Rozprawy doktorskie na temat „Organizational climate”

Private schools are by definition separate corporate entities, not supported by the government, but primarily by private funds. While private schools are independently owned and operated, their similarities end there. Their extensive organizational diversity creates problems for researchers and results in few studies with practical significance for the private school leader. Likewise, studies utilizing instruments and lenses common to public school research has limited private school data.

The purpose of this research was to describe the organizational climate of Texas private schools. Based on 3,000 faculty respondents from 75 organizations, representing an estimated 120,000 K-12 students, this research will begin to fill a void in the organizational climate literature as it relates to private schools. Furthermore, this study will equip private school leaders with practical information to assess and improve their organizations’ climate. The findings reflect healthy and open environments across three dimensions of the Organizational Climate Index (OCI) for all participating schools representing all three major private school typologies.

Members of the healthcare industry have not fully understood organizational climate factors that enhance organizational citizenship behaviors (OCBs). This lack of understanding can result in negative patient outcomes. The purpose of this cross-sectional quantitative study was to examine the relationships between organizational climate factors and OCBs of employees at hospitals via person-organization fit theory. More, specifically, the purpose of this research was to explore (a) the relationships between organizational climate variables (i.e., welfare, autonomy, involvement, effort, training, integration, and supervisory support) and OCBs (n = 218), (b) differences in OCB scores between hospital leaders (n = 72) and followers (n = 146), and (c) differences in OCB scores between clinical (n = 167) and nonclinical (n = 51) hospital employees. The data were collected from alumni of healthcare degree programs via an anonymous online questionnaire. Results indicated that effort and integration were statistically significant predictors of OCBs. Independent t-test results indicated no significant differences in OCB scores between leaders and followers and between clinical and nonclinical employees. To increase OCBs, a cultural shift is required that includes rewarding actions that align with organizational goals and engaging in interdepartmental collaboration. Implications include increased organizational sustainability; more efficient use of healthcare resources; positive, data-driven decision making regarding healthcare policy; and an increase in aggregate displays of OCBs. Emphasizing effort and integration can promote positive social change that results in enhanced patient care, alignment between employee actions and organizational goals, and improved overall societal health.

Emotionally disconnected employees, about 70% in the U.S., do not experience positive affect at work, are disengaged, and not creative. The purpose of this quantitative quasi-experimental study was to investigate the effects of leaders' endorsement of idiosyncratic workplace fun (independent variable) and organizational playfulness climate (independent variable) on organizational creativity (dependent variable). Complexity-based theoretical perspectives on organizational creativity framed this quantitative study. Data were collected via three survey instruments at two data points from 7 project teams, divided into two experimental groups, at 6 companies in northwestern United States. One group received an intervention for 1 month. Pearson's correlation analysis showed no significant relationships between leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate with organizational creativity. Repeated measures analysis of variance revealed that the 2 experimental groups did not differ significantly in terms of their creativity when team leaders endorsed idiosyncratic workplace fun and when project teams worked in an organizational playfulness climate. Bivariate regression analysis and multiple regression analysis showed that leaders' endorsement of idiosyncratic workplace fun and organizational playfulness climate did not predict organizational creativity, neither individually nor collectively. Although the study's findings cannot be used to affect social change, the examination of the relationships between leaders' endorsement of idiosyncratic workplace fun, organizational playfulness climate, and organizational creativity in the future might yield important insights about the mechanisms facilitating the emergence of organizational creativity at companies.

Organisational climate, as represented by the aggregation of the perceptions of the individual employees within the organisation, has been the focus of considerable empirical research that can be traced back to the work of Lewin, Lippit and White (1939).The debate around organisational climate research, concentrates on the methodological issue of how the construct of such climate can be translated into an indicator of organisational effectiveness. Schneider and Bowen (1985), Bacayan and White (1993) have provided evidence that a worthy and functional organisational climate does have a positive effect upon service outcomes and hence improves organisational success. The study examines the influence of organisational participants’ perception of work environment on job performance in a sample of employees within the various departments of Transnet National Ports Authority. The paper presents that the perception of organisational climate has a significant effect on job performance of some employees while it is not so for others. The research sample consists of 71 employees working in the marine and operations, engineering, human resource, marketing and legal departments. One questionnaire was designed by the researcher to measure organisational climate and the effectiveness of job performance. The climate dimensions of communication, management and supervision, reward and recognition and training are significantly related to job performance. The research consisted of the organisational climate and job performance literature and the subsequent link between these two constructs within Transnet National Ports Authority. In conclusion the report presents the authors findings, conclusions and recommendations derived from the study.

Organizational culture statements are established to pronounce and promote core values for employees to live while performing roles and responsibilities. It is essential for employees to be knowledgeable of cultural expectations. When considering organizational alignment, research has indicated there is deficient linkage when analyzing applied strategies versus envisioned strategies focusing on employees’ actual lived experiences. The purpose of this phenomenological study was to survey whether the corporate health care employees’ lived experiences mirrored the stated cultural values associated with the theoretical framework concerning artifacts, espoused values, and basic assumptions. Through an online survey, this phenomenological study analyzed cultural experiences of 10 corporate health care employees, ranging from administrative support to the executive level. This study revealed experiences by employees based on stated cultural values and expectations. Many of the participants’ lived experiences linked back to the organization’s advertised cultural values. Results relative to behaviors emulating the culture statement were expressed based on employees’ alignment with the organizational mission and vision. They feel included, recognize integrity, and have an appreciation for serving the community. Other findings linked to the communication mediums were based on utilization, frequency, and access to appropriate communication tools. Findings also demonstrated leaders’ behaviors which align with innovation and granting autonomy for optimal performance. These results may influence social change by providing insight for better understanding employees’ lived experiences, thus creating improved alignment, replication of behaviors, mutual respect, and collaboration.

Dissertação de Mestrado em Sociologia das Organizações e do Trabalho
A cultura organizacional é um elemento determinante nas acções e no sucesso organizacional, em consequência da sua implicação na motivação e no desempenho dos colaboradores. Numa época de profundas mudanças nos paradigmas organizacionais, o diagnóstico da cultura organizacional existente, revela-se um factor crítico de sucesso. Este estudo pretende diagnosticar o clima e cultura de uma organização, destacando o contributo destes como factores condicionadores de outras variáveis organizacionais, funcionando como o ponto de partida do diagnóstico e da intervenção na organização, dotando os gestores de um instrumento de eficácia organizacional. Utiliza-se uma metodologia quantitativa, e o questionário FOCUS para a recolha dos dados, que foram analisados através do programa SPSS. Em termos de procedimentos e recorrendo à técnica da análise de clusters, aplicaram-se os seguintes testes, CATPCA na análise das componentes principais, o TwoStep para a obtenção do número ideal de clusters e o K-Mean para apurar o valor dos centróides do cluster. A análise baseou-se na teoria dos valores contrastantes de Quinn (1983) e o modelo do clima de Cock, Epuwen e de Witte (1986). Os resultados indicam que a percepção da cultura na organização estudada é predominantemente baseada na orientação para regras, existindo no entanto diferentes percepções de cultura (subculturas) por categorias profissionais.
Organizational culture is a determining factor in the actions and organizational success as a result of its involvement in motivation and performance of employees. In a time of profound changes in organizational paradigms, the diagnosis of organizational culture, is a critical success factor. This study aims to diagnose the organizational culture and climate of an organization, highlighting the contribution of such factors as conditioners of other organizational variables, functioning as the starting point of diagnosis and intervention in the organization, giving managers a tool for organizational effectiveness. We use a quantitative methodology, and FOCUS questionnaire for collecting data, these were analyzed using SPSS. In terms of procedures, using the technique of cluster analysis was applied the test CATPCA in the analysis of main components, the TwoStep for obtaining the optimal number of clusters and K-Mean to investigate the value of the cluster centroids. The analysis was based on the theory of contrasting values of Quinn (1983) and climate model de Cock, Epuwen and Witte (1986). The results indicate that the perception of culture in the organization studied is predominantly based on the rules orientation, however there are different perceptions of culture (subcultures) for professional categories.

As the United States faces a critical teacher shortage, it is important to examine all factors that may contribute to the revolving door of teacher attrition. This study explored the climate of elementary schools to determine if there was a correlation between teacher attrition and school organizational climate. Three basic research questions were addressed: 1) Is there a relationship between school organizational climate and teacher attrition? 2) Is a change in campus leadership related to school organizational climate? 3) Is there a relationship between a change in campus leadership and teacher attrition? Thirty-seven elementary schools were examined in terms of their individual teacher attrition rates and their climate survey scores. The data utilized in this study came from one school district's climate survey and teacher attrition rates for the 2000-2001 school year. The findings of this study indicate that factors of organizational climate may predict teacher attrition rates. Specifically, instructiona support may be related to teacher attrition. Major components of instructional support include principal behaviors, respect for teaching and learning, and communication with administrators. Teacher attrition was not related to principal experience. Also, principal experience was not related to factors of school organizational climate.

This thesis has three aims: i) to investigate the relationships between a range of management practices and organizational performance; ii) to develop and validate a measure of organizational climate orientated towards assessing climate and organizational performance relationships; and iii) to examine the relationships between organizational climate and organizational performance, and test the mediating role of employee affect, in the form of job satisfaction.

Thesis (M.S. in Operations Research) Naval Postgraduate School, June 2001.
Thesis advisor(s): Buttrey, Samuel E.; Miller, Nita. "June 2001." Includes bibliographical references (p. 73-74). Also available online.

Healthcare managers are failing to meet the increasing demand for services while experiencing a growing shortage of healthcare workers. The restrictive scope of practice regulations and organizational barriers have a negative effect on the number and growth of nurse practitioners available to meet the required demand. Researchers have focused on the organizational climate of the nursing profession in general, yet there is an absence of research regarding the perceptions of the advanced registered nurse practitioners (ARNPs) in their local practice environment. The purpose of this study was to examine if ARNP role identification, autonomy, and collaboration were predictive of perceived organizational climate. Lewin’s field theory formed the theoretical framework for the study. A sample of 187 ARNPs practicing in the state of Florida specializing in primary care completed the nurse practitioner–primary care organizational climate questionnaire administered via an online third party survey administration service. The results of the multiple linear regression analyses indicated the model as a whole was able to significantly predict organizational climate F(3, 183) = 12.498, p = .001, R2 = .681. Role identification (β = .346) provided the most contribution to the model, followed by collaboration (β = .296) and autonomy (β = .275). The implications for social change could include providing Florida state policymakers and healthcare managers with the meaningful information needed to develop concrete strategies for optimizing and retaining the ARNP workforce. Improving nurse practitioner engagement could lead to improved patient results and safety.

Mestrado em Gestão de Recursos Humanos
O presente trabalho tem como objetivo desenvolver e validar um modelo de diagnóstico de clima organizacional para a Lusoponte. Pela revisão da literatura científica existente sobre o tema do clima organizacional, com particular foco nos instrumentos de diagnóstico, são identificadas as dimensões mais constantemente referidas e as que maior aplicabilidade têm na organização em estudo. Com base no modelo desenvolvido, procura-se apreender a relação entre as dimensões assinaladas e a satisfação dos colaboradores. É submetido um questionário aos colaboradores da organização, que revela, após análise, que o clima organizacional da Lusoponte é globalmente positivo, embora moderado, sendo apontados os pontos fortes e os que carecem de melhoria.
This study aims to develop and validate an organizational climate diagnostic model to Lusoponte. Upon the review of the scientific literature on the subject of organizational climate, with particular focus on diagnostic tools, the most constantly referred dimensions are identified, and those that have greater applicability in the organization under study. Based on the developed model, we seek to grasp the relationship between the indicated dimensions and employee satisfaction. A questionnaire is submitted to the organization's employees, and, after analysis, it reveals the organizational climate of Lusoponte as overall positive, although moderately. Both strengths and points of improvement are presented.

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics
It is the propose of this study to (1) analyze the impact of the Human Resource Management (HRM) content (i.e. practices) in the organizational climate, culture, and performance; (2) assess the influence of the HRM process (i.e. HRM Strength) as a mediator in the link between HRM content and the organizational climate, culture, and performance; and (3) investigate the mediating roles of climate and culture in the HRM-performance link. The proposed model was tested using a sample of 80 questionnaires, where 63 were responses from non-supervisory employees and 17 from supervisors, from 2 Hospitals. HRM practices were grouped into 4 bundles, through an exploratory factor analysis – Training, Internal Recruitment, Merit Compensation, and Participation & Job Stability. From these HRM bundles, Merit Compensation and Participation & Job Stability, were shown to have a significant impact on proximal outcomes. Specifically, Participation & Job Stability was associated with Organizational Citizenship Behavior, Merit Compensation was associated with Work Engagement, and both HRM bundles were associated with Innovative Behavior. The mediation effect was only visible in the case of Innovation & Flexibility and Reflexivity for the relation between Merit Compensation and Innovative Behavior, and only Innovation & Flexibility demonstrated to mediate the relation between Merit Compensation and Work Engagement. No mediation effects were found concerning HRM Strength. Both Merit Compensation and HRM Strength were found to have a significant association with all the climate dimensions except for Formalization.

Els problemes de sostenibilitat ambiental, com el canvi climàtic, solen ser d'escala mundial però necessàriament locals i materials en les seves manifestacions. No obstant això, la literatura sobre sostenibilitat i gestió ha prestat poca atenció a com l'entorn natural afecta les organitzacions i les seves operacions. Un punt de vista emergent en la literatura sobre sostenibilitat retrata les organitzacions com incorporades a la natura i permet una mirada més profunda a les interrelacions locals entre les organitzacions i l'entorn natural que les envolta. Aquesta tesi doctoral adopta aquesta perspectiva per comprendre millor com les organitzacions i els seus membres entenen i interpreten l'entorn natural en què estan immerses, i com aquestes interpretacions donen forma a les pràctiques organitzatives. Per a això, s'apliquen metodologies d'investigació qualitatives i quantitatives per examinar fins a quin punt i com l'experiència directa dels fenòmens naturals, com els efectes del canvi climàtic o les catàstrofes naturals, afecta les respostes i resultats de les organitzacions. Un primer estudi de mètodes mixtes sobre productors de cacau al Brasil explora com els responsables de la presa de decisions en contextos vulnerables experimenten les conseqüències del canvi climàtic i com els seus diferents interpretacions donen forma a les respostes adaptatives organitzatives. Aquest estudi se centra en les respostes organitzatives immediates als fenòmens naturals adversos. Un segon estudi investiga empíricament els efectes a llarg termini de l'experiència dels fenòmens naturals en els resultats organitzatius. Basant-se en l'anàlisi de dades quantitatives sobre empreses japoneses en el context del Gran Terratrèmol de l'Est del Japó, aquest estudi proposa el concepte de creixement posttraumàtic organitzatiu per captar el canvi emergent en els valors organitzatius i la capacitat de resposta a les necessitats socials després del desastre natural. Aquests estudis se centren en les interrelacions locals entre les organitzacions i l'entorn natural en què estan immerses. Si bé aquest enfocament contribueix a la creixent literatura sobre les organitzacions i l'entorn natural, també implica el risc de perdre en la infinitat d'especificitats i interpretacions que caracteritzen a cada context i que s'han d'integrar amb l'escala global de les qüestions de sostenibilitat. Conciliar l'escala local i la global, necessàries per abordar aquests reptes de sostenibilitat, no és gens trivial. Per això, un tercer estudi pretén fer una contribució teòrica a les tensions que sorgeixen entre l'aplicació local de pràctiques sostenibles i la necessitat de coordinació global en el context de les normes voluntàries de sostenibilitat. En conjunt, els tres estudis d'aquesta tesi doctoral pretenen contribuir en la interrelació local entre les organitzacions i el sistema natural en què estan immerses, per entendre com les interpretacions organitzatives dels fenòmens naturals locals afecten les organitzacions i com poden abordar eficaçment les tensions entre els nivells local i global. Els principals arguments es basen tant en la teoria com en les proves empíriques, de manera que s'ofereix un enfocament metodològic global apte per a fer aportacions substancials a l'estudi de les organitzacions i la natura.
Los problemas de sostenibilidad ambiental, como el cambio climático, suelen ser de escala mundial pero necesariamente locales y materiales en sus manifestaciones. Sin embargo, la literatura sobre sostenibilidad y gestión ha prestado poca atención a cómo el entorno natural afecta a las organizaciones y sus operaciones. Un punto de vista emergente en la literatura sobre sostenibilidad retrata a las organizaciones como incorporadas a la naturaleza y permite una mirada más profunda a las interrelaciones locales entre las organizaciones y el entorno natural que las rodea. Esta tesis doctoral adopta esta perspectiva para comprender mejor cómo las organizaciones y sus miembros entienden e interpretan el entorno natural en el que están inmersas, y cómo estas interpretaciones dan forma a las prácticas organizativas. Para ello, se aplican metodologías de investigación cualitativas y cuantitativas para examinar hasta qué punto y cómo la experiencia directa de los fenómenos naturales, como los efectos del cambio climático o las catástrofes naturales, afecta a las respuestas y resultados de las organizaciones. Un primer estudio de métodos mixtos sobre productores de cacao en Brasil explora cómo los responsables de la toma de decisiones en contextos vulnerables experimentan las consecuencias del cambio climático y cómo sus diferentes interpretaciones dan forma a las respuestas adaptativas organizativas. Este estudio se centra en las respuestas organizativas inmediatas a los fenómenos naturales adversos. Un segundo estudio investiga empíricamente los efectos a largo plazo de la experiencia de los fenómenos naturales en los resultados organizativos. Basándose en el análisis de datos cuantitativos sobre empresas japonesas en el contexto del Gran Terremoto del Este de Japón, este estudio propone el concepto de crecimiento postraumático organizativo para captar el cambio emergente en los valores organizativos y la capacidad de respuesta a las necesidades sociales tras el desastre natural. Estos estudios se centran en las interrelaciones locales entre las organizaciones y el entorno natural en el que están inmersas. Si bien este enfoque contribuye a la creciente literatura sobre las organizaciones y el entorno natural, también implica el riesgo de perderse en la infinidad de especificidades e interpretaciones que caracterizan a cada contexto y que deben integrarse con la escala global de las cuestiones de sostenibilidad. Conciliar la escala local y la global, necesarias para abordar estos retos de sostenibilidad, no es nada trivial. Por ello, un tercer estudio pretende hacer una contribución teórica a las tensiones que surgen entre la aplicación local de prácticas sostenibles y la necesidad de coordinación global en el contexto de las normas voluntarias de sostenibilidad. En conjunto, los tres estudios de esta tesis doctoral pretenden contribuir en la interrelación local entre las organizaciones y el sistema natural en el que están inmersas, para entender cómo las interpretaciones organizativas de los fenómenos naturales locales afectan a las organizaciones y cómo pueden abordarse eficazmente las tensiones entre los niveles local y global. Los principales argumentos se basan tanto en la teoría como en las pruebas empíricas, con lo que se ofrece un enfoque metodológico global apto para realizar aportaciones sustanciales al estudio de las organizaciones y la natura.
Environmental sustainability issues, such as climate change, are often global in scale but necessarily local and material in their manifestations. Yet the sustainability and the management literature has paid little attention to how the natural environment affects organizations and their operations. A burgeoning view in the sustainability literature portrays organizations as embedded in nature and allows for a deeper look at the local interrelations between organizations and the surrounding natural environment. This Ph.D. thesis adopts this perspective to provide a better understanding of how organizations and their members understand and interpret the natural environment in which they are embedded, and how these interpretations shape organizational practices. To that purpose, qualitative and quantitative research methodologies are applied to examine to what extent and how the direct experience of natural phenomena, such as climate change effects or natural disasters, affects organizational responses and outcomes. A first mixed-methods study of cocoa producers in Brazil explores how decision makers in vulnerable contexts experience the consequences of climate change and how their different interpretations shape organizational adaptive responses. This study focuses on the immediate organizational responses to adverse natural phenomena. A second study empirically investigates the long-term effects of experiencing natural phenomena on the organizational outcomes. Based on analyzing quantitative data on Japanese companies in the context of the Great East Japan Earthquake, this study proposes the concept of organizational post-traumatic growth to capture the emerging change in organizational values and responsiveness to social needs following the natural disaster. These studies hone in on local interrelations between organizations and the natural environment in which they are embedded. While this approach contributes to the burgeoning literature on organizations and the natural environment, it also implies a risk to get lost in the myriad of specificities and interpretations that characterize each context and that need to be integrated with the global scale of sustainability issues. Reconciling the local and global scale that are both required to address these sustainability challenges is far from trivial. Therefore, a third study aims to make a theoretical contribution to the tensions emerging between the local implementation of sustainable practices and the need for global coordination in the context of voluntary sustainability standards. Together, the three studies of this Ph.D. thesis aim to delve into the local interrelation between organizations and the natural system in which they are embedded, to understand how organizational interpretations of local natural phenomena affect organizations and how tensions between local and the global levels can be effectively addressed. The main arguments are grounded in both theory and empirical evidence, thereby providing a comprehensive methodological approach apt to make substantial contributions to the study of organizations and the natural environment.

This multi-method study investigated the relationship between the dimensions of organizational learning, organizational innovation and organizational climate in the Australian Hotel Industry. The hotel industry was chosen as it is highly labour intensive and serves as a suitable environment to test the three dependent variables that are closely employee related. Data was collected from a total population sample of 800 respondents, employed in 50 hotels, which included 45 from a large International Brewery Group located in Melbourne and 5 independent hotels. The response rate was 75%. Organizational learning was measured using, the 34-item Organizational Learning Profile (OLP) scale (Pace et al, 1997) containing the four dimensions of OL (Achievement Mindset, Learning Practices, Information Sharing Patterns, and Inquiry Climate) was used. Organizational Innovation was measured using the 24- item Workplace Innovation Scale (WIS) (McMurray and Dorai, 2002) containing the four dimensions of Innovation (Organizational Innovation, Innovation Climate, Team Innovation and Individual Innovation). Organizational Climate (OC) was measured using the 40 item Koys and DeCotiis (1996) scale containing the eight dimensions of support, autonomy, pressure, cohesion, recognition, fairness, innovation and trust. Statistical analysis was carried out using SPSS (v.10) and qualitative data was analyzed using theme-category analysis. This study contributes to the management literature and extends the existing knowledge on learning, innovation and climate. Specifically the results show that the dimensions of organizational learning, innovation and climate are predictors of one another and it establishes a significant relationship between the dimensions of learning, innovation and climate. Furthermore, this study found that Workplace Survey is a valid and reliable scale to measure learning, innovation and climate. The recommendations made in this study will help management understand the importance of learning and innovation in the workplace. In turn, this will improve the organizational climate by facilitating learning and innovation among hotel employees.

碩士
開南大學
商學院碩士在職專班
101
Organizational performance is the most concerned subject of a business. In the field of knowledge management, a successful enterprise is required of emphasizing on organizational climate and organizational performance. Knowledge management functions as organizational climate and organizational performance to adapt itself to the competitive environment as good as to satisfy the need of business and the employees. Attached is a sample of questionnaire of the study. The questionnaire was taken as sampling survey by the NIA staff from Taipei, Hsinchu and Nantou detention centers. In this study, statistical techniques were employed to analyze and to understand the result of the questionnaire. According to the result, we found the relation among knowledge management, organizational climate and organizational performance below: Knowledge management is relative to organizational climate obviously. And both of knowledge management and organizational climate influence each other. Meanwhile, knowledge management is relative to organizational performance clearly. And both of knowledge management and organizational performance influence each other. Furthermore, organizational climate is relative to organizational performance obviously. And both of organizational climate and organizational performance influence each other.

碩士
臺北巿立體育學院
運動科學研究所
93
Abstract The objectives of this study are to examine: 1) the current situation of the organizational climate and organizational effectiveness of national sports organizations, 2) the cognitive differences of national sports organization members with different background variables, 3) the cognitive differences of national sports organization members of different categories, 4) the relationship between the organizational climate and organizational effectiveness of national sports organizations. The subjects of this study are 283 full-time and part-time employees of the organizations which are registered by the Ministry of the Interior in accordance with Civil Associations Act and are also official members of international sports organizations approved by Chinese Taipei Olympic Committee or the non-profit bodies and national sports organizations under the regulating authority of National Council on Physical Fitness and Sports approved by the central government. The tools used in this study include the Scale of Organizational Climate of National Sports Organizations and the Scale of Organizational Effectiveness of National Sports Organizations. A total of 283 questionnaires were distributed and 189 valid ones (66.78%) were collected. The following are the conclusions based on the analysis of the survey results. I. The current situation of the organizational climate of national sports organizations is generally good. The cognition of the organizational climate of male members of national sports organizations is better than female members. The cognition of the organizational climate of supervisory members of national sports organizations is better than non-supervisory members. The cognition and perception of the organizational climate of Asian Olympic Sports Organizations and Non-Asian Olympic Sports Organizations is better than comprehensive organizations. The cognition and perception of the organizational climate of objective organizations and ball organizations is better than other categories of organizations. No significant differences in the cognition and perception of the organizational climate are found among the national sports organization members of different ages and educational backgrounds. II. The current situation of the organizational effectiveness of national sports organizations is generally good. The cognition of the organizational effectiveness of male members of national sports organizations is better than female members. The cognition of the organizational effectiveness of supervisory members of national sports organizations is better than non-supervisory members. The cognition and perception of the organizational effectiveness of Asian Olympic Sports Organizations and Non-Asian Olympic Sports Organizations is better than comprehensive organizations. The cognition and perception of the organizational effectiveness of objective organizations is better than other categories of organizations. No significant differences in the cognition of the organizational climate are found among the national sports organization members of different ages and educational backgrounds. III. The organizational climate is positively correlated with the organizational effectiveness of national sports organizations. Based on the above findings, this study proposes some suggestions on the organizational management of national sports organizations and competent authorities at the central-government level as well as for future studies.

碩士
中原大學
心理學研究所
91
Abstract In Chinese society, Guanxi and harmony is very important. Under Chinese culture structure, it is rare to study the relation of organizational culture、climate and OCB. It is the purpose of thesis. Two partition of this study: study one is quality approach and study two is quantity approach. In study one, we collect the interview outcome about perceptional climate of interpersonal interaction in Chinese organization. We found 4 factories, “real harmony”、 “pretense conflict”、“affective Guanxi”、“instrumental Guanxi”after analyzing these interview content. According to the 4 factories, we made “Chinese Organizational Climate Inquiry”be the instrument of this study. In study two, we collect and analyze 331 useful questionnaires. We found that 3 type of culture,“teamwork”、“tradition”、“innovation”,have positive effect to OCB. We also found that 2 type of culture,“real harmony”、“ affective Guanxi”,have positive effect to OCB but“competition”culture、“pretense conflict”and“instrumental Guanxi”climate. This study support the hypothesis: organizational culture effects OCB directly. Finally, we have discussion of the study outcome and suggestion of future study.

碩士
淡江大學
管理科學學系企業經營碩士在職專班
106
This research is presented for transformational leadership, organizational climate and organizational commitment relationship to analyze how the managers is the organization to apply the appropriate leadership style, create a nice organizational climate, form a group cohesiveness and effectively enhance employee organizational commitment. The questionnaire is conducted to the staff for the study, receiving 330 questionnaires with 12 invalid questionnaires. Factor analysis, correlation, and regression analysis are used for analysis. The empirical analysis of the results are as follows. 1. The transformational leadership has a significantly postive impact on the organizational climate. 2. The organizational climate has a significantly postive impact on organizational commitment. 3. Transformational leadership has a significantly postive impact on organizational climate. 4. Transformational leadership, organizational climate, and organizational commitment have a significant relationship. Key Words: Transformational Leadership, Organizational climate, group cohesiveness and Organizational commitment.

碩士
國立臺灣大學
商學研究所
85
The destination of this research is to find the possible affecting elements of organizational inertia. Then we discuss about if the organizational inertia will affect the climate of the organization. According to the result of the questionnaires, if the environment''s validity is more and the profit of the organization is less, then the inertia of the organization will be more. On the other side, the more the organizational inertia, the more serious the problem of the organizational management.

碩士
明志科技大學
工程管理研究所
94
This study follows dimensions of knowledge sharing climate and organizational demography to discuss three questions from organizational innovation viewpoint：(1) Whether knowledge sharing climate will affect organizational innovation or not? (2) Whether organizational demography will affect organizational innovation or not? (3) Whether organizational demography will moderate the relationship between knowledge sharing climate and organizational innovation or not? To reply above issues, this study surveys 260 companies in Taiwan to get 1282 applicable questionnaires, and then applies Hierarchical Multiple Regression model to examine. The results show：(1) The higher the knowledge sharing climate in the organization, the higher the inclination of organizational innovation. (2) No significant relationship was found between demographic composition and organization innovation.

碩士
國立中央大學
人力資源管理研究所碩士在職專班
97
The performance of organization is the most concerned issue for the organization. Staff and the management systems are the key factors which determining the performance of organization. The promise with a high degree of staff than the promise of low-level employees more likely to engage in extra-role behavior, which will also help enhance the competitiveness of organizations, to lower the turn-over rate, improve productivity and quality.It is extremely important to explore the reason why employees present organizational citizenship behavior, how the employees show their willing to perform, and that is conducive to the performance of organization. This has become one of the most important issues for organization. If enterprises can understand the employees’ motivation and guide them, then the enterprises can get their expectation and respect as well as improving the performance of organization from the employees. In this study, organizational climate is used as the independent variables, organizational commitment is used as the intervening variable, and organizational citizenship behavior is the dependent variable. The purpose of this research is mainly to find out the relationship and the difference among organizational climate, organizational commitment, and organizational citizenship behavior. This research used the method of questionnaire survey as the C case company. After analyzing the data with quantitative analysis, together with various kinds of statistic methods, the following important discoveries are stated separately as follows: 1.Organizational climate in rational goal model perception is deeper, then the organizational citizenship is higher. 2.Organizational climate in human relations model perception is deeper, then the organizational commitment is higher. 3.Organizational commitment were positively significant to organizational citizenship behavior. 4.Organizational commitment was found to have a significant mediating effect between organizational climate and organizational citizenship behavior.

碩士
玄奘大學
國際企業學系碩士班
97
This study attempts to explore the relationship between organizational innovation climate and organizational commitment for non-profit organizations (NPOs), and also wants to understand the current condition and relationship between schools’ organizational innovation climate and teachers’ organizational commitment for those elementary schools in Miaoli County. Elementary school teachers in Miaoli County, as being the survey object in this study, are adopted as the testee sample, and conducted the Stratified Random Sampling to collect the research data. In addition, 485 questionnaire copies were sent out, among them, the number of returned questionnaire is 458, and the number of valid questionnaire is 432, which the availability rate is 94%. Statistical methods, such as t-Test, One-way ANOVA, and Pearson's product-moment correlation, will be adopted to conduct the statistical analysis on those collected data. The research results are shown as follows: (1) The total performance of organizational innovation climate and teachers’ organizational commitment for those elementary school teachers in Miaoli County showed an upper-intermediate level; (2) Among those elementary school teachers in Miaoli County, teachers, who had more seniorities, aged between 31 to 40, and served in school administrative positions concurrently, served in remote and suburb schools, served in schools that have less than 6 classes and served in the school that established less than 10 years, would have higher perception of organizational innovation climate; (3) Among those elementary school teachers in Miaoli County, teachers, who are senior with more seniorities, and served in school administrative positions concurrently, served in remote and suburb schools, served in schools that have less than 6 classes and served in the school that established less than 10 years, would have higher perception of organizational commitment; (4) Among those elementary school teachers in Miaoli County, their gender and the highest academic background would not influence their individual perception of organizational innovation climate and organizational commitment; (5) It showed a medium positive correlation between organizational innovation climate and organizational commitment for those elementary school teachers in Miaoli County. In accordance with the aforesaid research results, this study also proposed these following suggestions to the educational administrative agencies, school administers and follow-up researchers: (1) As for educational administrative agencies: along with better supplementary measures to implement the policy of small-sized class and school; in accordance with the demand for school development to certainly train and incubate excellent talents of school principals and directors; plan and practically implement the professional research program for school principals; promote the school administration of the demonstrative benchmark schools to develop education performance; build better teaching environment and improve professional development for teachers; (2) As for school administers: make use of various channels of communication to cohere common consensus and make school vision for the future; encourage teachers to participate in school administrative affairs and systematically establish the service term system for teachers to concurrently serve as school administrative personnel; frequently organize extracurricular activities and filed seminars for teachers to enhance the interaction between teachers and communities; jointly study and plan the curriculum and make teaching innovation by all faculties; encourage senior teachers to assist new teachers in adapting to the school operation; (3) As for follow-up researchers: the research object can be extended to teachers nationwide; Two-way ANOVA can be adopted to conduct the analysis in order to understand the influence of interaction between variables of different backgrounds; and in-depth interview can be concurrently adopted to conduct the research.

博士
國立臺灣大學
商學系
84
Organizational culture is a hot topic in recently organizational studies, whether from academic or practitioners'''' viewpoint. But what is the relation between organizational culture and employee''''s effectiveness? And what is the mechanism in this relation? Because organizational culture relied on management practice to show its'''' influence on employee''''s effectiveness, it can predict that organizational climate may have its'''' influence on this process. But how organizational climate will influence this process? For the time being, there is no satisfactory answer on such problems. The aim of this research is try to solve such problems. First, this research distinguished organizational culture from organizational climate to clarify the meaning of these two concepts. Second, conducted a direct model between culture and effectiveness, inducted from previous related studies. Third, after added in climate, conducted a process model between culture and effectiveness. Fourth, conducted 3 related studies to testify these two models. Study 1 was to develop a organizational culture scale, and validated this scale with 3 different samples. Study 2 was to develop a organizational climate scale, and validated this scale by factor analysis. Study 3 testified these two models by correlation, multiple regression, and partial correlation. It was found that these two models both have their power in prediction, but process model was better. By subgroup analysis, it could further find out that climate have both supplementary and complementary effect in process model.

碩士
朝陽科技大學
企業管理系
105
In a highly competitive environment, enterprises should continue to be innovative, which is the key to their further development in this environment where industrial structure rapidly alters and external competition intensifies. Continued innovation and organizational innovation are essential to a company’s sustainable development. And since enterprises’ survival and development depend on employees’ efforts and confidence, companies pay more and more attention to employees’ organizational commitment. The objective of this study is to discuss the impact of organizational innovation climate on organizational commitment. The purpose of this study is to discuss the impact of organizational innovation climate on organizational commitment. Researchers surveyed employees across different industries through convenience sampling and totally distributed 137 questionnaires, among which, 133 were valid, effective returns-ratio is 97 percent. SPSS statistical software was adopted as the statistical and analytical tool. After the analysis, the research findings are summarized as below: 1 There are significant correlations between organizational innovation climate and organizational commitment. 2 Different personal attributes have significant difference on organizational innovation climate. 3 Different personal attributes have significant difference on organizational commitment.

Healthcare associated infections (HAI) continue to be a significant patient safety problem. Researchers have found that nurses; perception of organizational climate is associated with patient outcomes. However, given the increased prevalence of HAI, an examination of multiple organizational factors within the healthcare organization particularly amongst infection prevention and control staff is warranted. The purpose of this study was to gain a knowledge base on the issue of HAI in acute care hospitals and the role organizational climate plays in improving clinician;s performance and ultimately decreasing HAI rates. Guided by the integrative model of organizational climate and safety conceptual framework the specific aims were to: 1) systematically review published evidence examining relationships between organizational climate, adherence to infection prevention and control processes and HAI rates in hospital settings; 2) assess the psychometric properties of an organizational climate measure, the Leading a Culture of Quality (LCQ) scale, in a national sample of Infection Preventionists (IPs); and 3) identify setting characteristics that predict a more positive perception of organizational climate by the IP and measured by the LCQ revised, using a national sample. Ten studies, mostly cross sectional design, were included in the systematic review. There was evidence that positive perceptions of organizational climate as perceived by nurses and/or an intervention aimed at improving organizational climate are associated with decreased HAI rates and adherence to evidence based guidelines. The exploratory factor analysis on the LCQ identified a four factor solution explaining 59.65% of the total variance. The Cronbach's alpha of the new subscales ranged from .74 to .90 and .93 for the final composite LCQ, the LCQ revised. The subscales are: Psychological Safety, Organizational Leadership and Work Environment, HAI Prevention/Communication and Vision/Perspective of Organization. In a sample of 1,013 IPs, relationships were found between the structural characteristics examined and organizational climate. IPs who worked in hospitals that share or pool infection prevention resources with a larger facility perceived the climate more positively among 2 subscales (Psychological Safety β = 0.113, p-value = 0.006; HAI Prevention/Communication β = 0.129, p-value = 0.005) and the overall climate (β = 0.085, p-value = 0.027). IPs in hospitals with an Infection Control Director position in the Infection Control department perceived the organizational climate more positively among 3 subscales (Psychological Safety β = 0.120, p-value = 0.005; Organizational Leadership β = 0.198, p-value = 0.000; HAI Prevention/Communication β = 0.159 , p-value = 0.001) and the overall climate (β = 0.152, p-value = 0.000). IPs working in hospitals located in a rural area as compared to urban perceived organizational climate more negatively on all 4 subscales (Psychological Safety β = -0.123, p-value = 0.001; Organizational Leadership and Work Environment β = -0.099, p-value = 0.029; HAI Prevention/Communication β = -0.168, p-value = 0.002; Vision/Perspective of Organization β = -0.179, p-value = 0.000) and the overall climate (β = -0.124, p-value = 0.001). Also, IPs working in hospitals located in a suburban area as compared to urban perceived organizational climate more negatively among HAI Prevention/Communication (β = -0.111, p-value = 0.039). These findings suggest the need for additional support and organizational resources for the infection prevention and control department. As the issue of patient safety continues to progress, particularly around HAI, concerns of how to improve organizational systems to enable implementation and adherence to safety processes should be a priority on the research agenda. This is the first study to evaluate associations between structural characteristics of the hospital setting and organizational climate via the IP perspective using a large national sample. Future research should focus on other structural variables such as IP staffing. Also, further analyses on organizational climate and outcomes such as clinician adherence to evidence based practices and HAI rates should be conducted.

碩士
國立交通大學
管理科學系所
100
Apple Inc. raised their market share, revenue and market value after they introduced the innovation product i-Phone and i-Pad . Innovation is regarded as a differentiator that will create the competitive advantage in the future. But how to become an innovative company? Some companies invest large amount of money in R&D , and end there. Nevertheless R&D inputs are not equivalent to innovation. Innovation is a culture and an environment. Developing an innovation climate will make the company become more innovative. Through the discussion with Dr. Shih-Lai Lu who was the chief scientist at 3M, we have divided innovation climate into ten dimensions: risk taking, openness and trust, support for time, support for idea, collaborate climate, leverage resources, challenges and involvement, management commitment, employees job rotation and non-financial reward systems. Via the nonparametric statistical methods Kruskal-Wallis one-way analysis of variance, the empirical results are as follows: 1.Job level, the scale of employment, the scale of sales have a significant impact on innovation climate dimension. 2.The higher level the employees stay, the stronger feeling of the innovation climate they have. 3. Employees of small-scale companies have stronger feeling of the innovation climate than those who work in medium and large companies.

碩士
世新大學
非營利與社會企業碩士在職學位學程
107
How to improve organizational performance has always been the most concerned for managers. However, it is more complicated to practice in the non-profit organizations (NPOs), aimed at benefit of human beings and public welfare, than in the profit organization. After working experience in both profit and non-profit fields, the researcher observed that the differences in organization culture and management style led to the disparities in departmental influence and especially in the care managers put on members’ sentiments. Since the organizational climate is built up with the employee sentiment, it is deeply affected by the strategies and targets which the administrators set to run and by the interactions between members and organization. Hence, organizational climate can be used by the administrators to raise the effectiveness of managing and organizing. Following after interviews with six senior executives each engaged in different large-medium-size NPOs, this study summarized the relationship between organizational climate dimensions and managing effectiveness and found that the performances in governance and human resource were affected by organizational climate in NPOs. NPOs are good at using non-financial rewards, such as identity, warmth, support, etc, to stimulate employees, but do poorly in the structure and standard. Organizational performance is the display of the internal strength and external environment jointly. As far as internal strength, putting employees in the fine organizational climate is helpful to promote organizational performance. Under the competition and market situation, NPOs must pay highly attention to cultivating the management skills whether hired externally or promoted internally to enhance the sociability and to balance the each dimension of organizational climate. After that, they can clarify the problems behind the status quo and make proper advice and plans for the organization future.

碩士
國立交通大學
管理學院管理科學學程
99
This study was aimed to explore the effects of person-organization (P-O) fit (person-company, person-superior, and person-coworker fits) on organizational commiment and Job satisfaction. In addition, it also examined the moderating effects of organizational climate on the relationship between PO fit and organizational commiment and job satisfaction. A sample of 368 employees from various industries provided data in a questionnaire survey for hypothesis testing. The results showed that the person-company fit and person-superior fit had a positive influence on organizational commiment and job satisfaction. All three different types of organizational climate enhanced the effect of person-organization fit on organizational commiment. However, the different types of organizational climate affected the person-organization fit and job satisfaction in different ways. Some were significant on their moderation effects and some were insignificant.

碩士
元智大學
管理研究所
97
Organization starts to take different ways to build an innovational environment. The higher education school should keep pace with the times, innovates the thought and the strategy, the shape models one to have the innovation atmosphere campus culture, enables each members who places in the campus all therefore study and growth. The organizational-innovation climate and the organizational learning to manage influence of the achievements are scopes of the this research discussion. The study purpose of the research includes: first, to study the influence between organizational-innovation climate and organizational learning; second, to understand the influence of organizational-innovation climate and organizational learning to the operation performance. The effective research questionnaires of “Investigation of organizational-innovation climate and organizational learning to operation performance ” were 351, the conclusion includes: first, the organizational-innovation climate and the organizational learning have obviously to the causal relation. It means when the organization has the innovation climate and learning capability, will enhance the management achievements; second, domestic regarding consciousness cognition which studies to the organization innovational-climate and the organization learning, the middle area universities are higher than other places; the private universities surpass the national universities, the general synthesis universities are higher than the scientific and technical universities; third, the organization-innovation climate and the organizational learning, presents the forward causal relation.

This study examined the existence of organizational climate for productivity and its relationship to productivity criteria. 150 subjects in a large financial institution were asked to complete the Litwin and Stringer (1968) Organizational Climate Survey, the Smith, Kendall, and Hulin (1969) Job Descriptive Index, and Porter, Steers, Mowday, and Boulian (1974) Organizational Commitment Survey, and the herein developed Organizational Productivity Survey. Data collected from organizational archives included measures of turnover, salary, tenure, education, age, race, gender, and job performance. Organizational Climate for Productivity showed unique prediction to factor scores created on the productivity criterion from commitment, job satisfaction, and omnibus organizational climate. Age, tenure, and education were shown to account for a small amount of variance climate for productivity. Subsystems were formed on some aspects of climate for productivity
acase@tulane.edu

碩士
實踐大學
企業創新與創業管理研究所
98
In recent years,the international tide of combination of insurance industry, securities industry, and banking industry as "Financial Holding Companies" has swept into Taiwan. By May 2010, there are 23 local insurance company and 7 foreign ones. The most important mission for insurance salesmen is to expand their sales, and they are acting as the communicating bridge between companies and costomers, introducing the products and persuading the customers to buy them. As a resule, the insurance companies may not only focus on increasing the market share, they should also pat attention to constrcting an organizational innovation atmosphere in the working place and improving the organizational commitmenr of the salesmen. Therefore, the level of organizational innovation atmosphere, organizational commitment of salesmen, and innovative behavior are key factors that influence the companies’ operating performance. This study examines wgether the organization innovation atmosphere and organizational commitment have impacts on the innovative behaviors of the staffs. We use the insurance salesmen in each operating location of Salomon Smith Barney insurance company of Kaohsiung branch as the researching sample, issuing totaled of 1,200 quedtionnaires, returned 655, including 504 effective ones. We utilized statistical analysis software SPSS 12.0 to perform reliability analysis, correlation coefficient and regression analysis. The empirical results are as follows： 1. Organizational innovation climate, organizational commitment have a significant impact on innovation behavior. 2. The three dimensions of organizational innovation climate, " work group supports ", "resource adequacy", and "work autonomy," have significantly poaitive impatcts on innovative behaviors. 3. The dimension of organizational commitment , "normative commitment" , has a significant positive impact on innovative behaviors.

碩士
大葉大學
管理學院碩士在職專班
100
The purposes of this study were to investigate how the organizational　playfulness and organizational climate influenced new employees’ socialization.Questionnaires were applied to 350 new employees with variety of occupations from all over Taiwan, and there were 246 questionnaires returned. Results were as follows:The organizational playfulness had positive effect on new employees’ socialization. The organizational climate had positive effect on new employees’ socialization. The organizational climate would not strengthen the positive effect on new employees’ socialization. The results showed that the organizational playfulness and the organizational climate were important to new employees’ socialization. According to the results, suggestions were made for practical situations and further study.

碩士
國立成功大學
企業管理學系碩士在職專班
103
The study draws on a general framework of the relationship between organizational identification and organizational citizenship behavior. Also, the relationship between organizational communications. In this model, organizational innovation climate (group operation, group learning, leadership efficiency, working methods, leader supportiveness, organizational value and sources) act as moderator variables. First of all, collecting 30 Taiwanese employees and doing pretest, then using a sample of 257 Taiwanese employees. The framework indicates that the research results show hypotheses are significant. But, the moderator shows the hypotheses’ are invalid. Although the moderators hypothesis are invalid, the relationship between organizational identification and OCB, the relationship between organizational communications and OCB confirm the results of previous study that organizational identification and organizational communication has effect on organizational citizen behavior.

碩士
國立臺灣師範大學
體育學系
96
By comparing different demographic variables, this study was to explore the leadership style, organizational climate and team cohesion of the sport volunteers in Taipei County, supervised by the Sport Office. This study analyzed the predictable effectiveness of leadership style, organizational climate and team cohesion conducted by sport volunteers. Base on the questionnaire “Survey of Internal Operation of Sport Volunteers”, this study went on the research survey of 214 sport volunteers supervised by the Sport Office of Taipei County. Analysis of the quantitative data was demonstrated by descriptive statistics, one-way ANOVA, Scheffe’s Method, stepwise multiple regression . The conclusions are illustrated as follows: 1. The sport volunteers were influenced in directing leadership style, establishing a friendly climate for all who join, and forming team cooperation, which stimulates interpersonal attraction and team cohesion. 2. Those who were under sixty, housewives and businessmen, and young career people (with 2 to 4 years’ work experience) were more sensitive to leadership style. Housewives and young career people (with 2 to 4 years’ work experience) were more sensitive to the atmosphere of the environment. Those aged 51 to 60, housewives, and young career people (with 2 to 4 years’ work experience) were more sensitive to team cohesion. 3. “Warm support" and “team identity ” created in a friendly environment, as well as “inspiring encouragement,” and “individual concern” in transformational leadership contributed significantly to team cohesion. Conclusions of this study and suggestions would be: 1. To enhance team cohesion, warm support and team identity should be intensified. 2. To inspire sport volunteers and to promote their efficiency, encouragement and individual concern were strongly recommended. 3. In near future, related researches in terms of sport volunteers in academic area could be conducted by the Ministry of Interior Affairs or Sport Organizations. Keywords: sport volunteer, leadership style, organizational climate, team cohesion

碩士
國立臺北教育大學
教育政策與管理研究所
97
The main purposes of this study were to identify the study of the relationship between organizational climate and schooleffectiveness in elementary school. Next, the variances different background of school’s and teacher’s are compared in this study.Finally, analyze predictive power of school organizational climate on school effectiveness. This research in nature is a quantitative study, mainly based on the questionnaire survey. “ The organizational climate and school effectiveness Questionnaire” was used. It included two parts: the questionnaires oforganizational climate in elementary schools and “the questionnaires of School effectiveness questionnaire in elementary schools”. In this study, the samples were 720 teachers in 48 elementary schools in Taoyuan County. 631 completed questionnaires, which received from 677 subjects, are valid (response rate, 90%). The study has come up with the following conclusions: 1. Elementary schools have good organizational climate in Taoyuan County . 2. There are more “open climate” elementary schools than others in Taoyuan County. 3. Elementary schools have good effectiveness in Chiayi County and Chiayi City . 4.There were significant differences in the teachers’perception of organizational climate with workexperience, school sizes, school locations. 5. The organizational climate of school that teachers of different background perceive makes no difference with gender, administrative posts, levels ofeducation. 6. There were significant differences in the teachers’perception of school effectiveness with workexperience, administrative posts, school sizes, school locations. 7.The school effectiveness that teachers of different background perceive makes no difference with gender,levels ofeducation. 8.There is positive correlation between school organizational climate and school effectiveness. 9.There was significant predictive power of school organizational climate on school effectiveness. Based on the research findings and conclusions, the researcher proposed following advices respectively according to education administrative organs, principal and teachers in elementary school