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1
Hall, Christopher Aaron 1964. "Organizational Support Systems for Team-Based Organizations: Employee Collaboration through Organizational Structures". Thesis, University of North Texas, 1998. https://digital.library.unt.edu/ark:/67531/metadc279218/.
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The purpose of this study was to examine relationships between organizational support and Effectiveness, Empowerment, and team characteristics. Support was operationalized by nine systems: Executive Management, Direct Supervision, Group Design, Performance Definition, Performance Review, Training, Rewards, Information, and Integration. Support was rated in two ways: how important is support for performing work (Importance scales), and how does support describe work environments (Presence scales).
2
Warren, Taryn R. "Person-organization fit and organizational outcomes". Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.
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Montenegro, Adauto de Vasconcelos. "Study about organizational commitment, leadership styles and organizational culture at a cearense organization". Universidade Federal do CearÃ, 2016. http://www.teses.ufc.br/tde_busca/arquivo.php?codArquivo=18510.
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CoordenaÃÃo de AperfeiÃoamento de Pessoal de NÃvel SuperiorThe organizational commitment can be conceived as a meaningful liaison between individual and organization, assuming the existence of psychological bonds and significant exchange relationships between both individual and organization. Rego (2003) proposes a study model regarding the organizational commitment and presents six psychological ties between individual and organization, namely: affective commitment, common future, normative commitment, enormous sacrifices, lack of alternatives and psychological absence. Feitosa (2008) adds a tie to the model proposed by Rego (2003): performance expectations or commitment absence. In the study here presented, it was investigated the relation among these psychological bonds and the leadership styles. It was also took in consideration to this analyses the organizational culture. The specific goals of the current research were: to investigate which psychological bonds are significantly related to the leadership styles (transformational leadership, transactional leadership and leadership absence) and in which degree the organizational culture moderate this relationship, as well as to develop a theoretical-methodological model which allows to investigate the interplay among the addressed constructs. The study consists on a cross-sectional survey applied in a large size organization located in the Brazilian city of Fortaleza. The data else collected: a sociodemographic questionnaire; a organizational commitment scale; a leadership scale and organizational culture scale. The study had 205 respondents. The results were statistically analyzed with the support of the Statistical Package for Social Sciences (SPSS) software, using the following statistical technics: linear correlation, linear regression and moderation analysis. Regarding the results, the following positive and significative correlations were attested: transformational leadership and affective commitment bonds, common future and normative commitment, transactional leadership and the bond of normative commitment; leadership absence and the bonds of alternative lack and psychological absence. Besides, it was observed that the clan type organizational culture was a moderating variable that mitigates the effects of the following relations: transformational leadership and affective commitment, transformational leadership and common future. In addition to the aforementioned results, a theoretical-methodological model was developed with all the elements surveyed. It was also concluded that can be taken in consideration to the elaboration of leadership development programs and human resources management policies aiming their efficacy.
O comprometimento organizacional pode ser compreendido como um vÃnculo significativo entre indivÃduo e organizaÃÃo, pressupondo um elo psicolÃgico e relaÃÃes de trocas entre ambos. Rego (2003) propÃe um modelo de estudo do comprometimento organizacional e apresenta seis laÃos psicolÃgicos entre indivÃduo e organizaÃÃo, a saber: comprometimento afetivo, futuro comum, comprometimento normativo, sacrifÃcios avultados, escassez de alternativas e ausÃncia psicolÃgica. Feitosa (2008) acrescenta um laÃo ao modelo proposto por Rego (2003): expectativas pelo desempenho ou ausÃncia de compromisso. No atual estudo, à investigada a relaÃÃo entre esses laÃos psicolÃgicos e estilos de lideranÃa, considerando tambÃm a funÃÃo da cultura organizacional nessa relaÃÃo. Os objetivos especÃficos da atual pesquisa podem ser descritos como: investigar quais desses laÃos psicolÃgicos se relacionam de maneira significativa aos estilos de lideranÃa (lideranÃa transformacional, lideranÃa transacional e ausÃncia de lideranÃa) e em que grau a cultura organizacional modera essa relaÃÃo, bem como desenvolver um modelo teÃrico-metodolÃgico que possibilite a investigaÃÃo da relaÃÃo entre os construtos abordados. O estudo se constituiu como survey, de corte transversal, aplicado em uma organizaÃÃo de grande porte, localizada em Fortaleza/CE. O instrumento de coleta de dados à composto de: questionÃrio sociodemogrÃfico; escala sobre comprometimento organizacional; escala sobre lideranÃa e escala sobre cultura organizacional. AlcanÃou-se uma amostra de 205 trabalhadores da referida organizaÃÃo. Os resultados foram analisados com base em procedimentos estatÃsticos exploratÃrios e explicativos, utilizando o Statistical Package for Social Sciences (SPSS), com as seguintes tÃcnicas estatÃsticas: correlaÃÃo linear, regressÃo linear e anÃlise de moderaÃÃo. No que concerne aos resultados obtidos, foram atestadas as seguintes correlaÃÃes positivas e significativas: lideranÃa transformacional com os laÃos de comprometimento afetivo, futuro comum e comprometimento normativo; lideranÃa transacional com o laÃo de comprometimento normativo; ausÃncia de lideranÃa com os laÃos de escassez de alternativas e ausÃncia psicolÃgica. Ademais, observou-se que a cultura organizacional tipo clà atuou como variÃvel moderadora reduzindo os efeitos nas relaÃÃes seguintes: lideranÃa transformacional e comprometimento afetivo e entre lideranÃa transformacional e futuro comum. AlÃm dos resultados apontados, foi desenvolvido um modelo teÃrico-metodolÃgico com todos os elementos pesquisados. Observou-se que tais resultados podem ser considerados para a elaboraÃÃo de programas de desenvolvimento de lideranÃa e polÃticas de gestÃo e de recursos humanos da organizaÃÃo visando sua eficÃcia.
4
Chouseinoglou, Oumout. "Organizational Learning Assessment In Software Development Organizations". Phd thesis, METU, 2012. http://etd.lib.metu.edu.tr/upload/12614960/index.pdf.
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Knowledge is one of the most important assets of an organization that directly affects business success, and its importance increases for organizations that use knowledge-intensive processes such as the software development industry. In an industry in which technological developments are rapid, in order to keep up with the continuously increasing competition and to obtain competitive advantage the software organizations need to obtain the correct knowledge, use it efficiently and pass it to future projects evolving it accordingly. The major aim of this research is to propose a novel model, namely AiOLoS, for assessing the level of organizational learning and learning characteristics in software development organizations. The primary contributions of this two-legged AiOLoS model are the identification of the major process areas and the core processes that a learning software organization follows during its organizational learning process and to provide the necessary measures and metrics and the corresponding definitions/interpretations for the assessment of the learning characteristics of the software development organization. The research is supported with a multiple case-study work conducted in software development teams in order to identify the mapping of the core processes and the applicability of the AiOLoS model to software development organizations, its utilization as a tool for assessing organizational learning and providing a basis for software process improvement.
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Krishnan, Neel. "Organizational images : towards a model of organizations". Thesis, Massachusetts Institute of Technology, 2011. http://hdl.handle.net/1721.1/74464.
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Thesis (S.M.)--Massachusetts Institute of Technology, Dept. of Political Science, June 2012.Cataloged from PDF version of thesis.
Includes bibliographical references (p. 93-94).
This study develops a general theoretical framework for the analysis of organizational behavior by focusing on the notion that organizations develop unique information-processing frameworks, which it labels "organizational images" or "images of operations," that strongly determine their behavior. The model is then used to draw inferences about the forms of counterinsurgency strategies practiced by the US military in the second war in Iraq and the war in Afghanistan. The paper argues that militaries tend to view the tasks they undertake in terms of the coercive application of force, and that this tendency tends to determine the forms of counterinsurgency strategies they chose, leading them to eschew strategies that rely on bargaining with enemy forces. The purported dominance of this coercive "image of operations" is then investigated in military field reports from the war in Afghanistan.
by Krishnan, Neel.
S.M.
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Georgiadis, Elliot Erin. "ORGANIZATIONAL CULTURE THEORY AND FRATERNAL ORGANIZATIONS: APPLYING MEASURES OF ORGANIZATIONAL CULTURE THEORY TO THE SORORITY CONTEXT". University of Akron / OhioLINK, 2019. http://rave.ohiolink.edu/etdc/view?acc_num=akron1566227238796242.
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Newland, Sarah J. "Organizational Citizenship Behavior- Individual or Organizational Citizenship Behavior- Organization: Does the Underlying Motive Matter?" TopSCHOLAR®, 2012. http://digitalcommons.wku.edu/theses/1159.
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Organizational Citizenship Behavior (OCB) is considered behavior that benefits others, but is not a part of the employee’s job description. Research has indicated that OCB can be divided into two categories, behavior that is directed towards other individuals (OCBI) and behavior that is directed towards the organization (OCBO). Research has also suggested that there are three different motives behind OCB, impression management, prosocial values, and organizational concern. This study examines the relationship between the motives and the type of OCB that is performed. The results failed to indicate that motives matter in determining which type of OCB is performed. Additionally, participants in all three motives were more likely to engage in OCBO behavior than in OCBI behavior.
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Strain-Bell, Sheila L. "Organizational conflict : in a performing arts organization". Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/77674.
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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1985.MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Bibliography: leaves 161-165.
by Sheila L. Strain-Bell.
M.C.P.
9
Mirzataghi, Chaharmahali Sara, i Siadat Seyed Amir. "Achieving Organizational Ambidexterity : Understanding and explaining ambidextrous organizations". Thesis, Linköpings universitet, Institutionen för ekonomisk och industriell utveckling, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-61262.
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Background: Responding to fast technological and environmental changes brings about challenges and paradoxes for companies that should be resolved in order to survive long-term and to achieve a sustainable competitive advantage. Ambidexterity is considered a solution to organizational paradoxes. Aim: The purpose of this research is to explore how firms can achieve ambidexterity to handle organizational paradoxes in different market conditions using their dynamic capabilities. Definitions: Ambidexterity: The ability of organizations to handle adaptability and alignment, exploration and exploitation at the same time Dynamic capabilities: The firm’s ability to integrate, build and reconfigure internal and external competencies to address rapidly changing environments Exploration: Activities such as innovation, discovering new opportunities, variation Exploitation: Activities that concern efficiency, implementation and execution Results: There are possible options that companies can follow to achieveambidexterity. These sets of options are distinguished as external vs.internal, sequential vs. parallel, structural vs. contextual and the role ofsenior management behaviour. Depending on market dynamism andenvironmental conditions, a different set of options could be suitable fordifferent companies. In addition, companies can enhance the likelihoodof achieving ambidexterity using their dynamic capabilities.
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Nava, Lucrezia. "Organizations in nature: how nature shapes organizational practices". Doctoral thesis, Universitat Ramon Llull, 2021. http://hdl.handle.net/10803/671911.
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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.
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Bugador, Roderick. "Co-operative organizations : member participation and organizational orientation". Kyoto University, 2008. http://hdl.handle.net/2433/136108.
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Hong, Hae-Jung. "Multiculturals in organizations : Their roles for organizational effectiveness". Thesis, Cergy-Pontoise, Ecole supérieure des sciences économiques et commerciales, 2012. http://www.theses.fr/2012ESEC0005/document.
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Cette thèse explore le rôle de multiculturels dans les multinationales. Les multiculturels sont connus pour leur compétence et leur potentiel culturels susceptibles de contribuer à l’efficacité d’une organisation. Peu d’études à ce jour ont examiné les multiculturels dans les multinationales et pratiquement aucune recherche n’a essayé de comprendre le rôle des multiculturels dans la facilitation d’un processus de travail d’équipe efficace. En vue d’étudier un phénomène qui n’a pas été suffisamment scruté, cette dissertation a mobilisé un travail de terrain ethnographique dans deux multinationales importantes sur une période de 10 mois. Elle étudie les rôles de multiculturels dans des équipes mondiales en se référant à trois contextes : (1) la compétence multiculturelle et son impact sur l’efficacité de l’équipe ; (2) comment les multiculturels influencent les processus de travail d’équipe ; (3) en quoi et comment des facteurs liés au contexte affectent l’aptitude des multiculturels à jouer des rôlesThis dissertation explores multiculturals in global corporations. To date, limited research helps us understand the role of multicultural individuals in facilitating the effective functioning of global teams. To investigate this under-examined phenomenon, this dissertation presents the first empirical study of the roles of multiculturals in organizations by facilitating 10-month ethnographic field work in two MNCs: a leading cosmetic MNC and an auditing and consulting MNC. This dissertation comprises three papers. The first paper develops the theoretical model of bicultural competence and its impact on multicultural team effectiveness. I define bicultural competence, determine its antecedents, and identify two roles that bi/multiculturals might play in promoting multicultural team effectiveness: boundary spanner and conflict mediator. The second paper examines multiculturals’ cultural brokerage role for team work processes in global new product development teams: how multiculturals influence teams’ knowledge processes and handle cross-cultural conflicts (not only collocated but also virtual between corporate headquarters and local subsidiaries). Multiculturals play a critical role that influence knowledge processes and cross-cultural conflict management within global teams where cultural and national heterogeneity seems more complicated than organizational researchers have recognized to date. The third paper investigates boundary conditions and how they impact multiculturals to enact their roles. I compare and contrast multiculturals in two MNCs in different industries. In particular, I identify boundary conditions that have impact on multiculturals in three levels of analysis: organizational; team; individual. Furthermore, I propose what factors challenge or enable multiculturals and accordingly, how multiculturals overcome challenges and use given opportunities in order to perform effectively or yield such challenges in organizations
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Stubbs, Lee. "Is the open organisations profile a valid and reliable measure of openness in organisations?" ePublications@bond, 2007. http://epublications.bond.edu.au/theses/15.
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This study is primarily about the Open Organisations Profile, a questionnaire developed in the United States by Professor Oscar Mink (1991) to assess openness in the workplace and thus assist in decisions on organisational change and development. The Open Organisations Profile was developed as an assessment tool of the Open Organisations theoretical model. The Open Organisations Model offers researchers a lens to assess an organisational system and the system’s ability to adapt to internal and external changes in its environment, while maintaining a sense of unity.While the Open Organisations Profile has been used extensively in Australia and the United States of America, limited research has examined its psychometric properties. This current set of studies aimed to examine the psychometric qualities of the instrument. The first study examined the reliabilities and factor structure of the Open Organisations Profile. Results indicated that the Open Organisations Profile displayed high internal consistency ranging from r = .80 to r = .95. Furthermore confirmatory factor analysis (CFA) confirmed the theoretical three factor model of unity, internal responsiveness and external responsiveness.The second study assessed cultural differences and similarities between Australia and American using the profile. The findings suggested that significant differences existed between the countries and also between male and female values across the nine dimensions measured.The final study examined the relationships between the three higher order factors of openness and customer satisfaction and sales performance. The study found that the three factors of openness had a mediating effect on customer satisfaction and sales performance. The three studies showed the Open Organisation Profile offers researchers a reasonably reliable and valid instrument for assessing the openness of an organisation and its ability to adapt to internal and external changes in the organisation’s environment. Furthermore, the Open Organisations Profile could be used as guide to the areas that need to be addressed to help the organisation improve service delivery, customer satisfaction and financial return.
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Borchert, R. Alistair. "Organizational fitness of a proposed network centric organization". Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1998. http://handle.dtic.mil/100.2/ADA358976.
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Thesis (M.S. in Systems Technology) Naval Postgraduate School, December 1998."December 1998." Thesis advisor(s): Carl R. Jones, John H. Gibson. Includes bibliographical references (p. 129-131). Also available online.
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Ralston, Ekaterina S. "Structure of organizational trust in military-type and civilian organizations Validation of the Organizational Trust Questionnaire /". [Ames, Iowa : Iowa State University], 2006.
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Kalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'". Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.
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The current study analyzes the official policies and everyday practices of the youth non-governmental organization System and G, located in Komotini, Greece. Through a combination of Critical Policy Analysis, Interviews and Participatory Observation, this Thesis provides a broad image of the organization’s internal culture, with great emphasis on the relations among its members. The results showed that the organization’s philosophy, causes and corresponding policies have emerged from its founders’ personal life experiences, which motivated them for social offer to people with fewer opportunities, developed through cooperation with other youth workers, equally motivated to help people in need, and changed with the contribution of volunteers – also people with fewer opportunities – with innovative ideas and ambition to bring social change. As a result, an intersectional culture has grown in the organization, which is characterized by diversity, emotional proximity, mutual support and solidarity. The study also analyzes the organization’s social stratification and power relations, which are characterized by equality among all its members, making trainers and volunteers feel that their voice is heard and appreciated. Therefore, the organization succeeds in the achievement of all forms of organizational justice (procedural, distributive, interactional). What is more, important decision-making within the organization requires the equal participation of trainers and volunteers alike, while when it comes to decisions with an impact on local society, the organization gives its members the opportunity to express their opinion and design social policies through cooperation with local entrepreneurs, politicians and other decision-makers. In this way, organizational and social change are achieved and promoted. The future of the organization includes its members’ ambition to spread the methods and results of non-formal education to other regions and countries, and I consider myself lucky and honored to be part of this effort.
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Murphy, Lee P. "Influencing Successful Organizational Change Through Improving Individual and Organizational Dimensions of Health". Thesis, Benedictine University, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3583435.
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In both academic and management literature it has been often stated that 70% of change efforts are not successful (Kotter, 1995; Smith, 2002). And while this failure rate may not be empirically tested, it points to a reality that most change efforts are not only difficult, but they are often unsuccessful (Hughes, 2011). When an organization undergoes a major organizational change process, the expected impacts include increased employee stress and overall productivity dips in the midst of the change (Dahl, 2011; Elrod II & Tippett, 2002). Measuring the impacts of change on employees and on organizational effectiveness during the change can add value and help increase the chances for change initiative success by allowing necessary adjustments and identifying and leveraging additional business improvement predictors along the way.
In this dissertation, I answer the question “What is the impact of going through a major organizational change on business outcomes and employee and organizational health?” My results suggest that an organization can transform the expected negative effects of a major change effort to positive effects by focusing on three things: 1) Improving employee mental health; 2) Increasing positive practices, including leadership’s impact on the organization; and 3) Improving employee involvement, communication, and teamwork. Finally, the results also show that improved employee mental health and improved positive practices are significantly related to improved business outcomes. Organizational change outcomes can be successfully informed by linking business outcomes with change impact measures.
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Griffith, Cameron. "Organizational Identity Dynamics| The Emergence of Micro-level Factors in Organizational Identity Processes for an Acquired Organization". Thesis, The George Washington University, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3732580.
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This single case study examined the construct of organizational identity, defined as that which is central (i.e., fundamental to the organization), enduring (i.e., persisting over time), and distinctive (i.e., uniquely descriptive) about an organization’s character (Albert & Whetten, 1985). Specifically, the study addressed the research question: What are the organizational identity processes occurring in an acquired organization? While past research has addressed the construction of organizational identity, little research has examined this phenomenon after an organizational acquisition. The organizational identity dynamics model by Hatch and Schultz (2002) provided the theoretical underpinnings for this research and was utilized to establish the conceptual framework for this study.
This qualitative research study explored how organizational identity was constructed for members of an acquired organization as they initially learned of the acquisition and as they assimilated into their new organizational environment. Data were collected through semistructured interviews, document and archival review, and artifact review. This methodology maintained research integrity by establishing reliability and trustworthiness, with data triangulation used to validate study results and findings. The setting for this research was a private, family-owned transportation organization that had recently acquired a competing company.
This research study yielded three primary findings. First, individual-level variables such as personal anxiety or career status were significant factors in the organizational identity processes. Second, sensemaking was critical in the identity process for members of AcquiredCo. Findings indicated that sensemaking was enacted through several key factors, including organizational image, sensegiving by the acquiring organization, comparison processes, social learning, artifacts, and critical incidents. Last, the preacquisition environment of the acquired organization had a significant role in the identity-related processes.
This research study contributes to both theory and practice, expanding theoretical knowledge of identity construction for members of an acquired organization. Additionally, the research findings provide significant benefits to organizations that seek to more effectively assimilate members of an acquired organization into the acquiring organization, ultimately with a greater understanding of “who we are” (Gioia, 1998) as an organization.
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Tsolmon, Urelmaa. "The Organizational Analysis of Non-Governmental Development Organizations (NGDOs)". Diss., CLICK HERE for online access, 2004. http://contentdm.lib.byu.edu/ETD/image/etd521.pdf.
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Mustard, Kimberley Ann. "Organizations and communication technologies, a study of organizational adaptation". Thesis, National Library of Canada = Bibliothèque nationale du Canada, 2000. http://www.collectionscanada.ca/obj/s4/f2/dsk3/ftp04/mq55165.pdf.
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Delich, Joshua T. "Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting". Thesis, University of North Texas, 2015. https://digital.library.unt.edu/ark:/67531/metadc822756/.
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Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
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Fonseca, Rivera Cherisse. "Public Perceptions of Organizational Culture and Organization-Public Relationships". Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3105.
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Almost 30 years ago, public relations scholars began to process the idea that the concept of culture was important to public relations practices. In particular, scholars questioned what influence culture might have on the communication process and relationship building between organizations and their stakeholders. Yet, today culture is still an understudied concept in the public relations literature. The purpose of this study is to analyze how of organizational culture, as defined by Sriramesh, J. E. Grunig, and Dozier (1996), is significant to the relationship outcomes in public relations. The theoretical framework for this study consists of organizational culture theory and organization-public relationship theory. A quantitative survey was used to measure an external public's perceptions of organizational culture and organizational-public relationships within an academic department. The research measures of authoritarian/participative culture to determine how it is related to the dimensions of organizational-public relationships, including control mutuality, trust, satisfaction, commitment, communal relationships, and exchange relationships. The results suggest how an organization can utilize perceptions of organizational culture and relationship management from external publics to develop and implement effective communication strategies.
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SA, VANESSA BURJACK MARANHAO GOMES DE. "ORGANIZATION FIT AND SOCIALIZATION ORGANIZATIONAL: A CASE S STUDY". PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2012. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21541@1.
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Este estudo teve como objetivo analisar se os valores transmitidos pela Companhia foram internalizados pelos empregados. Foi realizado um estudo de caso em uma empresa de economia mista cujo processo de recrutamento e seleção ocorre via concurso público. Os recém-chegados passam por um período de iniciação, conhecido por Ambientação, a partir do qual valores, comportamentos e normas da Empresa são transmitidos. Depois, participam do Curso de Formação com o objetivo de alinhar conhecimentos básicos e técnicos. Em seguida, ocorre a alocação efetiva na área, a partir da qual os empregados passam a ter contato mais direto com a cultura da Empresa. Durante este estudo, foram realizadas dezesseis entrevistas em profundidade, com empregados que já possuem aproximadamente seis anos de casa e que participaram juntos da Ambientação e do Curso de Formação, objetivando verificar se as táticas de socialização contribuíram para alinhar as expectativas dos empregados às necessidades da Empresa bem como os valores individuais aos valores organizacionais. Os principais resultados da pesquisa sugerem: a) com base nas expectativas dos entrevistados, os empregados ao aceitarem entrar na empresa, enxergavam que poderiam se encaixar no perfil desejável pela Companhia; b) com relação aos valores declarados explicitamente pela Companhia, especialmente, durante a Ambientação e o Curso de Formação, os entrevistados, em geral, compartilham desses valores. Nesse caso, o processo de socialização teve seu papel fundamental em prol do alinhamento cultural; c) com relação aos valores não explícitos, mas presentes na Cultura da Companhia há divergência entre os valores individuais e os organizacionais. A Companhia - ainda que defenda que privilegia competências técnicas, transparência, mobilidade e meritocracia - na prática - apresenta práticas organizacionais diferentes do Discurso.With this study, we try to analyze if the employees learned about the organizational values. A case s study was conducted in a Brazilian mixed economy Company, where the recruiting process occurs by a public contest. The new employees have to go through a period of initiation, known as Ambientação, from which values, behaviors and rules are transmitted by the Company. Afterwards, they have a training course to get acquaintance with basic and technical issues. Then, they start working on a specific area where, for the first time, they really have contact with the Company s culture. During this study, there have been 16 in-depth interviews with the newcomers who have already worked for 6 years in the Company and attended the same training course when they joined the organization. These interviews were the instrument to measure if the socialization tactics were sufficient to achieve the expectations of the newly employees and the Company needs and also the individual values and organizational values. The results that were achieved suggest: a) based on the employees expectations, they figured that they could fit the company s employees profile; b) according to the Company s explicit values informed during Ambientação and the Training Course the employees accept these values. In this case, the socialization process was important to the cultural alignment; c) concerning the inexplicit values, there is some disagreement between individual and organizational values. The Company although defends technical practices, transparency, mobility and meritocracy really uses different organizational practices.
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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization". Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.
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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.
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Arikan, Elif. "The Relationship Between Organizational Citizenship Behavior, Organizational Culture And Organizational Commitment". Thesis, METU, 2011. http://etd.lib.metu.edu.tr/upload/12613784/index.pdf.
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Organizational citizenship behaviors are extra-role behaviors that are neither enforced on the basis of formal role obligations nor guarantee compensation such as promotion or salary. Previous researches focused on organizational commitment as an antecedent and a predictor and organizational culture as a predictor of organizational citizenship behavior. However, there has not been any detailed research exploring the relationship between organizational citizenship behavior, organizational commitment, and organizational culturewhich is the main purpose of this study. Moreover, this study searched the mediating effect of organizational commitment on the relationship between organizational culture and organizational commitment, organizational commitment as being one of the most prominent and potential mediators of the relationship between job characteristics and organizational citizenship behavior. A sample of 125 academicians from Middle East Technical University (METU), Ankara, was selected and conducted a survey. In accordance with the hypotheses, the results indicated, organizational culture with its several dimensions predicted organizational citizenship behavior and its dimension of civic virtue and sportsmanship. Organizational commitment predicted organizational citizenship behavior, whereas, only affective commitment dimension of organizational commitment predicted organizational citizenship behavior and the dimensions of OCB
altruism, civic virtue, conscientiousness, sportsmanship but not courtesy. The effect of organizational culture on organizational commitment was partially supported. It is supported that organizational culture and only its dimension of mission predicted organizational commitment, and its dimensions of affective and normative commitment. Finally, for the mediating role of organizational commitment, only affective commitment has a mediating role between organizational culture and organizational citizenship behavior.
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Sundarasaradula, Doy. "A thermodynamical perspective on organisations their structure and evolution /". Access electronically, 2006. http://ro.uow.edu.au/theses/101.
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OZGULER, MUSTAFA. "COMPARING AND ASSESSING THE PREPAREDNESS OF POLICE ORGANIZATIONS IN COUNTER-TERRORISM (NETHERLANDS AND UNITED KINGDOM)". Kent State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=kent1219738755.
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Jumara, John J. Sturgeon James I. "A case study of the influence of organization theory on organizational change". Diss., UMK access, 2005.
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Thesis (Ph. D.)--Dept. of Economics and Dept. of Sociology/Criminal Justice & Criminology. University of Missouri--Kansas City, 2005."A dissertation in economics and social science." Advisor: James I. Sturgeon. Typescript. Vita. Title from "catalog record" of the print edition Description based on contents viewed March 12, 2007. Includes bibliographical references (leaves 137-149). Online version of the print edition.
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Snabe, Birgitte. "The usage of system dynamics in organizational interventions a participative modeling approach supporting change management efforts /". Wiesbaden : Deutscher Universitäte-Verlag, 2007. http://www.springerlink.com/content/v4x321/.
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Soldner, James L. "Relationships among leader-member exchange, organizational citizenship behavior, organizational commitment, gender, and dyadic duration in a rehabilitation organization /". Available to subscribers only, 2009. http://proquest.umi.com/pqdweb?did=1879101251&sid=21&Fmt=2&clientId=1509&RQT=309&VName=PQD.
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Thesis (Ph. D.)--Southern Illinois University Carbondale, 2009."Rehabilitation Institute." Keywords: Leader-member exchange theory, Leadership, Organizational citizenship behavior, Organizational committment, Person-environment fit, Rehabilitation. Includes bibliographical references (p. 100-113). Also available online.
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Soldner, James Louis. "Relationships Among Leader-Member Exchange, Organizational Citizenship Behavior, Organizational Commitment, Gender, And Dyadic Duration In A Rehabilitation Organization". OpenSIUC, 2009. https://opensiuc.lib.siu.edu/dissertations/7.
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This study was an investigation of the relationship between subordinates' perceptions of the quality of the leader-member exchange (LMX) relationship and their willingness to engage in organizational citizenship behavior (OCB) and organizational commitment (OC). Differences in subordinates' perceptions of the quality of the LMX with their supervisor according to the gender of the supervisor compared to the employee (same sex vs. different sex) and dyadic duration of the LMX were also investigated. The possible moderation of dyadic duration on the relationship between subordinates' perception of the quality of the LMX and their willingness to engage in OCB and OC were also investigated. Lastly, the possible moderation of gender on the relationship between subordinates' perception of the quality of the LMX and their willingness to engage in OCB and OC were also investigated. This study surveyed direct service subordinate staff currently employed at a large rehabilitation organization in the Midwest. Results of research questions (RQ) one through eight are as follows: No significant correlation, r = .15, p = .35 for RQ1, significant correlation for RQ2, r = .38, p =.01, no significant correlation, r = .14, p = .38, for RQ3, no significant correlation, r = .30, p = .05 for RQ4, RQ5 model one was not significant, R2 = .10, F (2,38) = 2.21, p = .12, model two was significant, R2 = .19, F (3, 37) = 2.86, p = .05, RQ6 model one was significant, R2 = .26, F (2, 38) = 7.59, p = .002, model two was significant, R2 = .34, F (3, 37) = 6.34, p = .001, RQ7 model one was not significant, R2 = .10, F (2, 38) = 2.21, p = .12, model two was not significant, R2= .16, F (3, 37) = 2.31, p = .09, and RQ8 model one was significant, R2 = .26, F (2, 38) = 7.59, p = .002, model two was significant, R2 = .32, F (3, 37) = 5.98, p = .002. A summary of results and limitations and delimitations of the study are discussed, as well as implications and directions for future research.
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SHARFMAN, MARK PHILLIP. "ENVIRONMENTAL PRESSURE, ORGANIZATIONAL BUFFERS AND ORGANIZATIONAL PERFORMANCE: A STRUCTURAL EQUATIONS MODEL (SLACK)". Diss., The University of Arizona, 1985. http://hdl.handle.net/10150/188130.
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This dissertation addresses questions concerning slack's nature and its relationships with the environment and performance. The research investigates which view of slack (the operations or behavioral approach) best predicts performance. It examines the relationship of environment and slack using both interaction and mediation models. The PIMS database was used for 610 assembly manufacturing firms. The results support both the behavioral and the operations perspectives. This combined view suggests that slack capacity is optimized to improve sales while being minimized to improve profits. Excess inventory is minimized to improve sales but optimized to improve average ROS. In all cases, excess cash is minimized. In all equations, the slack variables entered the equations as costs. These results also support the argument that slack interacts with the environment rather than being in a functional relationship with it. Interaction terms of the slack types and the environment were significant in predicting sales. A mediation model was also tested but had a poorer fit with the data. Slack was found to be a multi-dimensional concept. The slack variables did not all intercorrelate positively. The negative relationships suggest that management makes decisions as when to use each slack resource. The slack variables (when lagged) had significant effects on each other, but not on performance. This indicates that the time horizon for slack may be shorter than was investigated in this research. The research demonstrated that slack inventory and non-slack supply buffers were negatively related. The conditions under which the firm trades slack for other buffering mechanisms were not clear. Predicted positive relationships between size and slack were found except that excess capacity and size were negatively related. This suggests that larger firms were holding slack in ways that are more discretionary and less obvious to their control systems. What is not clear from this research are the conditions under which management will choose a specific type of slack. In one case (excess working capital), technology predicts the level of this variable. Additional research is suggested to determine how, when and where these decisions are made.
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Schroeder, S. Tyler. "An organizational assessment of Department A of University XYZ". Menomonie, WI : University of Wisconsin--Stout, 2005. http://www.uwstout.edu/lib/thesis/2005/2005schroeders.pdf.
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Chang, Chi-Huang, i 張啟煌. "The relationship between organizatioal culture,organizational boundary,organizational capability,employee satisfaction and organization performance". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/02908372912173552985.
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碩士國立成功大學
企業管理學系碩博士班
91
This study discusses the effects of the organizational boundary, organizational capability and organizational culture on employee satisfaction and then the influence of employee satisfaction on organization performance. In addition, this study will explore if the organizational boundary, organizational capability and organizational culture would directly influence the performance of organization. This study adopted three methods including an interview, questionnaires and secondary data to make the triangulation and comparison by SPSS. The interveiew was based on the results of quantitative questionnaires in order to cover the insufficient of single research method. The results of this study indicated that: 1. The organizational boundary and organizational capability are positively and significantly related to the employee satisfaction. 2. The organizational boundary and organizational capability are positively and significantly related to the organization performance. 3. The organizational culture is not significant related to the employee satisfaction. 4. The organizational culture is not significant related to the organization performance. 5. The employee satisfaction is positively and siginificantly related to organization performace. 6. The characteristices of employees inclue the educational background, seniority and department are siginificantly different on employee satisfaction. Based on the results of this study, the organizational boundary and capability could influence the employee satisfaction and organization performance. Therefore, organization should improve its structure and communication method. It could be worked by four dimensions include vertical, horizontal, external and regional boundary. In addition, organization should increase their capability. It also could work from speed, elasticity, coordination and innovation. The relationship between employee satisfactioin and organization is siginificant. Thus, if company want to improve the performance of organization, company should try to promote the belief of learning and increase employee satisfaction. By this way, the learning capability of organization could increase and then the company could become a real organization.
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Chen, Yi, i 陳顗. "An exploration of Taiwan health care organizations perceived learning organization on perceived organizational innovation and organizational performance". Thesis, 2011. http://ndltd.ncl.edu.tw/handle/23821894613729345267.
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碩士義守大學
醫務管理學系碩士班
99
Facing changing medical strategies and highly competitive environment, medical institutions can operate continuously only by improving the operation efficiency, enhancing the quality of medical service, and building its competitive advantages; besides those, building its sound organization structure, creating good organizational learning environment, managing human capital, and eventually, achieving high performance through continuous innovation are also the key for medical institutions to survive in this vibrant environment. This research attempts to verify the relationship and influence of perceived learning organization on perceived organizational innovation and organizational performance. I am targeting for about 500 hospitals which had registered to the Department of Health and still operate in 2010 as this research objects. The surveyed objects are the human resource managers. 502 questionnaires are distributed, and 204 copies retrieved. After classification, 204 questionnaires are effective with the retrieval rate of 40.63%. All of effective questionnaires are further analyzed with SPSS17.0. The findings of questionnaires show that cognitive learning organization and cognitive organizational innovation contribute positively to organizational performance, and the learning organization affects innovation. Another finding of this research is that size of the health care industry turbulence moderate these relations.
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Clement, Juliette. "Organizational design of ambidextrous organizations". Master's thesis, 2018. http://hdl.handle.net/10362/120108.
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Johnson, Craig L. "Inside organizations: exploring organizational experiences". 2017. http://hdl.handle.net/10454/14133.
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Tseng, Ya-wei, i 曾雅偉. "THE INFLUENCE OF ORGANIZATIONAL JUSTICE AND ORGANIZATIONAL COMMITMENT ON ORGANIZATIONAOL CITIZENSHIP BEHAVIOR". Thesis, 2001. http://ndltd.ncl.edu.tw/handle/17045058610118440481.
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碩士大同大學
事業經營研究所
89
Although the study of organizational justice has been intensified markedly in the past few years, little work has been focused on the relationship between justice perceptions and extrarole behaviors. Therefore, this study tried to examine the relationships between justice perceptions and organization citizenship behavior. A theoretical basis for the relationship between fairness and citizenship was drawn from equity theory and other theories of social exchange. This study developed empirically a social exchange model of organizational citizenship behavior, with organizational commitment considered to be a mediator between organizational fairness in the supervisor’s decision making and employee citizenship. Structural equation analysis with Amos 3.6 found support for the hypotheses suggested, including support for a relationship between perceptions of procedural justice and organizational citizenship behaviors. The analysis further showed that procedural justice and organizational commitment could have positive effects on organizational citizenship behaviors. However, perceptions of distributive justice were observed to fail to influence citizenship. The major findings of this study are summarized as follows: 1. Perceptions of organizational justice will positively influence the factors of OCB. 2. Procedural justice in a supervisor’s decision making will be more likely than distri- butive justice to predict a subordinate’s OCB. 3. The factors of organizational justice employees perceive will have positive effects on the factors of organizational commitment. 4. The factors of organizational commitment will have positive influences on the fac- tors of OCB. The implication for managerial practice of this study is that supervisors can directly influence employees'' citizenship behavior. If managers want to increase citizenship behavior in their organizations, they should work to increase the fairness in their interactions with their employees. A corollary of this implies that perceptions of fairness based on interactional justice may be the easiest perceptions of fairness to manage. Distribution of outcomes may be constrained by forces outside the managers’ control. Similarly, the presence or absence of fair procedures may be a function of an organizational policy and not managers’ intentions. By comparison, the fairness of the interactions between managers and employees is often a matter of the former’s being sensitive to the interests of the latter and of convincing the former that to be fair is of self-interest. The limitations and suggestions for future research are summarized as follows: First, a major conceptual limitation is that this study’s model tests only a few organizational variables. Future studies should add more variables to enhance the explanatory power. Second, this study examines the effects of individual organizational variables and does not investigate the interactions among the predictors. For example, distributive justice could interact with procedural justice, or altruism could interact with sportsmanship. Future studies should explore the interaction effects of these variables. Third, for the convenience of sampling, this study uses data from only one company. Perhaps the relationship found here would be different from that observed in other companies in other industries. Future study should try to enhance the generalizability of the findings, replicating this study with more companies form different industries.
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Yu-Ling, Chang, i 張育領. "THE IMPACT OF ORGANIZATIONAL CULTURE, EMPLOYEE INVOLVEMENT, ORGANIZATIONAL SUPPORT TOWARD ORGANIZATIONAL COMPETITIVENESS FOR NON-PROFIT SPORT ORGANIZATION". Thesis, 2010. http://ndltd.ncl.edu.tw/handle/26648794020445874400.
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碩士國立臺灣體育學院
休閒運動管理研究所
98
The purpose of this research was to explore the impact of organizational culture, employee involvement, organizational support toward organization competitiveness for non-profit sport organization as well as to investigate differences among employee demographics on studied variables. The subjects of study were employees from non-profit sport organizations in Taiwan to whom the organizational culture, organizational support, employee involvement and organizational competitiveness scales were administrated to collect data. Of the 415 distribed questionnaires, 102 were valid response. The gathered data were then analyzed by Independent Samples t test, One-way analyzes of variance, and Path analyzes embedded in SPSS for windows. The results of this study shows: 1. There were significant differences on organizational culture cognitions between gender groups. 2. There were significant differences on organizational culture cognitions between different age groups . 3. There were significant differences on employee involvement between different job position groups. 4. Organizational culture has direct and positive impact on organizational competitiveness. 5. Perceived organizational support has indirect but positive impact on organizational competitiveness. 6. Employee involvement has direct and positive impact on organizational competitiveness. 7. Organizational culture has direct and positive impact on organizational support. 8. Organizational culture has direct and positive impact on employee involvement. 9. Organizational support has direct and positive impact on employee involvement.
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季家屏. "Examination about the Organizational Commitment and Organizational Performance Perception in Media Organizations". Thesis, 2004. http://ndltd.ncl.edu.tw/handle/22ngp5.
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碩士銘傳大學
傳播管理研究所碩士在職專班
92
Examination about the Organizational Commitment and Organizational Performance Perception in Media Organizations Abstract Broadcasting stations play important roles in the development of mass media. Recently, the number of broadcasting stations has expanded considerably. The competitions among the broadcasting stations are increasing. The important issues for government’s broadcasting stations are how to response the challenges of multichannel in broadcasting media and the new communication technologies. The purpose of this study is to explore the organizational commitment attitudes, organizational performance perceptions, and the relationship between organizational commitment and organizational performance perceptions of the employees in government’s broadcasting stations. This study conducted a survey for the employees of Voice of Han Broadcasting Network, Police Radio Station, and National Education Radio. Three hundred and seventy employees’ questionnaires were returned for a response rate of 86.9﹪. SPSS for windows were used for this study. The results of this study suggested that first, significant difference were found between the organizational commitment attitudes and organizational performance perceptions of the employees in government’s broadcasting stations. The identification for organizational value, continue in organization, job attitudes, service quality, organizational profession and organizational image of the employees in local stations and low education were higher levels than the employees in main stations and high education. The commitment attitudes and organizational performance perceptions of young employees were lower levels than old employees. Second, significant correlations were found between the organizational commitment attitudes and organizational performance perceptions. This study also suggested that the organizational commitment were positively and significantly correlated with organizational performance perceptions. The value commitment attitude can influence on the service quality, work ability, and the degree of organizational image perceptions. The effort commitment attitude can influence on the degree of organizational image perceptions. The continue commitment attitude can influence on the degree of organizational professional perceptions. Keywords: organizational commitment, organizational performance, government’s broadcasting station
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Yu, Chen-Kung, i 余成功. "The Study of Knowledge Management, Organizational Climate and Organizational Performance：A Government Organizations". Thesis, 2013. http://ndltd.ncl.edu.tw/handle/x9f6z5.
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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.
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Lin, Tsai Jung, i 林采蓉. "A Study of Organizational Climate and Organizational Effectiveness on National Sports Organizations". Thesis, 2005. http://ndltd.ncl.edu.tw/handle/46473460202799995383.
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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.
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Ho, Chun-Ming, i 何俊明. "The Relationships Among Person-Organization Fit, Perceived Organizational Support, and Organizational Citizenship Behavior". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/yhceyu.
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碩士景文科技大學
旅遊管理系觀光與餐旅管理碩士班
102
The hotel industry in Taiwan faces a competitive environment recently. To promote the competition, hotels must take actions to encourage their employees performing organizational citizenship behaviors. Organizational citizenship behaviors have proved to increase the effectiveness of the organizations. Therefore, the purpose of this study is to identify the relationships among person-organization fit (POF), perceived organizational support (POS), and organizational citizenship behaviors (OCBs) of the hotel employees in Taiwan. A convenience sample of respondents was chosen that comprised all of the front-line employees of these 16 target hotels. 400 structured questionnaires were distributed by using the face-to-face survey. 294 effective questionnaires were collected. Data was analyzed via SPSS and AMOS package software. The descriptive statistics, reliability and validity analysis, confirmatory factor analysis, correlation analysis, linear regression, and hierarchical regression were conducted. The results showed that POF had a significant positive impact on OCBs, POF had a significant positive impact on POS, and POS had a significant positive impact on OCBs. However, POS didn’t mediate the relationship between POF and OCBs. These findings have managerial implications and provide useful reference data for future research.
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Su, Wen-Chieh, i 蘇文杰. "The Research of Relationship among Organizational Reputation,Organization Identification and Organizational Commitment:A Study of Volunteers in Nonprofit-Organization". Thesis, 2003. http://ndltd.ncl.edu.tw/handle/20166865562611332941.
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碩士中原大學
企業管理研究所
91
The objective of this study is to converse the relationships among organizational reputation, organizational identification and organizational commitment of volunteers in nonprofit organization. Through reviewing related references, we came up with four hypotheses: The relationship between organizational reputation and organizational identification. �郼he relationship between organizational identification and organizational commitment. �郼he relationship between organizational reputation and organizational commitment. �郼he interaction between organizational reputation and volunteer’s individual characteristics on organizational identification. In the course of the statistical analysis from the survey’s empirical facts, we concluded few major consequences as follow: 1.Throughout the analysis, we revised organization reputation into four aspects, which are public obligation, professional service, managerial innovation and attracting ability. 2.There are significant correlations between organizational reputation and organizational identification. When organizational reputation increased, organizational identification followed. 3.There are significant correlations between organizational identification and organizational commitment. When organizational identification increased, organizational commitment followed. 4.There are significant correlations between organizational reputation and organizational commitment. When organizational reputation increased, organizational commitment followed. 5.There are partially significant correlations between the interaction of organizational reputation and volunteer’s individual characteristics on organizational identification, including one’s age, education, and previous experience in nonprofit organization. 6.There are partially significant correlations between the interaction of organizational reputation and volunteer’s individual characteristics on organizational identification, including one’s education, matrimony and previous experience in nonprofit organization.
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Hung, Chien-Ting, i 洪健庭. "Organizational Identification and Organizational Citizenship Behavior：The Case Study of Three Nonprofit Organizations in Taiwan". Thesis, 2007. http://ndltd.ncl.edu.tw/handle/73480696901824352043.
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碩士國立臺灣大學
政治學研究所
95
Nonprofit organizations (NPO) increasingly show its social force in the 1980s in Taiwan, becoming the main part of society with the government and enterprises. The studies of organizational citizenship behavior (OCB) focus more on the public and business sector in the past, less paying attention to NPOs. This article argues that promoting the identity of paid staff and volunteers to NPOs will help the performance of OCB. In order to discuss the connection between organizational identification (OI) and altruistic behavior, this study analyses six elements including the key contact, cognition co-ordination, emotion conjunction, important events, role-play and positive feedback. Meanwhile, we will also divide seven dimenions like helping behavior, loyalty, compliance, individual initiative, civic virtue, self development and sportsmanship to observe OCB in NPOs. Furthermore, this study concern about what the members in NPOs think of the government, enterprises and their own organizations. After interviewing three NPOs(the Society of Wilderness, Taiwan Foundation for Rare Disorders and Genesis Social Welfare Foundation), we find out that five of all elements have examples to prove the connection between OI and OCB, but not containing the “important events” element. On the other hand, the dimension of “civic virtue” in OCB cannot be supported. Overall, the members in NPOs think their basic differences from the government and enterprise is the mission to pursue public interest in Taiwan’s society. In sum, three suggestions and the limitation of this case study are going to be presented in the concluding chapter.
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Lu, Shin-yu, i 盧心雨. "A Study of Organizational Culture and Organizational Effectiveness for Government Physical Education Administrative Organizations". Thesis, 2001. http://ndltd.ncl.edu.tw/handle/76877197170222075961.
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碩士國立臺灣師範大學
體育研究所
89
The purposes of this study were to clarify the reality and the consistency of organizational culture and organizational effectiveness for government physical education administrative organizations in Taiwan. It was also to compare the differences those officers’ demographic variables on their organizational culture and organizational effectiveness. In addition, it tried to probe the relationship between organizational culture and organizational effectiveness of government physical education administrative organizations. The research subjects were 303 officers from National Council on Physical Fitness and Sports, Physical Education Department of Education Ministry, 4th Division of Central Section Office of Education Ministry, the 7th or 5th Division of Municipal Education Bureau, Physical Education Health Care Division of different counties and city governments, public stadium. The questionnaire ‘‘Organizational Culture Measuring Scale’’ and ‘‘Organizational Effectiveness Measuring Scale’’ were used as research survey instrument. According to the data from the questionnaires, mean values, standardized scores, One-way MANOVA, Canonical Correlation and Multiple Stepwise Regression were used for data analysis. The result showed that: 1.The organizational culture and organizational effectiveness in government physical education administrative organizations were very congruent. 2.Significant differences in organizational culture and organizational effectiveness were found for government officers. As a whole, those who were male, elder, longer accumulated years of serving in the present organization, longer years of acting as public servant had higher consciousness for organizational culture and better organizational effectiveness. 3.It existed a higher correlation and a canonical correlation between organizational culture and organizational effectiveness in government physical education administrative organizations. And all aspects of organizational culture could influence all aspects of organizational effectiveness. 4.The organizational effectiveness (direction, goal clarity；productivity, accomplishment external support, growth； innovation, adaptation； commitment, morale； participation, openness； documentation, information stability, control；and the whole organizational effectiveness) of government physical education administrative organizations could be predicted effectively by their organizational culture (rational culture, development culture, consensual culture, and hierarchical culture). Especially both consensual culture and development culture had powerful predictability.
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Harvey, Carlton F. "Dimensions of organizational renewal in religious organizations". Thesis, 2003. http://spectrum.library.concordia.ca/2044/1/NQ78627.pdf.
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The thesis of this study is that renewal efforts characterized by a partnership between empowering leadership and an engaged grassroots will, over time, experience a greater degree of renewal than organizations whose renewal efforts are initiated and driven exclusively at the executive level. Further conclusions are that renewal efforts must be a custom job, expansion probably works best when preceded by renewal, and organizations must confront and deal with the problem of escalating commitments. The thesis examines the dimensions of organizational renewal in religious organizations with respect to regional jurisdictions and establishes the criteria for measuring renewal. Renewal is defined as a change in structure, culture, standards or norms without altering the fundamental purpose and identity of an organization. Renewal can also mean whatever it takes to preserve or regain the health and vitality of an organization as opposed to allowing the organization to grow stagnant, unproductive, and die of entropy. Changes that are made by an organization to allow it to return to its raison d'être demonstrate the qualities of organizational renewal as defined in this project. The literature for both management and religious organizations reveals an absence of material addressing renewal in terms of initiating a planned change. Further, religious organizations are bereft of material focused on renewal at the level of regional jurisdictions. The two notable exceptions to the above are Hurst (1995) and Payne and Beazley (2000) whose material is reviewed at length. Three case studies provide the laboratory in which the model of renewal is tested. A series of interviews and examination of documents from two North American districts in the Church of the Nazarene give examples of renewal efforts. These case studies are compared and contrasted with an analysis of the secondary literature on the Dutch Catholic renewal in the 1960's.
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PO-HSIEN, LIN, i 林柏賢. "A Study on the Relationships between Organizational Cultural and Organizational Effectiveness for Police Organization". Thesis, 2006. http://ndltd.ncl.edu.tw/handle/64468923189878965036.
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碩士國立高雄師範大學
成人教育研究所在職專班
94
The main purpose of this study is to understand the relationships between organizational cultural and organizational effectiveness for the police organization. The research goal is to analyze the different backgrounds variables police organization members. This research take the Ping-Tung County Police Bureau Headquarters and 7 subordinate police precincts as the research scope, and selects 2025 members for the research objects. According to the correlation literature to develop “ Police Organization Cultural Questionnaire and Police Organizational Effectiveness Questionnaire”, takes the questionnaire as the research tools. This research sends out 600 questionnaire recycle 545, effective questionnaire 518, returns-ratio 86.33%. The data were statistically analyzed with SPSS10.0, windows version, which include item analysis factor analysis reliability descriptive analysis t-test, and multiple stepwise, regression analysis. The main findings are listed as follows: 1. The recognition of the police organization members for the organizational culture would be satisfied up to middle plus level. The expection of organizational effectiveness would be satisfied up to middle plus level. 2. The sense of the organizational members to Hierarchical Cultural is the highest one. Especially, the unit respects the supervisor’s policy, then to push and fulfill the policy . The unit is a formal and constructional organization. All of the members follow the regulations. This two items get the recognition. 3. Organizational members disagree the situation of the management in regards to the situation. There is no special privilege. 4. The recognition of the organizational culture of the Commercial High School members is higher than the members of University. 5. Organizational members to the internal process model. The unit’s files and data are all reserved entirely and “ The unit’s duties can normally operate every day”. The recognition of these two items get the best recognition. 6. The members can attend the main policy which is concerned with the members career. The unit can provide the members with self-ability promotion and study path. This item did not get the members recognition. 7. The members who served for 11 years to 20 years are better than 21 years. The members who served for over 21 years are better than under 10 years. 8. No matter from the “entirely level” or “Interior Process Model monitoring”. The complicate police precinct is better than the simple police precinct. The simple police precinct is better than the suburban police precinct. The suburban police precinct is better than Police Headquarters. 9. The Relationship between Organizational Culture and Effectiveness. It represents the relationship between organizational culture and effectiveness. The relationship between each level all reaches the standards. In other words, organizational effectiveness will result the differences since the different organizational culture. The organizational culture and entirely organizational effectiveness all got the well effectiveness. According to the research I have some suggestions as followings: 1. Continuing to enhance the police precinct the whole year training. Especially in the following members. (1) The middle level members graduated from University. (2) The basic members served under 10 years. 2. Encourage the members to cultivate an optimistic health moral. 3. Establishing the common warm human being working environment. 4. Setting up the common sense of service first and efficiency primary. 5. Giving the members to participate the space of decision. 6. To wide the path of studying to promote the members quality.
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Wang, Kuo-Wei, i 王國維. "The Study of Role Conflict, Organizational Design and Organizational Culture in a Matrix Organization". Thesis, 2014. http://ndltd.ncl.edu.tw/handle/6h9a3p.
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碩士國立中山大學
高階經營碩士班
102
The period from 1980s to 1990s has witnessed the increasingly use of the form of matrix organization. Many enterprises start to use the matrix organization, to perform operations or project through the matrix organization designed that allow the enterprises have the competitive power. But if not effectively use the benefits of the matrix organization, enterprises may fail due to a matrix organization, which led to lower business performance and competitiveness decline. In the matrix organization operation, the common problem is the role of conflict affected its business operations or project execution. The matrix organization must make good use of organizational design span, and consider the organizational culture of adaptability. This study goal in the discussion the role conflict, organizational design and organizational culture. In IBM ''s case, in-depth interviews with qualitative analysis, thus obtains the following conclusion: 1. In matrix organization, the appropriate organizational design can weaken the impact of role conflict. 2. In matrix organization, organizational culture can weaken the impact of role conflict. 3. To operate matrix organization success, organizational design span is the key factor. 4. To operate matrix organization success, adaptability to its organizational culture is the key factor.
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江達隆. "The Influence of Job Satisfaction, Organizational Commitment and Person-Organization Fit on Organizational Misbehavior". Thesis, 2004. http://ndltd.ncl.edu.tw/handle/54648589770858805419.
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碩士大葉大學
國際企業管理學系碩士班
92
According to the past literature, the researches on the field of organizational behavior mostly focus on positive side about the organizational members’ attitudes, seldom to touch the issue on negative attitudes or even the organizational misbehavior in workplace. In this way, in this study we mainly confer the influences of the organizational misbehavior through the perspectives of job satisfaction, organizational commitment and person-organization fit. Data were collected via the questionnaire survey by convenience sampling method, and 856 valid samples were selected. The main results of this study were presented as followings： 1. After factor analysis, this study extracts three categories of organizational misbehavior, which are inactive behavior, crooked behavior about obtain benefit, and harmful behavior. 2. It is discovered from the analysis results through the structural equation model that job satisfaction、organizational commitment and person-organization fit are significant negative related to the organizational misbehavior.