Gotowa bibliografia na temat „Aggressive-defensive culture”

Summary Objective: To measure doctors’ and nurses’ perceptions of organisational culture and relate this to their attitudes to, and satisfaction with, a hospital-wide mandatory computerised provider order entry (CPOE) system in order to illuminate cultural compositions in CPOE use. Methods: A cross-sectional survey design was employed. Data were collected by administering an organisational culture survey (Organisational Culture Inventory, OCI) along with a user-satisfaction survey to a population of 103 doctors and nurses from two clinical units in an Australian metropolitan teaching hospital. Clinicians from the hospital had used the CPOE system since 1991 to order and view clinical laboratory and radiology tests electronically for all patients. The OCI provides a measure of culture in terms of three general styles which distinguish between: constructive; passive/defensive, and aggressive/defensive cultures. The cluster which best describes the overall culture is the one that has the highest percentile score when the percentile scores of the four cultural norms included in the cluster are averaged. The user satisfaction survey asked questions relating to satisfaction with, and attitudes to, the system. Results: We found identifiable sub-cultures based on professional divisions where doctors perceived an aggressive-defensive culture (mean percentile score = 43.8) while nurses perceived a constructive culture (mean percentile score = 61.5). There were significant differences between doctors and nurses on three of the attitude variables with nurses expressing more positive views towards CPOE than doctors. Conclusion: The manifestation of sub-cultures within hospitals and the impact this has on attitudes towards clinical information systems should be recognized and addressed when planning for system implementation. Identification and management of the cultural characteristics of different groups of health professionals may facilitate the successful implementation and use of clinical information systems.

<p>Organization culture is a concept with multidimensional characteristic which consists of belief, values, and behavior pattern an assumption, that can be spread to organization, in other hand organization culture is one of element with have specific characteristic that can be improved quality and change in process management of organization performance, the research uses qualitative and qualitative design, data have been collected by observation, interview, and questionnaire. Data Analytic Technique uses factor analytic with other calculation, for other calculation, this research uses some indicator in organization culture, and it has been classified for some cluster consist of Constructive Cluster, Passive or Defensive cluster, and Aggressive cluster. The Result of research can be described some indicator of organization culture are constructive cluster consist of innovation, Information, and technology benefits, new methods, loyalty and belief, transparent and openness, in other hands passive or defensive cluster, consists of evaluation and controlling, monitoring system, opportunities for increased performance, change, and service of organization and aggressive cluster consist of opportunities for carrier development, self - improvement, empathy</p>

<p>The aim of this study was to investigate the relationship between human resource management (HRM) practices and organizational performance on the basis of 247 valid and reliable questionnaires distributed to managers at different management levels working in Jordanian manufacturing firms. The study also aimed to explore the mediating role of knowledge management as well as the moderating effect of organizational culture on the relationship between HRM practices and organizational performance. Ten HRM practices and 10 indicators of organizational performance were adopted for the purpose of this study. Knowledge management was measured by examining three processes; knowledge creation, sharing and utilization. Organizational culture was measured according to passive/defensive, aggressive/defensive and constructive cultures. The results of the study supported the presumed hypotheses. Hence, HRM practices significantly predicted organizational performance. Knowledge management mediated the relationship between HRM practices and organizational performance. Finally, it was found that organizational culture moderated the relationship between HRM practices and organizational performance as well as the relationship between HRM practices and knowledge management. Constructive cultures play a positive role in the relationship between HRM practices and organizational performance (OP), while defensive cultures negatively affect the relationship between HRM practices and knowledge management (KM). The main contribution of this study to the literature on HRM, KM and OP derives from the lack of prior studies addressing the same purposes as this study. The study informs researchers and managers that both knowledge management and organizational culture mediate and moderate the impact of HRM practices on organizational performance to a considerable extent.</p>

The Organizational Culture Inventory measures 12 sets of normative beliefs or shared behavioral expectations associated with three general types of cultures, Constructive, Passive-Defensive, and Aggressive-Defensive These cultural norms are hypothesized to influence the thinking and behavior of organizational members, their motivation and performance, and their satisfaction and stress. As components of organizational culture, behavioral expectations are considered to be shared and enduring in nature. Tests of three types of reliability—internal consistency, interrater, and test-retest—and two types of validity—construct and criterion-related—on data provided by 4,890 respondents indicate that the inventory is a dependable instrument for assessing the normative aspects of culture. Obtained alpha coefficients support the internal consistency of the scales; tests for interrater agreement show that significant variance in individuals' responses is explained by their organizational membership; and tests for differences across time show the temporal consistency of scale scores. Factor analysis results provide general support for the construct validity of the scales, most of which were related to both individual and organizational criteria as predicted.

Purpose The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace. Design/methodology/approach A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method. Findings Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination. Originality/value This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.

ABSTRAK Setiap organisasi memiliki ciri khas yang membedakannya dengan organisasi lain, ciri khas ini menjadi identitas bagi organisasi. Budaya organisasi dapat membantu kinerja pegawai, karena menciptakan suatu tingkat motivasi yang besar bagi pegawai untuk memberikan kemampuan terbaiknya dalam memanfaatkan kesempatan yang diberikan oleh organisasinya. Tujuan dari penelitian ini adalah untuk mengetahui fakta, data dan hal-hal yang berkaitan dengan permasalahan variabel budaya organisasi dan kinerja pegawai. Peneliti menggunakan jenis penelitian survey dengan pendekatan kuantitatif, yaitu penelitian yang menggunakan kata-kata atau kalimat dengan beserta angka-angka dengan memakai sampel dan menggunakan kuesioner sebagai alat pengumpulan data pokok. Adapun dalam pengumpulan data dilakukan dengan metode Observasi, Kuesioner. Hasil penelitian menunjukkan bahwa, Pengaruh budaya konstruktif (X1) terhadap kinerja pegawai (Y) sebesar 0,445 atau 44,5% dengan nilai signifikansi sebesar 0,007. Menunjukan bahwa semakin baiknya budaya konstruktif akan berdampak pada meningkatnya kinerja pegawai. Pengaruh budaya pasif-defensif (X2) terhadap kinerja pegawai (Y) sebesar 0,332 atau 33,2% dengan nilai signifikansi sebesar 0,017. Menunjukan bahwa semakin baiknya budaya pasif-defensif akan berdampak pada meningkatnya kinerja pegawai. Pengaruh budaya Agresif-defensif (X3) terhadap kinerja pegawai (Y) sebesar 0,568 atau 56,8% dengan nilai signifikansi sebesar 0,003. Menunjukan bahwa semakin baiknya budaya agresif-defensif akan berdampak pada meningkatnya kinerja pegawai. Simpulannya terdapat pengaruh budaya organisasi secara simultan dan parsial terhadap kinerja pegawai pada Kantor Camat Dungingi Kota Gorontalo Kata kunci : Budaya Organisasi; Kinerja Pegawai ABSTRACT Every organization has a characteristic that distinguishes it from other organizations, this characteristic becomes the identity of the organization. Organizational culture can help employee performance because it creates a large level of motivation for employees to provide the best ability to take advantage of the opportunities provided by the organization. The purpose of this study is to find out facts, data, and matters related to organizational culture variables and employee performance issues. Researchers used a type of survey research with a quantitative approach, namely research that uses words or sentences along with numbers using samples and using questionnaires as a primary data collection tool. The data collection is done by the method of observation, questionnaires. The results showed that, the effect of constructive culture (X1) on employee performance (Y) of 0.445 or 44.5% with a significance value of 0.007. Shows that a better constructive culture will have an impact on improving employee performance. The influence of passive-defensive culture (X2) on employee performance (Y) of 0.332 or 33.2% with a significance value of 0.017. Showing that a better passive-defensive culture will have an impact on improving employee performance. The influence of Aggressive-defensive culture (X3) on employee performance (Y) of 0.568 or 56.8% with a significance value of 0.003. It shows that the better the aggressive-defensive culture will have an impact on improving employee performance. In conclusion, there is an influence of organizational culture simultaneously and partially on the performance of employees in Gorontalo City Dungingi Sub-District Office Keywords: Organizational Culture; Employee Performance

This paper considers the contrasting and deliberate efforts to reshape the Tluvial futures of two important American cities which essentially re-wrote their riparian heritages. Chicago’s aggressive extension of its commercial reach through its artiTicial connection with the Mississippi has become embodied in its environmental, political, and literary history. Conversely, New Orleans crafted a defensive local culture in its environmental history, politics, and literature. The contrasting investments in river-altering infrastructure and urban relationships with the one river expose the signiTicance of each city’s position within a watershed and in shaping its respective cultural history and its identity.

The combination of business strategies and practices that tends to enhance sustainability of performance has been the subject of only a modest number of scholarly studies, but has been at the forefront of corporate agendas for decades. Dramatic shifts in performance and industry standing occur frequently among firms that develop technology products and services, the ‘technology innovators,’ in part because these firms operate in external business environments that tend to be turbulent. This exploratory study focuses on the integration of these five elements through case studies of three medium to large technology innovator firms operating under medium or high environmental turbulence. Interviews of 10 managers, directors and executives based on a semi-structured guide were augmented by qualitative self-assessment of leadership style, a validated instrument for assessing culture type, pre-interview surveys and secondary data. The results are: a single predominant leadership style setting an expectation of high performance was seen among managers in all three firms, a high presence of Aggressive/Defensive cultural style existed among the firms, and sustainability of performance was believed by interviewees to depend on effective integration of strong leadership style and culture, structure appropriate for innovation, and balanced emphasis on strategic positioning and operational effectiveness.

World War I, which significantly reshaped the world map, also stirred lively debates about the fate of Russia and Germany, as they were the most affected by its outcome. German cultural scientist Oswald Spengler and a group of Russian emigrants, who united to form a movement called “Eurasianism” were active participants of those debates. However, the origins of their views lay in the scientific and social thought of Germany and Russia in the second half of the nineteenth – early twentieth centuries. Spengler and the Eurasianists were united in their rejection of Eurocentrism in the study of cultures and the assignment of the West and Russia-Europe as subjects on the equal level. Spengler pointed out that the Western world was on the brink of decline and that the only nation, that could lead it against the awakening East was the German one. The strict order was seen as characteristic feature of contemporary Germany, which would enable it to withstand the nomadic and chaotic hordes coming from the East. The Eurasianists, in turn, pointed out that stability and orderliness could be named as the Eastern features in the Russian nation. Russia-Eurasia was perceived by them as the bulwark of the rest of mankind against the onslaught of the West that sought to spread its culture to other nations. Thus, the confrontation of the West, as represented by Germany and Russia, was seen by both sides as defensive struggle of order against aggressive chaos.

Strategic communication is one of the expressions of state power and represents an instrument in the political and security achievement of national interests. In the context of contemporary conflicts, it is an expression of a hybrid action in the fields of information, media, internet, and the entire spectrum of public diplomatic performances. It can have an offensive or defensive character. The main goal is to influence the public opinion and further move the focus in relation to the public towards cultural values and eventual adjustment of the political system through the ?reprogramming? of the political culture in accordance with the given objectives. Strategic communication is a planned and comprehensive activity of the organizational entity, which aims at achieving a successful and efficient interaction with the environment. Some of the elementary forms of strategic communication that support the highest national goals, even in the case of defense and security issues, are propaganda, public diplomacy, and interest communications (advocacy, lobbying, etc.). In this paper, using the analysis of the content and synthesis, a projection of strategic communication in the scope of propaganda, public diplomacy, and lobbying as determinants of strategic communication is presented. A framework for strategic propaganda planning, a strategic approach to public diplomacy, and a lobbying strategy have been developed, with a basic proposal for the modelling of every listed component of strategic communication. The paper contributes to the thesis that strategic communication aims at supporting the organization?s mission. In the field of defense and security, strategic communication has one of the vital roles in supporting the achievement of the mission of strengthening the overall identity, the international position of internal cohesion and the unity of the nation, as well as the general readiness to respond to the contemporary security challenges. Strategic communication represents a wide area of communication disciplines that combine different co-information areas, disciplines, and skills in a hybrid and inventive way. Strategically guided propaganda, public diplomacy, and lobbying are certainly areas of importance for the comprehensive construction of the ?soft? power, but also in support of the construction of the ?hard? power. The conclusion is that the planning and implementation of the strategic communication, through strategic determinants, such are propaganda, public diplomacy, and lobbying, must be meticulously studied and planned, according to scientific and practice-tested postulates. In this way, it is possible that strategic communication really strongly and significantly supports the achievement of the organization?s mission, which in the case of the state relates to its international position, resistance to contemporary, hybrid challenges of risk and threats, and readiness for the defensive, and, if necessary, offensive activity. This approach seeks to raise general defense capacities, thus turning the state into an unwanted opponent, and achieving the effect of preventing and deterring possible aggressive action.

Contextual factors linked to behaviour problems in schools include leadership, organisational culture (within individual schools), and levels of teacher stress. Efforts to improve the school environment, reduce teacher stress, and improve student outcomes often have a singular focus on behaviour management policy. The aim of this research concerns the direction of effects from these variables, and offers an alternative perspective on the environment-behaviour equation. That is, while student misbehaviour is viewed as a 'producer' of teacher stress, it may also be perceived as a 'product'. An initial qualitative investigation (Study 1) invited behaviour management staff (N = 23) to participate in focus groups, where three questions were posed in relation to the overall research aims. Content analysis was performed on the transcribed focus group data, and revealed that the hypothesised direction of effect between the variables of interest appeared probable. Participants for the main studies (Studies 2 and 3) were teaching staff (N = 136), school administrators (N = 17) and students referred for behavioural problems (N = 1432) at seven Brisbane metropolitan schools. Teachers and school administrators completed both the Multifactor Leadership Questionnaire and the Organisational Culture Inventory, while teachers also completed the Maslach Burnout Inventory. Student data was collated from school records, and grouped according to categories of referral frequency per student. In Study 2, high referral rates were associated with transactional leadership, and the Oppositional aspect of Aggressive-Defensive culture. Low and medium referral rates were associated with transformational leadership and the Dependent, Approval, and Avoidant aspects of Passive-Defensive culture, and the Affiliative aspect of Constructive culture. Regression tests found further support for the proposed path model and the hypothesised direction of effects. Transactional leadership and the Passive-Defensive and Aggressive-Defensive culture types were most influential in prediction of referral rates for student misbehaviour. Unexpectedly, teacher stress was non-significant in explanation of referral rates for student misbehaviour. Study 3 examined hypothesised differences in perception between school administrators and teaching staff, according to the leadership and organisational culture dimensions. Both groups endorsed transformational leadership as the dominant style, although results differed by degree for each group. In terms of school culture, differences between groups were again evident, as teachers' perceptions of school culture were significantly more negative compared to school administrators. Overall, qualified support was found for the hypothesised direction of effects from school environment variables on referral rates for student misbehaviour. Leadership style and school culture emerged as most important for the student outcome variable, and may be important in consideration of school-based approaches to behaviour management. Additionally, teacher stress, while related to school leadership style and organisational culture, appeared to have no effect on student referral rates.

This article demonstrates the extent to which underwater and maritime archaeology have developed and expanded over centuries. This article summarizes the study of shipwrecks and wider maritime culture in geographical areas throughout the world. Wrecked vessels reveal the technological achievements of their day. Warships demonstrate developments in aggressive and defensive technologies. Merchant vessels carry evidence of the range of cargoes traded. Underwater archaeology has gained wider acceptance and validity. The development of maritime archaeology targets future research to use resources efficiently. Maritime archaeologists center their work on understanding ships of all periods and all regions, from small vernacular craft to large naval vessels. This is leading to greater appreciation of the subtleties of design, regional variations, and complexity of construction methods. Progress in computing has made it possible to disseminate data. Deepwater archaeology has great potential in the future. Underwater archaeology will spread to more countries.