Gotowa bibliografia na temat „Passive-defensive culture”

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

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

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

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

Team culture is an important antecedent to safety behaviours such as speaking up. A positive safety culture in the operating theatre has been linked to fewer adverse events. Psychological safety, a component of safety culture, is the belief that the team is safe to take risks such as raising concerns. Power dynamics can influence active speaking up behaviour or ‘voice’. When theatre team members chose to remain silent rather than voice concerns this can be a protective or defensive strategy rather than passive inactivity.

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

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

This article examines the historical factors that gave rise to stereotypes about Christians as aliens who are estranged from the ways of the dominant culture. On the basis of an analysis of the use of stereotypes about Christians in a renowned novel by the Kannada writer Kuvempu it argues that such articulations shape the persistent view that Christians represent Western culture and values. Internalisation of this third-person perspective by the Indian Christians has obstructed a clear articulation of their self-perception as a minority group in a multi-religious context. This article will argue that it is important for the Christian minority to develop a first-person narrative that is neither defensive nor passive.

Following the reconquest of Granada in 1492, the Muslim minority in Spain,known demgatorily as Moriscos, were subjected to harsh measures in the formof edicts and restrictions. Forced to live in a hostile environment, which happenedto be their homeland, they developed their own attitude, accompaniedby passive resistance and sporadic revolt. This attitude was expressed in anextensive, clandestine and mostly anonymous literature known as the Aljamiadoliterature, which was for the most part written in the Romance in Arabic script.Although the Moriscos preserved a sentimental attachment to Arabic as theirown language, they were no longer able to use it. This literature was, for themost part, inspired by Arabic models that not only expressed defiance towardsthe oppressor, but also reiterated Islamic values. Written mostly during theXV and XVI centuries, the Aljamiado literature is significant for the studyof cultural change, offering valuable data for the historian, religious scholar,sociologist, anthropologist, philologist, belle - lettrist, and civil and humanrights advocate, who would gain insight into the fate of a deprived andpersecuted minority living in a hostile environment.The work under review is intended according to its author “to survey andanalyze the selfexpression of the Moriscos as contained in their own literature;it also assesses the status of a minority struggling for survival, with referenceto ideological conflict, the clash of religions and cultures, and differing mutualperceptions.” Although the work is intended to be a general “cultural and socialhistory,” as the sub-title indicates, it is in many ways a study of the mentulitaeof a group of people who were forced to live on the defensive in their bidfor survival ...

Introduction. The purpose of the article is to determine the specifics of the Byzantine war strategy in Asia Minor. A qualitative military and political characteristics of the main military expeditions to the eastern borders are crucial for the disclosure of this problem. From this aspect, the study addresses the following issues: defining of the role of the eastern military campaigns in the complex of military-strategic measures on the state scale; characteristics of the features the armed forces used, as well as the tasks solved during military expeditions to Asia Minor; disclosure of the features of military-technical measures to ensure the security of Byzantium eastern borders. Methods. Critical use of elements of civilizational, formational and systemic approaches is the methodological basis of this study. It should be noted that the use of a systematic approach in the analysis of the Byzantine troops combat practice in east direction, allows to determine the strategic objectives of military expeditions in Asia Minor, to reveal the logic of warfare in the eastern theater, to determine the functional purpose of military-technical measures. Analysis and Results. The study reveals the strategic concept of Byzantium armed forces military operations during the reign of the first Palaeologus on the Asia Minor territory. Analysis of combat practice allows us to conclude that the strategic priority of the western and northwestern directions, which required the use of the most combat-ready troops consisting of mercenaries during the reign of Michael VIII, determined the need to use the Byzantine troops at the eastern borders of the empire. TheByzantine army was episodically involved in major defensive expeditions to the borders of the empire. We determined that the purpose of these campaigns is to stop the advance of enemy armies and their subsequent expulsion from the empire. This logic of military operations does not mean the loss of strategic initiative at the eastern direction. The strategy of passive defense which determined the nature of the military confrontation in the Asia Minor region was ensured by the creation of a garrison system, or a line of fortresses, on the eastern borders of the empire. Fortification activities of Michael VIII and Andronikos II in 1280–1282 temporarily stopped the advance of the Turkish troops. However, natural factors and the intensification of the economic crisis at the end of the 13th century made it impossible to preserve the defensive line located along the banks of the rivers that served as the borders of the Byzantine state. In addition, the strengthening of the military-political power of the emirates of Menteşe, Aydinoglu and Osman led to the loss of the initiative by the Byzantine troops and, as a result, the reduction of the Asia Minor territories of the empire. In an effort to change the situation, Andronicus II proceeded to implement an active defense strategy.

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

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