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Journal articles on the topic 'Private organizations'
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Endriulaitiene, Aukse, Aurelija Stelmokiene, Giedre Geneviciute-Janoniene, Loreta Gustainiene, Gabija Jarasiunaite, and Loreta Buksnyte-Marmiene. "Attitudes of staff members towards development of elder care organizations." International Journal of Public Leadership 13, no. 1 (February 13, 2017): 40–50. http://dx.doi.org/10.1108/ijpl-04-2016-0012.
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Purpose The purpose of this paper is to investigate how perceived leadership effectiveness is related to staff members’ attitudes towards development of elderly care organizations in private and public institutions. Design/methodology/approach A cross-sectional quantitative survey was conducted using self-report questionnaire that contained Modified Leadership Effectiveness Questionnaire (Heck et al., 2000), the scale of attitude towards change from Preziosi’s Organizational Diagnosis Model (1980) and organizational development intentions measure developed for the study. The respondents were 510 Lithuanian social workers and other staff members employed in different public and private elderly care organizations. Findings The results revealed that perceived higher leadership effectiveness was associated with more positive employees’ judgements on organization’s readiness to change both in private and public sector elderly care organizations. But perceived leadership effectiveness was not associated with staff members’ intentions to change. Also it was found that different models for private and public sector that explained the importance of particular leadership behaviours in the prediction of employees’ judgements on organizational change and intentions to change were valid. Originality/value This study may add to further broaden knowledge on attitudes of staff members towards development of elderly care organization and the role of leadership effectiveness taking into account the type of organization.
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Ingelsson, Pernilla, Ingela Bäckström, and Kristen Snyder. "Strengthening quality culture in private sector and health care." Leadership in Health Services 31, no. 3 (July 2, 2018): 276–92. http://dx.doi.org/10.1108/lhs-02-2018-0012.
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Purpose The purpose of this study is to present a comprehensive approach to studying organizational culture using “soft measures” to facilitate sustainable quality development in organizations. The purpose is also to present, discuss and compare the results from a survey designed to measure a company’s value base. Design/methodology/approach A number of different methods were used to collect soft data to study and measure organizational culture and at the same time influence the culture and the leadership within three organizations. One method, the survey, was used on two different occasions to obtain an overview of the culture within an organization and to investigate if the activities had influenced the culture and the leadership. Findings The application of soft measures used by leaders to study and develop organizational culture resulted in statistically significant positive changes in organizational work culture, according to a pre-post survey after a short period of one year. Practical implications The approach can be used by leaders in different types of organizations as the challenge of changing the organizational culture through the leadership seems to be a common challenge regardless of line of business. Originality/value The study shows the benefits of using a comprehensive approach to assess an organization’s culture based on qualitative measures and analysis.
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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (November 20, 2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.
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<p>Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. <br />Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance.<br />This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.</p>
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Mead, Joseph, and Katherine Warren. "Quasi-Governmental Organizations at the Local Level: Publicly-Appointed Directors Leading Nonprofit Organizations." Nonprofit Policy Forum 7, no. 3 (September 1, 2016): 289–309. http://dx.doi.org/10.1515/npf-2014-0044.
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AbstractQuasi-Governmental Organizations (QGOs) are organizations that have both public and private characteristics, not fitting neatly into either category. One type of QGO is an organization incorporated as a private, nonprofit organization, but run by a board of directors that is composed of government officials or directors appointed by a unit of traditional government. These QGOs pose distinct conceptual and policy challenges that differ from those of traditional government entities or purely private nonprofits. Drawing on a convenience sample of five such QGOs incorporated in one metropolitan region (Greater Cleveland, Ohio), this piece explores potential reasons for, and possible pitfalls of, mixing private organizational legal status with public-affiliated leaders by developing a framework and proposing a research agenda for future study.
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Jacobsen, Dag Ingvar. "Publicness as an antecedent of transformational leadership: the case of Norway." International Review of Administrative Sciences 83, no. 1 (July 10, 2016): 23–42. http://dx.doi.org/10.1177/0020852315575000.
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A large number of empirical studies have shown a wide range of positive effects of transformational leadership, which is arguably the dominating leadership paradigm in the last two decades. In this study, we ask whether this type of leadership is as common in public as in private organizations. Through a survey, the leadership style of 2488 leaders in Norwegian organizations with more than ten employees was mapped out. Focus is set on whether the occurrence of transformational leadership varies according to an organization’s publicness. It is hypothesized that the effect of publicness on transformational leadership will be mediated through bureaucratization, centralization, professionalization, pro-social motivation and gender composition. The study controls for organization size and task, variables often missing in comparisons of public and private organizations. The main finding is that publicness has no direct effect on transformational leadership when controlling for main task, organizational size and the leader’s gender. However, it does affect transformational leadership indirectly through bureaucratization, professionalization and gender composition. Based on the findings, more general implications for comparing public and private organizations are discussed. Points for practitioners It is often claimed that leadership in the public sector is different from leadership in the private sector. This study shows that such a claim is an oversimplification. First, there should be an awareness that leadership does not take place only in the private or public sector, but also in a myriad of hybrids between the public and the private sectors. Second, various challenges for leaders may be more strongly linked to basic features such as task and organizational size, rather than to whether an organization is public or private.
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Yusuf, Furtasan Ali. "The Role of Organizational Culture of Private Universities on Lecturer Satisfaction and Trust." Journal of Educational and Social Research 10, no. 1 (January 10, 2020): 167. http://dx.doi.org/10.36941/jesr-2020-0015.
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The culture of private university organizations which tend to be heterogeneous and vary according to the conditions and characteristics of each organization can encourage the growth of the organizational commitment of lecturers and the performance of private universities. However, on the other hand, this organizational culture difference can also hamper the performance of the organizations of each private university in Indonesia to develop the potential of the organization and employee personnel. This study analyzes the influence of organizational culture on the satisfaction and trust of lecturers at private universities in Indonesia. This is based on the consideration that a conducive university organizational culture can trigger the rise of organizational commitment of lecturers. By using analysis of variance to examine the significance and linearity of job satisfaction regression for organizational culture and trust regression for organizational culture, the results indicate a significant and linear relationship in regression testing between job satisfaction for organizational culture and lecturer trust in organizational culture. Practically, this finding indicates the importance of management of private universities to develop organizational culture to realize the vision of subordinates in private universities.
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Margaretha, Meily, and Ardian Wicaksana. "The Relationship between Person Organization Fit Toward Organizational Commitment and Organizational Citizenship Behavior: Experiences from Student Activity Organization Members." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 3 (2020): 43–49. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.63.1004.
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Members of the organization are the organization’s central resource. Having loyal employees willing to perform tasks beyond their job description helps increase performance of the organization. However, those kinds of attitudes and behaviors arise when members of the organization perceive compatibility with the organization. This is known as a person-organization fit. This study aims to verify the influence of person-organization fit towards organizational commitment and organizational citizenship behavior in a sample of members of students’ activity organizations from private university in Bandung, Indonesia. To collect the data, we distributed a questionnaire to 108 students who become members of the student activity organization. The results of the study show that there are relationships between person-organization fit toward organizational commitment with 34.9% and person-organization fit and organizational citizenship behavior (17.7%). Based on the result, we provide some managerial recommendations; for instance, student activity organizations should organize more events to build members fit to the organization.
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Deniz, Serkan, Mesut Cimen, and Seyit Kaya. "Determining Organizational Learning Capability: A Study in Private Health Care Organizations." International Journal of Research Foundation of Hospital and Healthcare Administration 5, no. 1 (2017): 1–7. http://dx.doi.org/10.5005/jp-journals-10035-1069.
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ABSTRACT Introduction Due to the fast-changing and developing business environment, knowledge has become a very important resource for organizations. However, reaching and obtaining knowledge is difficult, the level of organizational learning capability (OLC) perception within the organization is a key for this. This is also true for health organizations. If health care organizations can increase their OLC levels, they might achieve an increase in organizational performance, patient satisfaction, competitive advantage, and employee satisfaction. Objective In this study, it is aimed to determine the level of OLC perception of employees working in private health care organizations. It is also aimed to examine whether this perception level shows variance according to demographic differences. Materials and methods Research was done between January 2017 and March 2017 in private health care organizations operating in Turkey. The population of the study includes both administrative staff and health staff working in these organizations. Survey method was used to collect data, and 111 valid questionnaires were collected at the end of data collection period. Results and conclusion According to the findings, employees perceive their organizations’ OLC level positively both for general OLC and for OLC subdimensions. However, it is also concluded that this perception level could be increased as well. In order to achieve this, health care organizations are required to encourage their employees toward learning, investigating, communication, risk taking, and participation. How to cite this article Deniz S, Cimen M, Kaya S. Determining Organizational Learning Capability: A Study in Private Health Care Organizations. Int J Res Foundation Hosp Healthc Adm 2017;5(1):1-7.
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Rodriguez, Rocio, Göran Svensson, and David Eriksson. "Organizational positioning and planning of sustainability initiatives." International Journal of Public Sector Management 31, no. 7 (October 8, 2018): 755–74. http://dx.doi.org/10.1108/ijpsm-05-2017-0142.
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Purpose The purpose of this paper is to examine the logic and differentiators of organizational positioning and planning of sustainability initiatives between private and public organizations in the healthcare industry. Sustainability initiatives refer to organizations’ economic, social and environmental actions. Design/methodology/approach This study is based on an inductive approach judgmental sampling and in-depth interviews of executives at private and public hospitals in Spain have been used. Data were collected from the directors of communication at private hospitals, and from the executive in charge of corporate social responsibility in public hospitals. An empirical discourse analysis is used. Findings The positioning and planning of sustainability initiatives differs between private and public hospitals. The former consider sustainability as an option that is required mainly for social reasons, a bottom-up positioning and planning. It emerges merely spontaneously within the organization, while the sustainability initiatives in public hospitals are compulsory. They are imposed by the healthcare system within which the public hospital, operates and constitutes a top-down positioning and planning that is structured to accomplish set sustainability goals. Research limitations/implications A limitation of this study is that it is undertaken exclusively in Spanish organizations from one industry. This study differs from previous ones in terms of exploring the positioning and planning of the sustainability initiatives, which focus on the organizational logic of such sustainability initiatives. There are both common denominators and differentiators between private and public hospitals. Practical implications The logic of determining the positioning and planning of the sustainability initiatives is mainly about satisfying organizational needs and societal demands. Nowadays, organizations tend to engage in sustainability initiatives, so it is essential to understand the logic of how organizations position and plan such efforts. Originality/value This study investigates the path that follows sustainability initiatives in public and private organizations. It reports mainly differentiators between private and public organizations. It also contributes to explaining the organizational reasoning as to why companies make decisions about sustainability initiatives, an issue which has not been addressed sufficiently in existing theory studies.
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Flemming, Paul L. "Similarities and Differences between Public and Private Sector Leadership Strategies in the Caribbean: Empirical Findings on the Link between Leadership, Culture, and Performance." Business and Management Studies 2, no. 4 (September 29, 2016): 1. http://dx.doi.org/10.11114/bms.v2i4.1863.
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Conventional theory, which holds that there is a significant difference between leadership in the public and private sectors as leaders manage organizational culture to achieve strategic performance, has begun to be disputed by recent scholars in organizational behavior. The purpose of this study was to validate the views of organizational practitioners that private sector leaders are best suited to facilitate organizational efficiency by examining the link between leaders, culture, and employee performance. The Multifactor Leadership Questionnaire (MLQ) was distributed to middle managers (N=200) who worked in public and private sector organizations across the United States Virgin Islands to examine how the leaders used organizational culture to improve their organizations’ performances. The study found that leadership practices in both sectors have significant effects on performance. While the hierarchy culture was dominant in government agencies dictating effectiveness is the adherence to strict rules and regulations, the criteria of effectiveness most prominent in the private sector was market culture evident in the achieving of goals, outpacing the competition, increasing market share, and acquiring premium levels of financial returns. These findings suggest that, contrary to conventional theory, those leaders with the greatest organizational success are not restricted only to the private sector; but they are also evident in the public sector. This study concluded that leadership in both the public and the private sectors can induce a significant level of performance when strategies are aligned with organization’s culture and objectives as these organizations developed, grow, and mature.
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Azeem, Mohammed Abdul, and Saneem Fatima. "Factors Hindering Managerial Effectiveness – A study of Select Public and Private Sector Organizations." Asia Pacific Business Review 3, no. 2 (July 2007): 52–63. http://dx.doi.org/10.1177/097324700700300206.
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Success of any organization depends to a large extent on the effectiveness of its managers. Managerial effectiveness is seen as the degree to which management achieves the organizational goals given its environmental constraints and unpredictable events entailing the growth, adaptability, health and viability of the organization. Managerial effectiveness implies the handling of the managerial functions with competence. This paper attempts to study the factors which hinder managerial effectiveness in select public and private sector organizations. In this respect, two public and private sector organizations in India were selected. Data was collected from managers at different levels i.e., top, middle and lower level managers through a structured questionnaire designed for this specific purpose. The data collected was then subjected to Factor Analysis i.e., Principal Component Analysis with Varimax rotation. A total of eight and seven factors hindering managerial effectiveness came to the forefront from this study of Public and Private sector organizations respectively.
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Al-Jarrah, Azwa Kamal, and Ayman Jassim Al-Tai. "Organizational adaptation models and their adoption in some private sector companies in Nineveh Governorate." Iraqi Administrative Sciences Journal 1, no. 1 (March 30, 2017): 360–82. http://dx.doi.org/10.33013/iqasj.v1n1y2017.pp360-382.
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The current research focuses on the subject of organizational adaptation and its adopted models to cope with changes in the internal and external environment of the organization. Organizations deal with the environment in which they live. They are the source of their input and their outputs. Therefore, the relationship between the organization and the environment is a relationship of influence, This research attempt was carried out by a number of organizations working in the private sector in Nineveh Governorate in order to clarify the concept of organizational adaptation and the models adopted by the organization. The research results in the existence of a number of organizational adaptation models that the organization uses to achieve adaptation in the changing dynamic environment. The organization chooses the model according to its abilities and abilities in applying the appropriate model, The research concluded a number of proposals, the most important of which is the need to adopt adaptive regulatory models that are compatible with the environment variables and not just the routine models used by the companies in question.
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Witesman, Eva M., and Sergio Fernandez. "Government Contracts With Private Organizations." Nonprofit and Voluntary Sector Quarterly 42, no. 4 (May 21, 2012): 689–715. http://dx.doi.org/10.1177/0899764012442592.
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Emmert, Mark A., and Michael M. Crow. "Public, Private and Hybrid Organizations." Administration & Society 20, no. 2 (August 1988): 216–44. http://dx.doi.org/10.1177/009539978802000205.
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Carapico, Sheila. "Private Voluntary Organizations in Egypt." American Journal of Islam and Society 13, no. 2 (July 1, 1996): 269–71. http://dx.doi.org/10.35632/ajis.v13i2.2321.
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Over the past five years or so, the considerable western interest inthe role played by nongovernmental voluntary associations in Egypt hasbeen reflected in a growing English-language literature on the subject.Researchers tackle the question from a range of perspectives.One approach, relatively state-centered and legalistic, focuses on howCairo manages to control, co-opt, or "corporatize" autonomous organizationsincluding labor and professional syndicates, agricultural and othercooperatives, and private not-for-profit groups. The principle tool for reiningin private voluntary and community associations is the notorious Law32 of 1964. Under Law 32, the Ministry of Social Affairs can interferedirectly in all aspect of associational life-articulation of goals, election ofofficers, pursuit of projects, allocation of funds, and so on. Among the wellknownsecular nonprofit groups with international linkages that have beendenied licenses from the Ministry are the Egyptian Organization of HumanRights and the Arab Women's Solidarity Association. In this legal and policymilieu, many scholars and human rights activists argue that no registeredassociation in Egypt can properly be deemed "nongovernmental."Other analysts, however, accept Cairo's position that the threat of radicalIslam justifies authoritarian restrictions on independent organizations.The second group of studies is inspired partly by these concerns over theradicalization of Islamist associations. Scholars familiar with social, economic, and political circumstances in the Nile Valley usually try to counteracthysterical mass media portraits of "Muslim terrorists" with inquiries intothe structure, function, membership, activities, and ideologies of a range ofIslamist institutions including welfare and charitable associations. The particularstrength of politicized Islam in the 1990s, this research suggests, restson the capacity of Islamist charities to provide a crucial layer of social servicesto a burgeoning, underemployed, increasingly impoverished population.Opinion is divided, however, on the question of whether this circumstancefavors containment and stability or frustration and insurrection.A third set of studies, sometimes overlooked by scholars, comes fromwithin the Cairo-based donor community, the "development practitioners" ...
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Scott, Patrick G., and Santa Falcone. "Comparing Public and Private Organizations." American Review of Public Administration 28, no. 2 (June 1998): 126–45. http://dx.doi.org/10.1177/027507409802800202.
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Ronit, Karsten, and Volker Schneider. "Global Governance through Private Organizations." Governance 12, no. 3 (July 1999): 243–66. http://dx.doi.org/10.1111/0952-1895.00102.
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Kearney, Claudine, Robert D. Hisrich, and Bostjan Antoncic. "THE MEDIATING ROLE OF CORPORATE ENTREPRENEURSHIP FOR EXTERNAL ENVIRONMENT EFFECTS ON PERFORMANCE." Journal of Business Economics and Management 14, Supplement_1 (December 24, 2013): S328—S357. http://dx.doi.org/10.3846/16111699.2012.720592.
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A model is proposed that tests the antecedents and the mediating effect of corporate entrepreneurship on the external environment-performance relationship within private and public sector organizations. Hypotheses were tested using data from a sample of chief executive officers in 51 private sector organizations in the United States, 141 private sector organizations in Slovenia and 134 public sector state and semi-state enterprises in Ireland. Data was analyzed using hierarchical regression analysis. The results show that dynamism and munificence effects on performance are mediated by an organization's corporate entrepreneurship in the private sector and munificence effects on performance are mediated by an organization's renewal in the public sector and that renewal must be in place to maximize the effect of munificence on performance. The results support a model that incorporates an extensive and diverse literature into a single model and helps illuminate similarities and differences of corporate entrepreneurship between the private sector and the public sector. The study shows that an integrative model and the interplay among the constructs yields new insights unavailable to single and focused approaches. It offers new insights about corporate entrepreneurship, not only as a discrete pursuit, but also as a construct that shapes and extends organizational performance.
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Ottensmeyer, Edward J., and Barry Bozeman. "All Organizations Are Public: Bridging Public and Private Organization Theories." Administrative Science Quarterly 33, no. 3 (September 1988): 469. http://dx.doi.org/10.2307/2392724.
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Anderson, Stuart. "The End of Publicness?" International Journal of Public and Private Healthcare Management and Economics 3, no. 3 (July 2013): 44–61. http://dx.doi.org/10.4018/ijpphme.2013070104.
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When Wallace Sayre declared that ‘public and private organizations are alike in all unimportant respects' a quest began to establish the truth or otherwise of this assertion. Researchers have been investigating the topic for over sixty years. They have focused on two key questions; what is meant by a public or private organization? And what constitute ‘important respects' and ‘unimportant respects' respectively? This paper reviews current evidence relating to the testing of Sayre's statement, focusing on the healthcare sector. It is concluded that research has failed to provide unequivocal evidence that particular aspects of publicness impact aspects of organizational performance in particular ways. Sayre got it wrong; public and private organizations are alike in all important respects. It is argued that it is time to call a halt to publicness studies; what matters is management and organization, and it is on these issues that public organization researchers should now concentrate.
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Huma, Zill-e., Saddam Hussain, Ramayah Thurasamy, and Muhammad Imran Malik. "Determinants of cyberloafing: a comparative study of a public and private sector organization." Internet Research 27, no. 1 (February 6, 2017): 97–117. http://dx.doi.org/10.1108/intr-12-2014-0317.
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Purpose Cyberloafing is the personal use of internet while at work. The purpose of this paper is to identify the factors affecting cyberloafing between public and private sector organizations. Design/methodology/approach This study uses the multiple motivational factors with the help of a theoretical paradigm, renowned as theory of interpersonal behavior (TIB). Data were collected through questionnaire to investigate the different behavioral factors between the public and private sector organizations. PLS path modeling and PLS-MGA are used to access the results on SMARTPLS 2.0 software. Findings Results show that the three factors of habit, intention, and social influences taken from the TIB model are important and have a higher path coefficient in a public sector organization setting. The factors of affect, facilitating condition and perceived consequences from TIB are greater in a private sector organization and have a higher path coefficient. By contrast, in multiple group analysis, results show that some factors are more predictive of cyberloafing behavior in a public sector organization, whereas other factors are more predictive for a private sector organization. Practical implications The findings of the current research are beneficial for both organizations and contribute toward policy-making decisions. These results help the managers of public and private sector organizations to decide how to control cyberloafing behavior by focusing on the important factors that lead to it. Originality/value This study shows strong and significant differences between the two types of organizations in terms of path coefficient. This implies that cyberloafing factors have different impacts on different organizations. The study fills an important gap in comparing public and private sector organizations with respect to cyberloafing behavior and clarifying which factors are more effective in predicting cyberloafing behavior according to type of organization. The paper is of great value for both kinds of organizations that face cyberloafing behavior issues.
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Indrawati, Yuli. "Are BUMN/State-Owned Enterprises (SOES) Hybrid Organizations?" Pandecta Research Law Journal 15, no. 1 (June 15, 2020): 1–12. http://dx.doi.org/10.15294/pandecta.v15i1.24193.
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The organization is now well developed. The organization does not only consist of public and private organizations, but also mixed organizations (hybrid organizations). And it’s influence to the organizations of State-Owned Enterprises (SOEs) as stated in the legal considerations of Constitutional Court (MK) Decision Nr. 48 and 62 / PUU-XI /2013 that exclaims that SOEs are private legal entities that carry out public duties. Referring to this matter, (a) elements of hybridity in SOEs, (b) benefits and risks in the form of hybrid SOE organizations, (c) the concept of hybridity in increasing the achievements of SOE objectives. By using an analytical approach and legislation results that based on the characteristics of BUMNs are categorized as hybrid organizations. As a hybrid organization has benefits and risks as a result of the influence of the public and private elements. The greatness of the benefits and risks of hybrid organizations is inversely proportional to the size comparison of public and private elements. The hybrid concept at Perum (Public Company) which aims for public benefit is a balanced public element with a private element. Whereas for Persero (State Company) that has commercial aims, the private element must be more dominant to create flexibility that drives the development of the Company. It is recommended that the concept of hybridity in SOEs must be adapted to the form of the company and the objectives of the company.
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Chaudhry, Bilal Ahmed. "Alignment of Project Management with Business Strategy." International Journal of Information Technology Project Management 6, no. 4 (October 2015): 48–64. http://dx.doi.org/10.4018/ijitpm.2015100104.
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Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.
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Samwel, Janes O. "An Assessment of the Impact of Performance Management on Employee and Organization Performance - Evidence from Selected Private Organizations in Tanzania." International Journal of Human Resource Studies 8, no. 3 (July 23, 2018): 199. http://dx.doi.org/10.5296/ijhrs.v8i3.13415.
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Performance management is one of the important key activities performed by organizations to monitor the performance of their employees. Organizations must regularly evaluate the performance of their employees in order to understand their current and future abilities. The purpose of this paper is to assess the impact of performance management on employee and organizational performance. The study adopted a cross-sectional survey research design and involved a sample size of 120 human resource officers and managers from selected private organizations in Tanzania. Data was collected using structured questionnaires and interviews and analyzed using descriptive and inferential statistics and the results presented using tables. The findings of the study reveal that private organizations practice performance management and have effective performance management system to evaluate/appraise the performance of their employees. Moreover, the findings reveal that there is a significant relationship between performance management and employee performance as well as between performance management and organizational performance. The study recommends the need of the private organizations to maintain and continue practising and implementing effective performance management systems, also to continue evaluating the performance of their employees frequently because it helps to determine training needs and at the same time acts as a motivational strategy hence leads to a better performance of employees and organization.
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Берсенева, И., I. Berseneva, Г. Микоян, and G. Mikoyan. "Improvement of the Management System of Personnel in «Leroy Merlin»." Management of the Personnel and Intellectual Resources in Russia 7, no. 4 (September 25, 2018): 58–60. http://dx.doi.org/10.12737/article_5b8d133d3f85c3.54409427.
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The essence and content of the theory of management, the evolution of managerial thought, the new administrative paradigm, the theoretical foundations of management and the current state of management theory are examined. Technologies of management of social and economic systems are presented: technology of development of administrative decisions. technology management of organizational changes, the technology of communication processes in the organization, technology management of the organization’s confl icts, information technology in the organization. The article gives applied aspects of the management of public and private organizations, the strategic management of the organization, the management of the organization’s personnel, crisis management, the management of the organization’s innovation activities, quality management, material management, investment management, project management, enterprise risk management, production management, environmental management.
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Windrum, Paul. "Third sector organizations and the co-production of health innovations." Management Decision 52, no. 6 (July 8, 2014): 1046–56. http://dx.doi.org/10.1108/md-03-2012-0166.
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Purpose – The purpose of this paper is to examine the roles played by third sector organizations in forming and managing health innovation networks, and their contribution to the co-production of new health services. Design/methodology/approach – Using data collected in four case studies, the findings highlight the central role of third sector organizations in forming and organizing public-private health networks. Findings – They are trusted organizations, commonly patient advocates, with perceived neutrality. Members of these organizations take leading roles in innovations networks, using their excellent network connections and their prominent positions within their organizations to leverage competences and funding. A key asset of key third sector individuals is their prior experience of public and private sector organizations and, hence, the ability to move across public-private boundaries. Practical implications – The research findings have important implications for practitioners. The author identifies a set of key drivers and barriers for the successful organization of innovation networks and the innovative services they develop. Prior knowledge and experience of partners, often linked to personal ties, in initial partner selection but are also important for trust and the effective organization of complementary competences during innovation projects. The absence of direct competitors – whether public, private or third sector organizations – is also highlighted. Non-rivalry and different partners’ interests in the outcomes of the innovation reduces moral hazard and the associated costs of setting up and monitoring formal contracts. Heterogeneity requires flexibility by actors; to understand partners’ different values, cultures, and organizational drivers. Finally, the research findings identify policy and practitioner enrolment as critical for the successful roll out and diffusion of service innovations. Originality/value – The paper examines an important, but under researched issue – the role of third-sector organizations in collaborative innovation projects.
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Burns, Lawton R., and Barry Bozeman. "All Organizations are Public: Bridging Public and Private Organizational Theories." Contemporary Sociology 17, no. 5 (September 1988): 613. http://dx.doi.org/10.2307/2073949.
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Thapa, Ajay. "Balancing Act: An Approach for Organization Management in the 21st Century." Journal of Development and Social Engineering 3, no. 1 (December 2, 2017): 1–8. http://dx.doi.org/10.3126/jdse.v3i1.27954.
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The main purpose of this paper is to discuss why the balancing act is an important approach in leading or managing public and private organizations in the 21st century. The paper presents a brief concept of the terms; exhibits a critical discussion on the application of balancing act between the various approaches of organization management such as continuity and diversity, individual and organization incentive, conformity and individualism, centralization and decentralization, face to face and distant communications, and different but complementary roles into public and private organizations; and finally draws a conclusion. The paper is expected to be useful for the leaders and/or managers of public and private organizations to manage organizations efficiently and effectively.
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Jun Choi, Hee, and Ji-Hye Park. "The relationship between learning transfer climates and innovation in public and private organizations in Korea." International Journal of Manpower 35, no. 7 (September 30, 2014): 956–72. http://dx.doi.org/10.1108/ijm-07-2012-0101.
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Purpose – The purpose of this paper is to examine the results of an empirical exploration of the relationship between learning transfer climates and organizational innovation. Additionally, factors associated with learning transfer climate that could account for innovation in Korean public and private organizations have been explored. Design/methodology/approach – This study relies on quantitative data obtained from two survey questionnaires. The sample consists of 390 employees working for seven private and five public organizations; further, each employee has completed at least one training program within a one-year period. Findings – Results of the study demonstrate that private, rather than public organizations, have significantly higher mean scores for all five learning transfer climate variables and for perceived organizational innovation. The results of multiple regression analyses reveal that openness to change and performance coaching have common and significant impacts on perceived innovation in both private and public organizations. However, the other three variables (i.e., transfer effort-performance expectations, performance-outcomes expectations, and performance self-efficacy) have varied effects on perceived innovation depending on organizational type. Specifically, transfer effort-performance expectations has a relatively meaningful impact on perceived innovation in public organizations. Performance-outcomes expectations and performance self-efficacy have relatively meaningful effects on perceived innovation in private organizations. Research limitations/implications – The sample for this study consists of employees solely from Korean organizations. Therefore, further studies encompassing a greater sampling variety are required to determine the generalizability of these results. In addition, this study is limited to an investigation of the possible differences between public and private organizations with respect to their learning transfer climates and innovation. In studies to follow, researchers can further investigate these relationships in segmented organizations. Originality/value – The results of this study will assist human resource practitioners to promote innovation effectively and efficiently based on organizational type.
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Tae Jun, Cho, and Faerman Sue R. "Comparing Employee Attitudes towards Individualism-Collectivism across Public and Private Sector Organizations." Korean Journal of Policy Studies 23, no. 1 (August 31, 2008): 19–47. http://dx.doi.org/10.52372/kjps23102.
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One hundred thirty on responses from public employees and 154 responses from private employees were analyzed to compare employee attitudes towards individualism-collectivism across public and private sector organizations. The present study provides knowledge to public management by showing that some organizational characteristics of public sector organizations (i.e., goal ambiguity, red tape, and public-service motivation) make the public-private distinction, whereas others do not. Additionally, we found that the distinction has been blurred as New Public Management (NPM) has been adopted recently in the public sector. Finally, we support the two-factor model of organizational collectivism and individualism, as well as report that organizational individualism differentiates public and private sector organizations. The theroretical and practical implications of the findings are discussed.
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Dobrinić, Dunja, and Robert Fabac. "Familiarity with Mission and Vision: Impact on Organizational Commitment and Job Satisfaction." Business Systems Research Journal 12, no. 1 (May 1, 2021): 124–43. http://dx.doi.org/10.2478/bsrj-2021-0009.
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Abstract Background: The relationship between organizational mission and vision statements, organizational commitment, and job satisfaction has been discussed vastly in previous research, both in the domain of public sector organizations and in profit organizations. Objectives: The goal is to investigate if there are differences in organizational commitment and job satisfaction between employees who are familiar with the mission and vision of their organization, compared to those who are not familiar with them. Methods/Approach: A survey research has been conducted on a sample of 114 employees in private and public sector organizations in the Republic of Croatia. Data were analysed using a t-test to determine the differences between two groups of respondents, i.e. those who are familiar with the visions and mission of their organisation, and those who are not. Results: There are differences in job satisfaction levels between employees who are familiar with the mission and vision of the organization in which they are employed and those who are not. Furthermore, differences are particularly evident in the group of public sector employees. Conclusions: The presence of awareness of the organizational mission and vision among employees has a positive effect on their job satisfaction. This is possibly an indicator of the organization’s culture, which fosters positive values embedded in the organizational vision and mission.
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García, I. García, RF Castillo, and ES Santa-Bárbara. "Nursing organizational climates in public and private hospitals." Nursing Ethics 21, no. 4 (October 11, 2013): 437–46. http://dx.doi.org/10.1177/0969733013503680.
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Background: Researchers study climate to gain an understanding of the psychological environment of organizations, especially in healthcare institutions. Climate is considered to be the set of recurring patterns of individual and group behaviour in an organization. There is evidence confirming a relationship between ethical climate within organizations and job satisfaction. Objectives: The aim of this study is to describe organizational climate for nursing personnel in public and private hospitals and to confirm the relationships among the climate variables of such hospitals. Materials and methods: A correlational study was carried out to measure the organizational climate of one public hospital and two private hospitals in Granada. The Work Environment Scale was used for data collection. The Work Environment Scale includes 10 scales, ranging from 0 to 9, which were used to evaluate social, demographic and organizational climate variables. In this study, 386 subjects were surveyed in three hospitals. Results: A total of 87% of the participants were female and 16% were male. Most participants were nurses (65.6%), followed by nursing aides (20%), and technicians (14.4%). The results obtained reflected different patterns of organizational climate formation, based on hospital type (i.e. public or private) within the Spanish context. Most of the dimensions were below the midpoint of the scale. Discussion and conclusions: In conclusion, in public hospitals, there is a greater specialization and the organizational climate is more salient than in the private hospitals. In addition, in the public hospitals, the characteristics of the human resources and their management can have a significant impact on the perception of the climate, which gives greater importance to the organizational climate as decisive of the ethical climate.
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Sarwar, Shagufta, and James Baba Abugre. "AN ASSESSMENT OF ISLAMIC WORK ETHICS OF EMPLOYEES IN ORGANIZATIONS: INSIGHTS FROM THE UNITED ARAB EMIRATES." Problems of Management in the 21st Century 6, no. 1 (April 5, 2013): 60–72. http://dx.doi.org/10.33225/pmc/13.06.60.
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The purpose of this research is to present a critical assessment of Islamic work ethics (IWE) of employees in public and private organizations in the United Arab Emirates (UAE). The work uses a quantitative survey method to gather the opinions of employees in both public and private organizations in the UAE on IWE. The findings of the study revealed that the ability of a worker to balance his or her personal and organizational needs in the workplace meant success in his religious and organizational life. Also, findings showed that being productive in work organizations should not be tied to the amount of money one gets, and that illicit behavior like stockpiling grains and other essential commodities for the purpose of profit - making in times of need is unethical and un-islamic. This study clearly indicates the need for employees and managers to uphold the Muslim teachings which can be manifested in their daily work attitudes (best practices) in various organizations. The study highlights the various ethical variables that employees believe are essential to work organizations while keeping faith to the Islamic religion. Key words: commitment, employee work practices, HRM in UAE, Islamic work ethics, organization.
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Nikolova, Milena. "Government Funding of Private Voluntary Organizations." Nonprofit and Voluntary Sector Quarterly 44, no. 3 (January 29, 2014): 487–509. http://dx.doi.org/10.1177/0899764013520572.
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Emmert, Mark, and Michael M. Crow. "Public-Private Cooperation and Hybrid Organizations." Journal of Management 13, no. 1 (March 1987): 55–67. http://dx.doi.org/10.1177/014920638701300105.
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Tereso, Anabela, Pedro Ribeiro, Gabriela Fernandes, Isabel Loureiro, and Mafalda Ferreira. "Project Management Practices in Private Organizations." Project Management Journal 50, no. 1 (November 29, 2018): 6–22. http://dx.doi.org/10.1177/8756972818810966.
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This article aims to make a contribution to theory, as well as to practice, by identifying which project management practices are used by most private organizations in general and by sector of activity. The influence of practitioners’ characteristics in the choice of project management practices and their use in groups are also analyzed. The results show that the most used project management practices are kick-off meetings, activity lists, progress meetings, Gantt charts, and baseline plans; however, differences between activity sectors and practitioners’ characteristics were found. The results also indicate that the most used project management practices are, in fact, used as toolsets.
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MURTAZASHVILI, ILIA, and JENNIFER MURTAZASHVILI. "The origins of private property rights: states or customary organizations?" Journal of Institutional Economics 12, no. 1 (February 27, 2015): 105–28. http://dx.doi.org/10.1017/s1744137415000065.
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AbstractPolitical theories of property rights are less optimistic than self-governance perspectives regarding the ability of non-state organizations to supply private property institutions. Despite offering different answers to the question of where property rights come from, these diverse perspectives share a concern with organizational capacity, constraints, and legitimacy as explanations why organizations are able to supply private property rights. We use these shared concerns as a point of departure to investigate formal and informal private property rights in rural Afghanistan. We find that informal private property rights are more effective than formal private property rights because customary organizations fare better than the state on the dimensions of capacity, constraints, and legitimacy. More generally, these ‘political’ features of formal and informal organizations explain why self-governance works, as well as provide insight into the challenges confronting efforts in fragile states to establish formal private property institutions.
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Patrick, Harold Andrew. "A Study of Political Styles of Managers in Public & Private Organizations." Ushus - Journal of Business Management 8, no. 2 (June 10, 2009): 9–23. http://dx.doi.org/10.12725/ujbm.15.2.
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No organization is devoid of power. The power relationship is the context for political action and encompasses the most basic issues underlying organizational politics. To understand organizational politics played by individuals occupying various positions an analysis of power, coalition, and bargaining in imperative. The study uses Kakabadse (1983) model to find out political style of Indian managers and compare managers working in private & public manufacturing organizations. 80 managers were drawn from lower and middle level management levels. Indian managers' preference of political styles indicates that the preferred styles remain the same irrespective of type of company worked for. Indian Managers are basically Team Coaches followed by Visionary style who are comfortable with criticism, confrontations and conflict. Results indicate the vast difference between what is perceived and what is put into action among Indian managers. When it came to the leadership style adopted it was found that the Participative style was the least adopted style in actual work situation. The results are discussed in the context of Indian manufacturing organizations.
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Saunders, Mary. "Remarks by Mary Saunders." Proceedings of the ASIL Annual Meeting 112 (2018): 281–83. http://dx.doi.org/10.1017/amp.2019.51.
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The International Organization for Standardization (ISO) is an independent, non-governmental, not-for-profit organization that develops and publishes fully consensus-based International Standards. ISO members are national standards bodies (NSBs), which may be government, private, or public-private entities. 163 NSBs are members of ISO. The ISO standards portfolio numbers more than 20,000 standards. ISO also has a large network of liaison organizations—which can participate in the ISO process but do not vote. These include many treaty organizations, including the World Health Organization, Codex, the International Labour Organization (ILO), the Organisation for Economic Co-operation and Development (OECD), and so on; as well as numerous other international organizations.
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Hasenpflug, Thomas Wilhelm. "The Sarbanes-Oxley Act And German Non-Profit Organizations: An Empirical Investigation." Journal of Business & Economics Research (JBER) 10, no. 7 (July 16, 2012): 419. http://dx.doi.org/10.19030/jber.v10i7.7147.
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Drawing on a survey of German non-profit organizations, this paper explores the state of implementation of corporate governance mechanisms by focusing on the organizations profiles. Subject of the research are those mechanisms as developed in the 2002 Sarbanes-Oxley Act for the for-profit sector which have since also been implemented for non-profit sector organizations. In applying chi-square tests, the association between the existence of these practices and a range of organizational characteristics was reviewed and the most influential characteristics were identified. This association of characteristics and practices explains a potential compliance of an organization. Such knowledge can be applied by a number of stakeholder groups, such as organizational decision-makers, legislators and sponsors. The identified characteristics, in order of importance, were annual revenue, age of the organization, existence of an international branch structure, organizations board members being active in the private sector, and organizations having an international scope of activities.
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Kosiński, Eryk. "Prawne formy podejmowania i prowadzenia działalności leczniczej jako element systemu ochrony zdrowia w Polsce. Wybrane aspekty." Przegląd Prawa i Administracji 114 (August 10, 2018): 121–38. http://dx.doi.org/10.19195/0137-1134.114.7.
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LEGAL FORMS OF UNDERTAKING AND CONDUCTING MEDICAL SERVICES ACTIVITY AS AN ELEMENT OF HEALTH CARE SYSTEM IN POLAND. CERTAIN ASPECTSThe health care system in Poland is characterized by big diversity on side of patients, services delivered by medical services organizations, and medical services organizations entities. The meaning of health care in terms of modern state is quite blatant. The appropriate legal regulation and the structural organization constitutes one of biggest challenges which now-a-days states face. A constitutional provision that guarantees right to health care and to access to health services “right to medical care”, “right to health”. In Poland such right is guaranteed by art. 68 secs. 1–5 of the Polish Constitution. There are many legal forms entities of medical services organizations. Those organizations may be divided into entrepreneurs and non-entrepreneurs. Such division is provided by the Polish act on medical services activity of April 15, 2011. Among entrepreneurs there are all entities which are undertakings according to Polish law, and research institutions, foundations, associations, organizational units of associations with legal entity, and units which function under laws regulating relations of the State with diff erent churches. There are additionally private medical practices conducted by medicine doctors and nurses. Among non-entrepreneurs there are so-called public independent health care units, budget units and military units. Moreover, one of the most important issues in the area of health care is a phenomenon of confl ict of interests. It relates to medicine doctors who are employed at the same time in public medical services organizations and in the private sector of health care, or the owners of the private sector medical services organizations, including private medical practice. It seems that such a confl ict of interests should be stopped by non-compete clauses provided in contacts concluded with public medical services organizations. Another possibility is to provide a general prohibition of combining both employment in public medical services organizations with private activities in this sector, including any form of capital involvement in this area.
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DÖNBAK, Eda Rukiye. "ORGANIZATIONAL ECOLOGY OF ACCOMMODATION POPULATIONS THAT TAKE PLACE IN TURKEY." Business & Management Studies: An International Journal 6, no. 4 (January 3, 2019): 790–805. http://dx.doi.org/10.15295/bmij.v6i4.293.
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The present study aims at taking an ecological approach to explain general and private types of accommodation organizations’ ecological movements in Turkey. Distribution Statistics for Certified Accommodation Facilities by Their Type issued by the Ministry of Culture and Tourism of Turkey for the period between 1990 and 2015, was used as data source. General and private organization types were classified by using this data and previous studies in literature. In this study repeated measure ANOVA test is used in order to investigate the significant differences between general and private accommodation groups’ upward trends between years of 1990 – 2015. When the data is tested independently based on years it is found that there is significant difference only in the group of private organizations. There was an upward trend in all groups compared to the years whereas this difference was significant only in the group of private organizations. The results can aid organizations strategically implementing their business plans.
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Grego-Planer, Dorota. "The Relationship between Organizational Commitment and Organizational Citizenship Behaviors in the Public and Private Sectors." Sustainability 11, no. 22 (November 14, 2019): 6395. http://dx.doi.org/10.3390/su11226395.
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Organizational Citizenship Behaviors (OCBs) are activities which are voluntary, go beyond the formal obligations of employees, and significantly affect the efficiency of the entire organization. The literature has devoted a lot of attention to them since the beginning of the 1980s. Not only has the nature of OCBs been studied, but so too have their dimensions and antecedents. However, there is a fairly significant research gap in the area of employee manifestations of citizenship behaviors according to type of organization (private and public sectors). This article addresses the issue of organizational commitment as one of the antecedents of OCBs. The research objective is to identify and assess the level of correlation between individual dimensions of organizational commitment and Organizational Citizenship Behaviors in public and private organizations in Poland. A quantitative study conducted on a sample of 323 employees allowed the hypotheses to be verified. In general, there are similar frequencies of Organizational Citizenship Behaviors in the public and private sectors. In public institutions, however, OCBs in the interpersonal dimension are more frequent, while in private institutions they occur more commonly in the organizational dimension. Most positively correlated with OCBs is the affective dimension of organizational commitment.
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Anatan, Lina, Wilson Bangun, and Fransiscus Marcel. "ANALYZING THE IMPACT OF INDIVIDUAL, GROUP, ORGANIZATIONAL, AND TECHNOLOGICAL FACTORS ON KNOWLEDGE SHARING ACTIVITIES AMONGST ACADEMICS IN INDONESIA." MIX: JURNAL ILMIAH MANAJEMEN 11, no. 3 (October 14, 2021): 394. http://dx.doi.org/10.22441/mix.2021.v11i3.007.
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Knowledge is the most important strategic resource for knowledge-based organizations such as higher education to achieve sustainable competitive advantage. Facing dynamic and unpredictable competition, organizations not only rely solely on a workforce training system that focuses on selecting workers who have specific knowledge, skills, abilities, or competencies, but also organizations must start thinking about how the knowledge sharing process can be carried out in organization. This study is conducted to investigate factors influencing knowledge sharing activities among academics in Indonesia. These factors include individual factors, group factors, organizational factors, and technological factors. This study involved academics from public and private universities in Indonesia and data collected through surveys. This study involved 141 respondents from 17 study programs which include 31 public and private universities in Indonesia. The results showed that individual factors, organizational factors, and technological factors had a significant influence on knowledge sharing activities among academics in higher education, while group factors did not have a significant effect on knowledge sharing activities between academics in universities in Indonesia
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Filstad, Cathrine, and Petter Gottschalk. "International Real Estate Review." International Real Estate Review 12, no. 1 (April 30, 2009): 88–97. http://dx.doi.org/10.53383/100106.
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This paper is concerned with value configurations that represent different value creation logic. We suggest the value shop as an appropriate value configuration for real estate agencies, where knowledge is the most important resource that is applied to solve problems. The knowledge organization has emerged as the dominant structure of both public and private organizations in the transition from an industrial to a knowledge society. According to the knowledge-based theory of organizations, knowledge is the main resource for an organization’s survival and success.
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Smith, Denis, and Brian Toft. "Towards an organization with a memory: exploring the organizational generation of adverse events in health care." Health Services Management Research 18, no. 2 (May 1, 2005): 124–40. http://dx.doi.org/10.1258/0951484053723144.
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The role of organizational factors in the generation of adverse events, and the manner in which such factors can also inhibit an organization's abilities to learn, have become important agenda items within health care. The government report 'An organization with a memory' highlighted many of the problems facing health care and suggested changes that need to be made if the sector is to learn effective lessons and prevent adverse events from occurring. This paper seeks to examine some of these organizational factors in more detail and suggests issues that managers need to consider as part of their wider strategies for the prevention and management of risk. The paper sets out five core elements that are held to be of importance in shaping the manner in which the potential for risk is incubated within organizations. Although the paper focuses its attention on health care, the points made have validity across the public sector and into private sector organizations.
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Oelberger, Carrie R. "Cui Bono? Public and Private Goals in Nonprofit Organizations." Administration & Society 50, no. 7 (September 8, 2016): 973–1014. http://dx.doi.org/10.1177/0095399716659735.
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Who benefits ( cui bono) from nonprofit organizational structures and practices? I draw on interviews, observation, and archival data from 25 grantmaking foundations to examine the mechanisms by which “charitable” institutions are designed to serve the private interests of internal members. I develop a framework to analyze how both public and private goals inform organizational design, exploring the dual, continuous, and dynamic nature of this process. This framework enables scholarship on nonprofit organizational behavior to examine private interests in a uniquely robust manner. Furthermore, it provides tools to study organizations’ evolution through varied functions and forms over time.
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Gherardi, Silvia, and Manuela Perrotta. "Re-thinking induction in practice: profession, peer group and organization in contention." Society and Business Review 11, no. 2 (July 11, 2016): 193–209. http://dx.doi.org/10.1108/sbr-03-2016-0021.
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Purpose The purpose of this paper is to develop an interpretative framework of induction as a social practice to examine the ecology of the human and non-human actors involved in the production of induction as a social effect. Design/methodology/approach Three case studies are conducted in different types of organizations (private, public and network) to analyse the relation between the induction process and the actors that influence it. Findings Three different models of induction are described: in a professional bureaucracy, socialization precedes selections and the key actor is the profession; in a small private organization, induction is almost exclusively managed by the peer group in the form of seduction by the profession; in a large network of organizations, induction is explicitly managed by the organization and becomes a means to transmit the organizational culture. Research limitations/implications In the description of the empirical data, it is shown how an individual undergoes induction into the organization when he/she undergoes seduction (by the profession). Nevertheless, the models could be improved by the study of a larger sample of organizations. Originality/value This paper shows that induction is not the effect of solely the encounter between individual and organization, because two other agents are involved in the process, namely the profession and the peer group.
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Shehu Lokaj, Alma, and Thelleza Latifi Sadrija. "Organizational culture influenced by leadership styles: the case of private businesses in Kosovo." Problems and Perspectives in Management 18, no. 3 (September 30, 2020): 306–14. http://dx.doi.org/10.21511/ppm.18(3).2020.25.
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The characteristics and importance of leadership styles to organizational change are of particular importance for the development of organizational culture. This study aims to test leadership styles and the impact of the correlation between leadership style and organizational culture on the level of employees’ readiness across a range of leadership outcome measures. This study provides empirical evidence for the impact of leadership styles on organizational culture and vice versa. A questionnaire was distributed to 450 employees in private organizations in Kosovo. The obtained results show that organizational culture was a significant predictor for both transactional and laissez-faire leadership styles. Based on the dimensions of organizational culture concerning Kosovar leadership styles (transformational, transactional, laissez-faire), their mutual influence dominates more on one variable and less on any other variable as a measuring mechanism for outputs and their interpretation. The study will help the organizations’ leadership understand that their leading style influences the organizational culture and, as such, the employees’ performance. In Kosovo, the concept of organizational culture concerning Kosovar leadership has not been properly developed, and measures should be taken by private businesses to settle this issue.
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Miller, Frederick A. "Strategic Culture Change: The Door to Achieving High Performance and Inclusion." Public Personnel Management 27, no. 2 (June 1998): 151–60. http://dx.doi.org/10.1177/009102609802700203.
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Diversity is one of the most significant forces influencing organizational change in the 1990s. The number of diversity workshops, videos, journal articles, boardgames, handbooks and CD-ROMs testify to its significance. Many of these present diversity as a problem to overcome or manage. Few recognize diversity as a potential source of organizational effectiveness. This article presents diversity as a key resource to create a high performing work culture that enables all members of the organization to do their best work. I share some of the lessons learned in over twenty-five years experience consulting with public and private organizations in their quest to build inclusive, high performing work environments. The article distinguishes between diversity and inclusion, describes a model for diagnosing an organization's culture, sets forth steps for implementing organizational change, and discusses the human resource professional's role. These concepts grew out of my work with organizations such as Mobil Corporation, Dun & Bradstreet, Apple Computer and the Cities of Portland, Maine; Columbus, Indiana; and San Diego, California.