Measurements ▪ Communications ▪ Rewards and Recognition ▪ Caring Interdependent Culture; Team-Based Work Process and Systems ▪ Performance Standards and Operating Discipline ▪ Training/Capability ▪ Technology ▪ Safety and Health Resources ▪ Management and Team Audits ▪ Deviation Investigation ▪ Risk Management and Emergency Response ▪ Process Safety ▪ Off-the-Job Safety and Health Education Attention to each of these best practices is essential to achieve sustained improvements in safety and health. The Discovery Implementation in conjunction with DuPont Safety and Environmental Management Services has developed a Safety Self-Assessment around these systems. In this presentation, we will discuss a few of these practices and learn what they mean. Paper published with permission.

The article highlights the theoretical foundations on the formation of future specialist professional culture the in the field of professions "person-person". It is established that this is a purposeful, specially organized influence on the individual to improve his/her motivational sphere, value orientations, professional knowledge, skills and abilities, ability to empathy and reflection. This problem was studied by the author from the view of several scientific approaches: axiological, cultural, competence, activity. Based on the definitive analysis, the "professional culture of a specialist" concept is formulated, which is considered as a combination of professional and personal values and qualities of a specialist, his/her professional competence, which ensure highly effective fulfilment of professional duties based on reflection and self-development. Structural and semantic analysis allowed identifying components of the professional culture of future professionals i.e. value, cognitive, personal, and reflexive. The experimental research diagnostic tools of a formation condition of the future specialist professional culture in educational space of university are developed and tested: criteria, indicators, levels, techniques which reflect integrity of the investigated phenomenon structural components. The organizational and pedagogical conditions for the formation of the professional culture of the future specialist in the field of professions "person-person", which were implemented in the educational environment of the university, have been developed and theoretically grounded. An experimental study was fulfilled and the effectiveness of the proposed organizational and pedagogical conditions was proved.

Aim/Purpose: This paper, although conceived earlier than the emergence of COVID-19 pandemic, addresses the problem of informing agility as part of organizational agility that has become a rather important issue for business survival. Background: While the general issues of business informing, and business intelligence (BI) in particular, have been widely researched, the dynamics of informing, their ability to act in accord with changes in business and preserve the key competencies has not been widely researched. In particular, the research on BI agility is rather scattered, and many issues need to be clarified. Methodology: A series of in-depth interviews with BI professionals to determine relations between organizational agility and BI agility, and to round up a set of key factors of BI agility. Contribution: The paper clarifies a candidate set of key factors of BI agility and gives ground for future research in relations with areas like corporate and BI resilience and culture. Findings: The interview results show the relations between organizational changes, and changes in BI activities. BI has limited potential in recognizing important external changes but can be rather helpful in making decision choices and detecting internal problems. Lack of communication between business and IT people, existence of data silos and shadow BI, and general inadequacy of organizational and BI culture are the key factors impairing BI agility. Recommendations for Practitioners: There are practical issues around BI agility that need solving, like the reason-able coverage of standards or creation of a dedicated unit to care about BI potential. Recommendations for Researchers: The research is still in its starting phase, but additional interesting directions start to emerge, like relations between BI agility, resilience and corporate agility, or the role of informing culture and BI culture for BI agility issues. Impact on Society: Agile business, especially in times of global shocks like COVID-19, loses less value and has more chances to survive. Future Research: Most likely this will be focused on the relations between BI agility, resilience, and corporate agility, and the role of informing culture and BI culture for BI agility issues. NOTE: This Proceedings paper was revised and published in Informing Science: The International Journal of an Emerging Transdiscipline , 24, 19-30. Click DOWNLOAD PDF to download the published paper.

Brevibacterium linens has long been recognized as an important dairy microorganism. This study investigated Assessment of Syneresis in yoghurt produced from fresh cow milk using Bervibacterium linens as starter culture. Bervibacterium linens was isolated from sample of cheese (procured from Jos metropolis). The milk samples were clarified to remove foreign materials, pasteurized at 65oC for 30min to destroy pathogenic materials and later cooled to temperature of 42oC and B. linens was inoculated in pasteurized milk to compare its potential as starter culture against common starter culture (L.bulgaricus and S. thermophlius) , the mixture allowed to ferment for 4 hrs. The semi- solid curds were homogenized; package and cool at 4oC and the same method was repeated for common starter yoghurt. Syneresis was determined by using centrifugal method. The result of syneresis of yoghurt produced Brevibacteriu linens as starter was significant (p<0.05) lower than that produced from common starter culture. The usage of B. linens as starter culture should be encouraged in dairy industries. Keywords: Syneresis, cow milk, yoghurt, Bervibacterium linens, starter culture.

An essay is rooted in the exploration of broader complex context of the phenomenon of phys-ical motion and sportive activities in contemporary sedentary society. It is at that time the topical problem of pointed parenting styles that is freshen and enliven in the context of edu-cational support aiming to active life orientation, including regular sportive activities. The spe-cific accents and educational methods of parenting are playing crucial role in this respect at the level of authoritative, authoritarian, liberal and neglecting styles (Sekot, 2019). Parenting styles prefiguring motivation of children to regular sportive activities and responsible attitude to life. And such process is going under way of socialization factors and impacts, bringing up to date the sociological links and context of mutual relation to motivation of children and youth to sport also in the context of organizational sportive activities out of the family. Now-adays we face forming socially and culturally determined relation child – parents – trainer (coach). Like this relation yields in the context of the climate of consumerist postmodern soci-ety adoring top elite athletes. Such cultural milieu forms potential conflicts of interests of mo-tivation, experience and pointing separate participants of such „triangle“. Given situation aim our effort to the crucial topic of parental responsibility as well as to growing educational and socialization importance of trainers and coaches. During the synergic process are pervaded practical aspects of the importance of age and motivation; but parental role is in this respect utterly essential and indispensable. Parental role is growing when parents play modelling role by way of mutual sportive activities with children. Thus, as it is in the essay substantiate with relevant research pieces of information and empirical data on parental role in motivation of children to regular physical activity and sport.

Physical education activities have significant resource potential positive impact on children and adolescents, allowing not only to adjust but successfully programming the targeted development of intellectual (perception, attention, memory, thinking), ethical-volitional and moral (independence, responsibility, hard work, honesty, commitment) qualities; to increase the level of physical fitness, improve health indicators. The article theoretically and experimentally substantiates the importance of managing the motivational sphere of adolescents aged 12–14 years to engage in physical culture and sports at the place of residence.

Purpose – Understanding how and why people travel, decide and select a specific place, and what they expect from their destination to meet their actual needs is also a highly important topic. The goal of this article is to investigate the elements that influence Serbian visitors' decision to visit Croatia (Cratian coastline) as a destination. The most important characteristics, components, and types of tourism destinations are analysed. The definition of consumer behavior is explained, as well as the idiosyncrasies of the decision-making process. The most important internal and environmental elements that influence tourist decision-making are summarized. An examination of the cultural, societal, and personal psychological aspects that influence decision-making of Serbian tourists to travel to Croatian cost with different attributes like see, cultural and natural attractions, image, price, human resources is done. Methodology – As a result, the decision-making process is extremely difficult, particularly when determining which factors are more significant than others. The Analytical Hierarchical Process (AHP) method, which has a strong mathematical foundation, could be used to find a good solution to this problem. The Analytical-hierarchy process (AHP) is a systematic way to solving complicated problems that leverages hierarchical structures by generating priorities for various options decided by decision makers. AHP can aid tourism decision-making by examining a large number of decision factors (e.g., factors influencing destination choice, motives for visiting a place, hotel site selection, tourist indicators) and measuring the relevance of each component impacting the decision. The questionnaire used for this manuscript was taken from the paper Blešić et al. (2018). The questionnaire consist of five factors that include 22 items. Findings – Destination amenities, tourism infrastructure, cultural attractions, human resources, price, environmental features are the importnant attributes for choosing Croatian coast as tourism destination. Contribution – this study makes a valuable contribution by highlighting tourists’ motives for visiting coastline destinations in Croatia. Finally, understanding the motivations and preferences of tourists is critical to realizing the full potential of tourism. Consumer behavior research is crucial for tourism sector stakeholders because it can provide important insights into who the tourist is and how stakeholders (travel agencies, hotels, restaurants, food producers, cultural organizations, and so on) can target and develop markets successfully. This research will help researchers better understand what inspires Serbian tourists to visit a Croatian coastal location. The findings will indicate the most common travel motivations that lead Serbian travelers to choose Croatia as their vacation location.

The problem of determining the investment priorities of the national economy development has been actuated. It has been argued that the formation of institutional preferences for activation of industry investment processes should be carried out taking into account the potential ability of each sectoral group enterprises to increase the added value. The scientific and methodical approach for sub-sectors investment attractiveness assessment has been formed on the example of the Ukrainian food industry. It has been recommended to use for this substantiated set of relative performance indexes which are duplicated in aggregate statistical state surveys based on the enterprise’s financial statements. It has been formed the recommendations for the investment priorities of food industry development in Ukraine which are based on the appropriate calculations made by the TOPSIS and CRITIC methods. Methods of economic-statistical and comparative analysis were used for structural and dynamic characteristics of the Ukraine industrial enterprises activities. Given that innovation processes should also cover small and medium-sized industrial enterprises, whose resource opportunities are mostly limited, it is proposed to expand them within the framework of a strategic partnership. Graphic modeling methods have been used to visualize the process of building the business structures resource potential on the basis of their strategic partnership. The influence of the motivational environment on the value of organizational relations within the partnership has been formalized.

The paper studies the process and means of forming the professional competence of students of TEI, which are an important structural element for the formation of effective activities at relevant institutions. The interpretation of the concept of the categories “personality competence”, “competence” and “web-quest” is analyzed. Problem quests concerning theoretical and practical training of students, and procedures of internship practice on professional specialization are investigated. The pedagogical conditions of creation of professional competence of students in the preconditions of professional and practical training are studied. The model of organization of professional competence of the perspective specialist-graduates of TEI is formed and the ways of reorganization of educational process and organizational-methodical insurance are defined. It has been established that the quality of education at TEI largely depends on the method of formation of the educational process, the chosen forms and methods. The role and basic objectives of the preliminary preparatory work on the part of the teacher are formed. It has been investigated that the web-quest is unanimously recognized as a motivational, resource-oriented technology that forms the course of creative potential of the student, which guarantees the effectiveness of all types of educational process and ensures the creation of appropriate professional competence of students.