Literatura científica selecionada sobre o tema "Organisational culture"
Crie uma referência precisa em APA, MLA, Chicago, Harvard, e outros estilos
Consulte a lista de atuais artigos, livros, teses, anais de congressos e outras fontes científicas relevantes para o tema "Organisational culture".
Ao lado de cada fonte na lista de referências, há um botão "Adicionar à bibliografia". Clique e geraremos automaticamente a citação bibliográfica do trabalho escolhido no estilo de citação de que você precisa: APA, MLA, Harvard, Chicago, Vancouver, etc.
Você também pode baixar o texto completo da publicação científica em formato .pdf e ler o resumo do trabalho online se estiver presente nos metadados.
Artigos de revistas sobre o assunto "Organisational culture"
1
Farkas, Johanna, János Sallai e Ernő Krauzer. "The Organisational Culture of the Police Force". Internal Security 12, n.º 1 (22 de julho de 2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.
Texto completo da fonteResumo:
The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.
2
Idowu, Oluwafemi Emmanuel. "Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?" Journal of Management Research 8, n.º 4 (1 de dezembro de 2016): 12. http://dx.doi.org/10.5296/jmr.v9i1.10261.
Texto completo da fonteResumo:
The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.
3
Pryce, Josephine. "Interplay of Organisational Resilience and Organisational Culture". Journal of Resilient Economies (ISSN: 2653-1917) 1, n.º 2 (30 de dezembro de 2021): 19–24. http://dx.doi.org/10.25120/jre.1.2.2021.3870.
Texto completo da fonteResumo:
The literature on organisational resilience (OrgRes) evidences that this phenomenon has experienced increasing attention in recent years. Studies show that understanding of organisations as complex socio-technical systems is important to understanding OrgRes. Often, these studies focus on micro- and macro-perspectives that address individuals as actors in systems. Or they address organisational factors that can be improved (for example, employee training, risk management policies, and operational processes) in order to anticipate and respond to various events. Some of these studies suggest the need for a more holistic perspective that includes formal and informal approaches. Building on these insights, here it is argued that understanding and attention to ‘organisation culture’ provides a lens by which organisations can better prepare for future challenges, especially where contexts of high uncertainty and volatility may prevail. Using the metaphor of an iceberg for organisational culture (OrgCulture), cultivation of resilience within organisations, allows for the embedding of a resilience-based approach into the fabric of organisations, such that it permeates organisational values and principles and informs policies and practices. Such conceptualisation of OrgRes, will enable establishing of deep internal ideologies that effect enduring ‘ways of thinking and doing’ that better prepare organisations for the future.
4
Byrne, Jacqueline, Tomás Dwyer e Declan Doyle. "Understanding the layers of a market-oriented organisational culture". Irish Journal of Management 37, n.º 1 (31 de janeiro de 2019): 16–30. http://dx.doi.org/10.2478/ijm-2018-0002.
Texto completo da fonteResumo:
Abstract Organisations with market-oriented cultures outperform other organisations. Thus, the creation of such a culture is paramount. This paper details how distinct layers of an organisation’s culture can in combination influence market-oriented behaviours. The importance of organisational culture in the successful implementation of a market orientation strategy has been recognised. However, an awareness of how the layers of organisational culture, such as values, norms and artefacts, can contribute to market-oriented behaviour is still under research. The layers of organisational culture were thus investigated in three mixed-method case studies of Irish companies utilising a questionnaire survey, interviews and observations. The core conclusion of the study is that the combined synergistic effect of the particular unique organisational cultural layers in a company encourages market-oriented behaviours. This research adds necessary details for managers who seek to develop and create a market-oriented culture to improve company performance.
5
Szydło, Joanna, e Justyna Grześ-Bukłaho. "Relations between National and Organisational Culture—Case Study". Sustainability 12, n.º 4 (18 de fevereiro de 2020): 1522. http://dx.doi.org/10.3390/su12041522.
Texto completo da fonteResumo:
Management science focuses on organisational culture. This reflection also applies to the broadly understood cultural context, as organisations operate in specific places and at specific times. As entrepreneurs enter foreign markets, there is a need to deepen their knowledge of cultural aspects, which results in the possibility to generate practical guidelines for shaping organisational culture in a different cultural environment. The article assumes that out of four elements conditioning organisational culture—type of environment, type of organisation, features of organisation and features of participants—two of them, type of environment and features of its participants, are the basic ways to organisational culture, by means of which the organisational culture is permeated by artefacts, values and basic assumptions, characteristic of national cultures. This permeation is exemplified by organisations from the same industry, having the same top management but functioning in different cultural environments. The study was conducted with the use of the multiple, exploratory and explanatory case study method. It consisted of three stages: The first stage included literature analyses (analyses of secondary data and legacy data), which aimed to determine the features of two cultures—Polish and Ukrainian. At the second stage, the authors conducted pilot studies among the representatives of the Polish and Ukrainian national culture. At the third stage, the organisational cultures of companies operating in the environment of the Polish and Ukrainian culture were surveyed. The research sample included 590 people. The authors based their studies on the Milton Rokeach Values Scale and an author’s tool, in which Hofstede’s concept of cultural dimensions. The statistical analysis involved the nonparametric Mann–Whitney U test.
6
Molete, Dr Mantoa C. "Cororate Culture as a Function in Formulating Strategic Communication." 12th GLOBAL CONFERENCE ON BUSINESS AND SOCIAL SCIENCES 12, n.º 1 (8 de outubro de 2021): 135. http://dx.doi.org/10.35609/gcbssproceeding.2021.12(135).
Texto completo da fonteResumo:
Sub Saharan Africa is filled with cultural diversity which creates a multicultural market. These diversities are created by the external and internal stakeholders in an organisation allowing the emerging of a unique organisational culture to describe the identity of a specific organisation. In its broader term culture gives description to units that provides unity amongst people hence its importance in group situation. Organizational culture is viewed as the shared values, beliefs, or perceptions held by employees within an organization. Moreover, an organization's culture tells us a lot about how members of that specific organisation communicate with each other. Even with the above vital role, organisational culture is viewed as an aspect to influence communication rather than a key role player in developing a communication strategy that fits the intended communication objectives of the specific organisation. To many organisations, the direction of their specific communication is more depended on current communication trends rather than the cultural aspect that determines the identity and behaviour of stakeholders of the specific organisation to achieve set objectives specifically in very diverse areas such as Africa. Whilst various authors have written about organisational culture there is still a lack in literature developed to outline in detail the cultural patterns and norms of African cultures, which are important in understanding the communication approaches of Africans even in corporate environments. This lack in literature also deprives African organisations to understand the diversity within its stakeholders. The aim of this paper is to explore how organisational culture and aspects of culture play a vital role in creating a communication strategy that is fit for a specific organisation to outplay the intend communication objective. This paper place focus on organisational culture and the vital function it plays in strategic communication. Keywords: Strategic communication, organizational culture, diversity, culture, communication
7
Nanayakkara, Kusal, Sara Wilkinson e Dulani Halvitigala. "Influence of dynamic changes of workplace on organisational culture". Journal of Management & Organization 27, n.º 6 (novembro de 2021): 1003–20. http://dx.doi.org/10.1017/jmo.2021.69.
Texto completo da fonteResumo:
AbstractChallenged by the effects of organisational flexibility and high corporate real estate costs, organisations are increasingly seeking flexibility and operational efficiency in their office spaces. To date, the literature relating to flexible office spaces has focused mainly on their physical characteristics. The full effects of such spaces on human reactions and the corporate culture of organisations are less understood. The objective of this paper is to examine the influence of introducing activity-based working (ABW) on existing organisational culture. It was addressed from the perspective of the management of large corporate organisations. A mixed-method research that included a qualitative approach followed by a quantitative approach was adopted. The first stage included semistructured interviews with 19 large organisations who had introduced flexible layouts. The second stage involved a questionnaire survey of 32 organisations which had experienced office layout changes. Findings identify that the nature of workplace designs has a considerable impact on the corporate culture of an organisation and can be used to leverage and change its culture. Workplace designs directly influence culture by supporting the systems, symbols, engagement/motivation and behaviours of the organisation and employees. However, some differences between the perceptions of public and private organisations were identified. In conclusion, office layouts are artefacts that can either support, or change, the existing organisational culture. Therefore, the critical achievement of workspace design is to integrate the cultures, values and behaviours of organisations to meet their ultimate goals.
8
Stachová, Katarína, Zdenko Stacho e Gabriela Bartáková. "Influencing organisational culture by means of employee remuneration". Verslas: Teorija ir Praktika 16, n.º 3 (1 de outubro de 2015): 264–70. http://dx.doi.org/10.3846/btp.2015.492.
Texto completo da fonteResumo:
The aim of this paper is to particularly define the possibilities of influencing organisational culture by means of employee remuneration. The paper will present the results of research conducted over 2010–2012. The respondent group included 340 organisations operating in the Slovak Republic. The research showed that even though 98% of the interviewed organisations realise the importance and meaning of dealing with the creation and maintenance of organisational culture, only 21–43% have defined an organisational culture strategy in writing within the organisation´s strategy.
9
Nagabhaskar, Dr M., e Mr Ch Chandra Sekhar. "Impact of OCTAPACE Model on Banking Employees: a Comparative Study of Private and Public Sector Banks with reference to Andhrapradesh". International Journal of Innovative Research in Engineering & Management 9, n.º 4 (2022): 122–25. http://dx.doi.org/10.55524/ijirem.2022.9.4.21.
Texto completo da fonteResumo:
Organisational culture is a facet that impacts every organisation’s functioning, different organisation needs different quite culture to be set up. it’s defined in terms of shared meaning, patterns of beliefs, rituals, symbols, and myths that evolve over time, service to scale back human variability and control and shape employee behavior in organisation. this research aims to compare private sector and public sector banks in terms of values of employees. The study attempts to understand the impact of OCTAPACE model on banking employees of private and public sector banks in Andrapradesh.The main implication of this research on organisational culture suggest that there is a scope for further improvement in the sample study organisations which would improve their work life by overcoming the monotony.
10
Kallarackal, Tomy K. "Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture". Atna - Journal of Tourism Studies 9, n.º 2 (1 de julho de 2014): 89–112. http://dx.doi.org/10.12727/ajts.12.5.
Texto completo da fonteResumo:
The productivity and effectiveness of any organisation depends mainly on the performance level of the employees in the organisation. Human behaviour scientists over the years have conducted various studies and have concluded that, the performance of employees in any organisation depends largely on their motivational behaviour. Reviews of related literature confirm the role of various factors in the motivational behaviour of employees including organisational culture. The title of the present study is ―Motivational Behaviour of Tourism Industry Employees in Relation to Organisational Culture‖. The major objective included ascertaining the relationship between motivational behaviour and organisational culture of employees working in these types of businesses. The population of the study consisted of 323 employees working in travel agencies, tour operations, airlines and hotels and resorts in Bangalore. The sampling technique employed was judgment sampling. For the present study two tools namely: Motivational Analysis of Organisations- Behaviour (MAO-B) by Pareek (2003) and Organisational Culture Survey by Pareek (2003) were used to collect data. The findings of the study show that most of the organisations in the tourism industry hold Internal and Narcissistic aspects of organisational culture reflecting the sad state of affairs prevalent in these organisations.
Teses / dissertações sobre o assunto "Organisational culture"
1
Inat, Pedro. "Organisational culture and sub-culture /". Title page, contents and abstract only, 1994. http://web4.library.adelaide.edu.au/theses/09ARPS/09arpsi35.pdf.
Texto completo da fonte
2
Diaz, Carlos Fernando Gomez. "Chilean organisational culture". Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364111.
Texto completo da fonte
3
Siddieg, T. E. S. I. "Culture and organisational change in a major Sudanese organisation". Thesis, Lancaster University, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.304295.
Texto completo da fonte
4
Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape". University of the Western cape, 2016. http://hdl.handle.net/11394/5554.
Texto completo da fonteResumo:
Magister Commercii (Industrial Psychology) - MCom(IPS)At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.
5
Nazarian, Alireza. "The mediating influence of leadership style and moderating impact of national culture and organisational size on the culture-effectiveness relationship : the case of Iran". Thesis, Brunel University, 2013. http://bura.brunel.ac.uk/handle/2438/8026.
Texto completo da fonteResumo:
Organisational effectiveness has always been researchers’ main concern and interest over a long period of the time. Also, organisational culture as the main contributor of organisational effectiveness and its impact has attracted many scholars in different disciplines including organisational studies. While there is an extensive body of literature on the relationship between organisational culture and organisational effectiveness, many of the previous studies in this field have explored the direct relationship between specific culture domains and specific effectiveness measures and researchers have paid inadequate attention to mediators and moderators of the link between organizational culture and effectiveness. In fact, there is an absence of a comprehensive conceptual model of the culture-effectiveness relationship in the literature that includes the impact of mediators such as leadership style or moderators such as national culture and organisational size. Therefore, the purpose of this study is to investigate the mediating influence of leadership style and the moderating impact of national culture and organisational size on the culture-effectiveness relationship in private sector organisations in Iran. In order to achieve the research aim and objectives this study is preceded by a systematic review of the relevant literature that leads to the development of a comprehensive conceptual model. Data collected from different management levels of 40 private sector organisations in Iran by using a survey questionnaire with a design based on previous studies, and analysed using the statistical package for social sciences, SPSS V.18. A convenience sample of 1,000 respondents from various management levels of the organisations was established, in which 353 were returned on time to the researcher that create the response rate of 35.3 percent. This research in nature is quantitative, positivist and deductive and uses survey method by self-administered questionnaire because of its obvious advantages when it comes to versatility and speed. The results of this study show that there is a strong relationship between organisational culture, leadership style and organisational effectiveness and, in fact, leadership style is a partial mediator between all four organisational culture types and organisational effectiveness apart from the adhocracy culture type. Moreover, the findings of this study confirm the importance and major impact of national culture and organisational size as moderators on the relationship between organisational culture, leadership style and organisational effectiveness. This study makes several contributions one of which is the presentation of a comprehensive framework that that explains the importance and impact of leadership style as a mediator and national culture and organisational size as moderators on the culture-effectiveness relationship. Moreover, this study provides a novel contribution to the growing literature on the culture-effectiveness relationship in private sector organisations, particularly for developing countries such as Iran. Furthermore, the result of this study provides meaningful managerial implications and can be used as a guide for implementing organisational change including cultural or managerial styles to improve organisational effectiveness.
6
Apelt, Christina L. "Organisational change in public organisations". Thesis, Queensland University of Technology, 2014. https://eprints.qut.edu.au/73086/2/Christina_Apelt_Thesis.pdf.
Texto completo da fonteResumo:
This research applies a multidimensional model of publicness to the analysis of organisational change and in so doing enriches understanding of the public nature of organisations and how public characteristics facilitate change. Much of the prior literature describes public organisations as bureaucratic, with characteristics that are resistant to change, hierarchical structures that impede information flow, goals that are imposed and scrutinised by political authority and red tape that constrains decision-making. This dissertation instead reports a more complex picture and explains how public characteristics can also work in ways that enable organisational change.
7
Garcia-Lorenzo, Luica. "Cultural transitions : organisational change and its impact in culture". Thesis, London School of Economics and Political Science (University of London), 2001. http://etheses.lse.ac.uk/120/.
Texto completo da fonteResumo:
This thesis explores, from a cultural perspective, the organisational change process resulting from a string of take-overs within Blazehard, a tyre manufacturing company in Spain. It looks at the effects of these changes in the way people reconstruct the organisation and their role as its employees through the stories they share. The first part of the thesis elaborates on the uses of culture as a conceptual tool for observing organisations and, especially, on the need to account for the complementary processes of continuity and change in social experience. The thesis proposes historical recollections, as cultural manifestations, as a vehicle that reproduces and challenges a cultural order through their reproduction and generation within that order. They articulate a space where the new and the uncertain can be made safe through their integration into the traditional and the known, thereby providing possibilities for permanence and security as well as for innovation. The research combines different methods of data gathering - interviews, documents and group discussions - and of analysis - narratives and discourses to facilitate the exploration of both the commonalties and the diverse interests and perspectives existing among Blazehard employees. The exploration of the stories shows how they compose a collectively reproduced narrative that guides -and therefore constrains- employees' historical recollections. This referential narrative is the vehicle through which people reproduce but also challenge their cultural order in the organisation. As such, storytelling is presented as the constant process of reformulation that opens possibilities for individual development within the cultural constraints that the organisation imposes on its members. The results suggest when people try to make sense of a change situation both turn to their own experiential resources and use the symbols that their cultural environment provides. It is in the tension between the two, that the conditions of fluidity and ambiguity required for a cultural transition can be created.
8
Khanyile, Dumisani. "Organisational culture and knowledge creation : the relationship between knowledge creation enablers and organisational culture types". Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/4045.
Texto completo da fonteResumo:
Thesis (MPhil (Information Science))--University of Stellenbosch, 2009.ENGLISH ABSTRACT: The thesis studies the relationship between knowledge creation and organisational culture. To do that the relations between Nonaka's enabling conditions and the four organisational culture types according to the competing value framework of Cameron and Quinn were tested in two organisations. Whilst many authors are critical of the specifics of Nonaka and Takeuchi’s model of knowledge conversion, most seem to agree with their argument about the requisite enabling conditions for knowledge creation. It is argued that these enabling conditions are shaped by the organisational culture and therefore this relation is of some importance. The empirical research was based on two part questionnaire. The first part of the questionnaire concerned the knowledge creation enablers. The indicators for this part of the instrument had to be developed from the knowledge creation literature. The second part of the questionnaire was based on the validated Cameron and Quinn organisational culture assessment instrument. Since Nonaka recommends a middle-up-down approach for managing knowledge creation in organisations, the questionnaire was directed at the middle management of the selected organisations. 140 questionnaires were sent out and two organisations had adequate responses for statistical data analysis. The results showed that one organisation has a strong market culture. This organisation displayed requisite variety, creative chaos and autonomy as enablers for knowledge creation. The market culture is an organisation’s response to an environment filled with complexities of the brand market which requires the presence of requisite variety and creative chaos. The organisation uses autonomous work teams, hence the prominence of autonomy. The second organisation competes in the business solutions market. Here, the dominant culture type was that of a clan and the organisation was strong in most knowledge creation enablers except redundancy and ba. The dominance in clan culture is in line with a medium size company that is competing in the big league of providers of business solutions and the organisation believes that its success is in providing unique business solutions thanks to teamwork and working like family. It is concluded that for an organization to be competitive requires one dominant appropriate culture and not necessarily all knowledge creating enablers.
AFRIKAANSE OPSOMMING: Die tesis ondersoek die verband tussen kennisskepping en organisasie kultuur. Dit word gedoen deur die relasie tussen Nonaka se omgewingsomstandighede vir kennisskepping en die vier organisatoriese kultuurtipes van Cameron en Quinn in twee organisasies te meet. Terwyl baie skrywers krities is oor die besonderhede van Nonaka en Takeuchi se model van kennisskepping, is die meeste met hulle eens oor die omgewingsomstandighede wat kennisskepping in staat stel. Daar word geargumenteer dat hierdie omgewingsomstandighede hoofsaaklik deur die organisasie kultuur beïnvloed word en daarom is hierdie verband belangrik. Die empiriese navorsing is gebaseer op ‘n tweeledige vraelys. Die eerste deel handel oor die omgewingsomstandighede en die indikatore hiervoor is uit die teorie ontwikkel. Die tweede deel van die vraelys is gebaseer op ‘n reeds gevalideerde instrument van Cameron en Quinn wat organisatoriese kultuurtipes probeer vasstel. Omdat Nonaka klem lê op die sentrale rol van middelbestuur in organisatoriese kennisskepping, is die vraelyste op middelbestuurders in geselekteerde organisasies gemik. 140 vraelyste is uitgestuur en twee organisasies het genoeg response gehad vir statistiese verwerking. Die resultate toon dat een organisasie ‘n sterk markkultuur het. Hierdie organisasie vertoon vereiste verskeidenheid, kreatiewe chaos en outonomie as omgewingsomstandighede wat kennisskepping sou instaat stel. Die markkultuur is ‘n organisasie se respons op ‘n omgewing gevul met kompleksiteit en dit vereis verskeidenheid. Die organisasie gebruik ook outonome werkspanne en daarom meet outonomie ook hoog. Die tweede organisasie kompeteer in die besigheidskonsultasiemark. Hier was die dominante kultuurtipe dié van klan. Die organisasie het hoog gemeet in al die omgewingsomstandighede behalwe oortolligheid en ba. Die dominansie van klan-tipe kultuur strook met ‘n mediumgrootte maatskappy wat unieke oplossings moet bied gebaseer op spanwerk in kompetisie met groter konsultasie maatskappye. Die gevolgtrekking is dat ‘n dominante kultuurtipe ‘n voordeel is vir ‘n organisasie om te kan kompeteer, eerder as die teenwoordigheid van al die omgewingsomstandighede vir kennisskepping.
9
Parker, Martin. "Organisational culture in context : a study of management in three organisations". Thesis, Staffordshire University, 1995. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.262037.
Texto completo da fonte
10
Kummerow, Elizabeth H. "Towards the measurement of organisational culture /". Title page, contents and abstract only, 2000. http://web4.library.adelaide.edu.au/theses/09PH/09phk962.pdf.
Texto completo da fonteLivros sobre o assunto "Organisational culture"
1
Organisational culture: Organisational change? Aldershot, England: Gower, 2001.
Encontre o texto completo da fonte
2
Turner, Colin. Organisational culture. Blagdon: Further Education Staff College., 1990.
Encontre o texto completo da fonte
3
Unit, Great Britain Work Research. Organisational culture. London: Work Research Unit, 1988.
Encontre o texto completo da fonte
4
Brown, Andrew D. Organisational culture. London: Pitman, 1995.
Encontre o texto completo da fonte
5
Walters, Mike. Organisational culture in public sector organisations. London: Institute of Personnel and Development, 1995.
Encontre o texto completo da fonte
6
Ramgutty-Wong, Anita. Understanding organisational culture. Stanley, Rose-Hill, Mauritius: Editions de l'océan Indien, 1999.
Encontre o texto completo da fonte
7
Buckingham, Susannah. Technology and organisational culture. London: LCP, 2000.
Encontre o texto completo da fonte
8
Brown, Andrew D. Information, communication and organisational culture. Manchester: Manchester Business School, 1991.
Encontre o texto completo da fonte
9
Tim, Scott, ed. Healthcare performance and organisational culture. Abingdon: Radcliffe Medical, 2003.
Encontre o texto completo da fonte
10
Mitchell, David Lawrence. Organisational culture and improving health. Oxford: Oxford Brookes University, 1997.
Encontre o texto completo da fonteCapítulos de livros sobre o assunto "Organisational culture"
1
Tayeb, Monir H. "Organisational Culture". In The Management of International Enterprises, 146–58. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230598591_9.
Texto completo da fonte
2
Price, Andrew, e Andrew Scowcroft. "Organisational culture". In Essential Skills for Influencing in Healthcare, 59–94. London: CRC Press, 2021. http://dx.doi.org/10.1201/9781910227107-4.
Texto completo da fonte
3
Kitchin, Duncan. "Organisational Culture". In An Introduction to Organisational Behaviour for Managers and Engineers, 27–50. Other titles: Introduction to organisational behavior for managers and engineers Description: Second Edition. | New York : Routledge, 2018.: Routledge, 2017. http://dx.doi.org/10.4324/9781315562933-2.
Texto completo da fonte
4
Maughan, Mike. "Culture in Organisations". In Organisational Behaviour, 250–81. London: Macmillan Education UK, 2014. http://dx.doi.org/10.1007/978-1-137-31243-3_8.
Texto completo da fonte
5
McCarthy, Jean, e Caroline Murphy. "Understanding organisational culture". In Organisational Behaviour, 284–308. London: Macmillan Education UK, 2016. http://dx.doi.org/10.1057/978-1-137-42945-2_12.
Texto completo da fonte
6
Prior, Daniel D. "Organisational Buying Culture". In Organisational Buying, 125–39. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-67414-4_8.
Texto completo da fonte
7
Mishra, Paritosh, Balvinder Shukla e R. Sujatha. "Organisational Culture and Organisational Change". In Human Resource Management for Organisational Change, 62–65. New York: Routledge, 2021. http://dx.doi.org/10.4324/9781003191346-6.
Texto completo da fonte
8
Pettinger, Richard. "Culture". In Introduction to Organisational Behaviour, 392–414. London: Macmillan Education UK, 1996. http://dx.doi.org/10.1007/978-1-349-24683-0_14.
Texto completo da fonte
9
Nanayakkara, Kusal, e Sara Wilkinson. "Organisational Culture Theories". In A Handbook of Theories on Designing Alignment between People and the Office Environment, 132–47. London: Routledge, 2021. http://dx.doi.org/10.1201/9781003128830-12.
Texto completo da fonte
10
Charman, Sarah. "Organisational Culture and the Policing Organisation". In Police Socialisation, Identity and Culture, 13–38. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-63070-0_2.
Texto completo da fonteTrabalhos de conferências sobre o assunto "Organisational culture"
1
Al Ali, Ali Ahmed Abdulla. "Improving Organizational Culture : High Reliability Organization". In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210918-ms.
Texto completo da fonteResumo:
Abstract Positive safety culture is key in a generative organisation where individuals anticipate what could potentially go wrong and accept bad news as opportunity for improvement. During the last several decades, numerous process safety related events have occurred impacting people's lives and companies' financial integrity. The underlying causes of the poor safety culture that resulted in major incidents is due to organisational and safety management failures, inadequate communication, and lack of cultural leadership responsibility.
2
Ali, Irena, Leoni Warne, Derek Bopping, Dennis Hart e Celina Pascoe. "Organisational Paradigms and Network Centric Organisations". In InSITE 2004: Informing Science + IT Education Conference. Informing Science Institute, 2004. http://dx.doi.org/10.28945/2842.
Texto completo da fonteResumo:
Many organizations grapple with uncertainty and vagaries of economic and political climate. A number of companies attained dramatic competitive advantages in their fields by creating comprehensive, complex communication and information networks. These companies, facilitated by the increasing efficiencies and speed of information technology, remained flexible and adaptable to change by working in a network centric way. Much of the network centric (NC) related work done to date has been mainly in the technological domain. This paper focuses on the human and organizational factors that need to be considered to make the most of the future network centric warfare (NCW) and enable future warfighters to deal with war, peace, terrorism and overall uncertainty. Particular focus is placed on the issues that individuals and groups face in the NC environment. Such issues include: organizational culture, cognitive demands, and knowledge mobilization and learning.
3
Meškauskienė, Asta. "SCHOOL CULTURE, AS AN ORGANISATIONAL CULTURE: THE VALUE ASPECT". In International Conference on Education and New Developments. inScience Press, 2019. http://dx.doi.org/10.36315/2019v2end046.
Texto completo da fonte
4
Roberts, Ruby, Rhona Flin e Luca Corradi. "Accelerating Technology Adoption: A Benchmarking Study of Organisational Innovation Adoption Culture in Upstream Oil and Gas". In SPE Offshore Europe Conference & Exhibition. SPE, 2021. http://dx.doi.org/10.2118/205448-ms.
Texto completo da fonteResumo:
Abstract Working towards a net zero future requires change and adaptation from us all. Innovation offers many potential solutions on how to successfully make that change within the oil and gas industry. Consequently, maximising the value that technological innovation presents is vital for delivering a sustainable net zero. Yet, the oil and gas industry has developed a reputation for being conservative and reluctant to adopt new technology, with companies sometimes referred to as "fast followers". In recent years, the industry has begun to change with an incremental increase in innovation activities. Despite these efforts, and a need to accelerate innovation, there appears to be a resistance to adopt new technology. Evidence from O&G industry bodies indicate that psychological factors play a key role in technology adoption; not surprisingly, as workers, managers, investors, and regulators can all have a powerful influence on an organisation's receptivity to new technology. Recent research has provided insight into the psychological factors that influence technology uptake decisions in the oil and gas industry. Through a series of studies, the psychological technology adoption framework (P-TAF) was developed which outlined the 15 key psychological factors that influence technology adoption decisions. These are organised into 6 categories: personality, attitudes, motivations, cognitive factors, social factors, and organisational level factors. The work emphasised the influence that overarching organisational culture can have on how people respond to and introduce technology within their company. Whilst technology readiness levels are commonly applied to start-ups and their innovations, less is known about the readiness culture which facilitates innovation uptake. To bridge this gap, a preliminary measure of organisational innovation adoption culture was developed as based upon the previous psychological research, empirical innovation measures, and organisational culture models. This was piloted as an online survey with 36 people working in the technology space in O&G in June 2020. These results were used to later refine the culture measure to develop a 33-item scale consisting of eight categories. This new measure was deployed as part of an industry benchmarking study of innovation adoption culture within O&G consisting of 82 managers from 12 companies and in December 2020. Participating organisations were given the opportunity to receive a snapshot of their technology adoption culture. An overview of the measure and a summary of survey results will be given during the presentation as well as recommendations on how to support an innovation adoption culture. A considerable volume of new technology needs to be developed and adopted to be able to reach net zero and understanding the psychological and cultural barriers is imperative to delivering that.
5
Thorneycroft, Sarah. "Maybe It's Us: Imagining Organisational Learning Design". In ASCILITE 2020: ASCILITE’s First Virtual Conference. University of New England, Armidale, 2020. http://dx.doi.org/10.14742/ascilite2020.0123.
Texto completo da fonteResumo:
Higher education is in crisis mode, and as organisations we need to find new ways to exist. The traditional entities tasked with change in the sector have had limited impact, however, and it may be time to explore new catalysts for organisational change. This short narrative paper describes one such potential catalyst, the concept of organisational learning design – a new practice domain that harnesses the capabilities and affordances of learning design and evolves them beyond technology into organisational learning and organisational culture practices to create a high-leverage change agent.
6
Erić Nielsen, Jelena, Jelena Nikolić, Marko Slavković e Dejana Zlatanović. "How to Make Health Organisations More Agile During the Pandemic? Challenges of Managing Entrepreneurial Behaviour". In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.37.
Texto completo da fonteResumo:
The COVID-19 pandemic has put health systems around the world under the ultimate pressure, unseen in the modern age. The main purpose of this research is to investigate how to make health organisations more adaptable in the pandemic circumstances, more precisely how the internal organisational climate affects entrepreneurial initiative on a daily basis. Entrepreneurial initiative thrives in an organisation with an organisational culture based on values promoted by entrepreneurial management, highlighting the possibility of individual initiative, through appropriate compensation mechanisms, given the organisational context and time constraints. During the pandemic year 2020, we conducted a pilot study as part of more comprehensive research, in which data were collected from primary care health centers in Serbia. The Corporate Entrepreneurship Climate Instrument (CECI) was used in order to estimate and evaluate the internal environment and overall propensity toward entrepreneurship. The instrument encompasses five relevant determinants that influence employees’ entrepreneurial activities: management support, work discretion, time availability, rewards/reinforcement, and organisational boundaries. The value of the research is reflected in the creation of empirically and theoretically substantiated evidence about the relevance of these factors for creating a favourable internal organization climate, thus allowing a more flexible and creative health service.
7
Bryant, J. "Aligning organisational culture with knowledge management objectives". In IEE Seminar Managing Knowledge for Competitive Advantage. IEE, 2001. http://dx.doi.org/10.1049/ic:20010075.
Texto completo da fonte
8
Cekuls, Andrejs. "THE TRANSFORMATION OF ORGANISATIONAL CULTURE IN THE LEARNING ORGANISATION FOR ENSURING COMPETITIVE INTELLIGENCE". In 2nd International Multidisciplinary Scientific Conference on Social Sciences and Arts SGEM2015. Stef92 Technology, 2015. http://dx.doi.org/10.5593/sgemsocial2015/b23/s7.121.
Texto completo da fonte
9
Pandey, Ravindra, e Jaya Chitranshi. "The impact of organisational culture on employees’ behaviour in research and development organisation". In 11TH ANNUAL INTERNATIONAL CONFERENCE (AIC) 2021: On Sciences and Engineering. AIP Publishing, 2023. http://dx.doi.org/10.1063/5.0110634.
Texto completo da fonte
10
Walle, Dirk Van de, Philippe Kiss e Marc De Meester. "153 Organisational social capital: the missing link between organisational culture and safety awareness". In 32nd Triennial Congress of the International Commission on Occupational Health (ICOH), Dublin, Ireland, 29th April to 4th May 2018. BMJ Publishing Group Ltd, 2018. http://dx.doi.org/10.1136/oemed-2018-icohabstracts.74.
Texto completo da fonteRelatórios de organizações sobre o assunto "Organisational culture"
1
Sztajerska, Dobrochna, e Karolina Pawlusiak. Waste as a Product of Organisational Culture. Purdue University, 2021. http://dx.doi.org/10.5703/1288284317342.
Texto completo da fonte
2
Musa, Padde, Zita Ekeocha, Stephen Robert Byrn e Kari L. Clase. Knowledge Sharing in Organisations: Finding a Best-fit Model for a Regulatory Authority in East Africa. Purdue University, novembro de 2021. http://dx.doi.org/10.5703/1288284317432.
Texto completo da fonteResumo:
Knowledge is an essential organisational asset that contributes to organisational effectiveness when carefully managed. Knowledge sharing (KS) is a vital component of knowledge management that allows individuals to engage in new knowledge creation. Until it’s shared, knowledge is considered useless since it resides within the human brain. Public organisations specifically, are more involved in providing and developing knowledge and hence can be classified as knowledge-intensive organisations. Scholarly research conducted on KS has proposed a number of models to help understand the KS process between individuals but none of these models is specifically for a public organisation. Moreover, to really reap the benefits that KS brings to an organization, it’s imperative to apply a model that is attributable to the unique characteristics of that organisation. This study reviews literature from electronic databases that discuss models of KS between individuals. Factors that influence KS under each model were isolated and the extent of each of their influence on KS in a public organization context, were critically analysed. The result of this analysis gave rise to factors that were thought to be most critical in understanding KS process in a public sector setting. These factors were then used to develop a KS model by categorizing them into themes including organisational culture, motivation to share and opportunity to share. From these themes, a KS model was developed and proposed for KS in a medicines regulatory authority in East Africa. The project recommends that an empirical study be conducted to validate the applicability of the proposed KS model at a medicines regulatory authority in East Africa.
3
Jore Ali, Aisha, Javier Fuenzalida, Margarita Gómez e Martin Williams. FOUR LENSES ON PEOPLE MANAGEMENT IN THE PUBLIC SECTOR. People in Government Lab, maio de 2021. http://dx.doi.org/10.35489/bsg-peoplegov-wp_2021/001.
Texto completo da fonteResumo:
We review the literature on people management and performance in organisations across a range of disciplines, identifying aspects of management where there is clear evidence about what works as well as aspects where the evidence is mixed or does not yet exist. We organise our discussion by four lenses, or levels of analysis, through which people management can be viewed: (i) individual extrinsic, intrinsic, and psychological factors; (ii) organisational people management, operational management, and culture; (iii) team mechanisms, composition and structural features; and (iv) relationships, including networks, leadership, and individuals’ relationships to their job and tasks. Each of these four lenses corresponds not only to a body of literature but also to a set of management tools and approaches to improving public employees’ performance; articulating the connections across these perspectives is an essential frontier for research. We find that existing people management evidence and practice have overemphasised formal management tools and financial motivations at the expense of understanding how to leverage a broader range of motivations, build organisational culture, and use informal and relational management practices. We suggest that foregrounding the role of relationships in linking people and performance – relational public management – may prove a fertile and interdisciplinary frontier for research and practices.
4
Lam, Terence, e Keith Gale. Construction frameworks in the public sector: Do they deliver what they promise? Property Research Trust, novembro de 2021. http://dx.doi.org/10.52915/sbuk7331.
Texto completo da fonteResumo:
We demonstrate that the use of Performance Frameworks for the procurement of construction projects by public sector organizations in the UK (specifically, in England) leads to significantly improved outcomes in terms of time, cost, quality, sustainability and closer relationships, than the traditional ‘open tender’ approach of procuring discrete projects, individually. We identify the factors that lead to such improvements. We label these: supplier’s task performance factors (project staff, execution approach, competence of firm and structure of firm); supplier’s contextual performance factors (trust and collaboration, culture and conscious behaviour); and client’s organisational factors (incentives, performance monitoring, procurement approach and communication). And we offer a performance improvement model that will help project managers to select the most appropriate suppliers at the procurement phase, to achieve successful project outcomes. The model can also be used to drive project performance further, by adopting client’s organisational factors during the procurement and construction phases. By applying the research conclusions, suppliers will be able to focus on communicating their strengths in the relevant aspects of task and contextual performance for technical tender proposals, and so increase the value of their services and the probabilities of winning work. And the analysis can be used by policy makers to help in drafting regulations and legislation on formal frameworks, in ways that will improve the delivery of policy objectives.
5
Higgins, Daryl. Protecting children from abuse in organisations needs leadership and cultural change. Australian Catholic University, setembro de 2017. http://dx.doi.org/10.24268/fhs.8341.
Texto completo da fonte
6
Kelly, Luke. Lessons Learned on Cultural Heritage Protection in Conflict and Protracted Crisis. Institute of Development Studies (IDS), abril de 2021. http://dx.doi.org/10.19088/k4d.2021.068.
Texto completo da fonteResumo:
This rapid review examines evidence on the lessons learned from initiatives aimed at embedding better understanding of cultural heritage protection within international monitoring, reporting and response efforts in conflict and protracted crisis. The report uses the terms cultural property and cultural heritage interchangeably. Since the signing of the Hague Treaty in 1954, there has bee a shift from 'cultural property' to 'cultural heritage'. Culture is seen less as 'property' and more in terms of 'ways of life'. However, in much of the literature and for the purposes of this review, cultural property and cultural heritage are used interchangeably. Tangible and intangible cultural heritage incorporates many things, from buildings of globally recognised aesthetic and historic value to places or practices important to a particular community or group. Heritage protection can be supported through a number of frameworks international humanitarian law, human rights law, and peacebuilding, in addition to being supported through networks of the cultural and heritage professions. The report briefly outlines some of the main international legal instruments and approaches involved in cultural heritage protection in section 2. Cultural heritage protection is carried out by national cultural heritage professionals, international bodies and non-governmental organisations (NGOs) as well as citizens. States and intergovernmental organisations may support cultural heritage protection, either bilaterally or by supporting international organisations. The armed forces may also include the protection of cultural heritage in some operations in line with their obligations under international law. In the third section, this report outlines broad lessons on the institutional capacity and politics underpinning cultural protection work (e.g. the strength of legal protections; institutional mandates; production and deployment of knowledge; networks of interested parties); the different approaches were taken; the efficacy of different approaches; and the interface between international and local approaches to heritage protection.
7
Gattenhof, Sandra, Donna Hancox, Sasha Mackay, Kathryn Kelly, Te Oti Rakena e Gabriela Baron. Valuing the Arts in Australia and Aotearoa New Zealand. Queensland University of Technology, dezembro de 2022. http://dx.doi.org/10.5204/rep.eprints.227800.
Texto completo da fonteResumo:
The arts do not exist in vacuum and cannot be valued in abstract ways; their value is how they make people feel, what they can empower people to do and how they interact with place to create legacy. This research presents insights across Australia and Aotearoa New Zealand about the value of arts and culture that may be factored into whole of government decision making to enable creative, vibrant, liveable and inclusive communities and nations. The COVID-19 pandemic has revealed a great deal about our societies, our collective wellbeing, and how urgent the choices we make now are for our futures. There has been a great deal of discussion – formally and informally – about the value of the arts in our lives at this time. Rightly, it has been pointed out that during this profound disruption entertainment has been a lifeline for many, and this argument serves to re-enforce what the public (and governments) already know about audience behaviours and the economic value of the arts and entertainment sectors. Wesley Enoch stated in The Saturday Paper, “[m]etrics for success are already skewing from qualitative to quantitative. In coming years, this will continue unabated, with impact measured by numbers of eyeballs engaged in transitory exposure or mass distraction rather than deep connection, community development and risk” (2020, 7). This disconnect between the impact of arts and culture on individuals and communities, and what is measured, will continue without leadership from the sector that involves more diverse voices and perspectives. In undertaking this research for Australia Council for the Arts and Manatū Taonga Ministry for Culture & Heritage, New Zealand, the agreed aims of this research are expressed as: 1. Significantly advance the understanding and approaches to design, development and implementation of assessment frameworks to gauge the value and impact of arts engagement with a focus on redefining evaluative practices to determine wellbeing, public value and social inclusion resulting from arts engagement in Australia and Aotearoa New Zealand. 2. Develop comprehensive, contemporary, rigorous new language frameworks to account for a multiplicity of understandings related to the value and impact of arts and culture across diverse communities. 3. Conduct sector analysis around understandings of markers of impact and value of arts engagement to identify success factors for broad government, policy, professional practitioner and community engagement. This research develops innovative conceptual understandings that can be used to assess the value and impact of arts and cultural engagement. The discussion shows how interaction with arts and culture creates, supports and extends factors such as public value, wellbeing, and social inclusion. The intersection of previously published research, and interviews with key informants including artists, peak arts organisations, gallery or museum staff, community cultural development organisations, funders and researchers, illuminates the differing perceptions about public value. The report proffers opportunities to develop a new discourse about what the arts contribute, how the contribution can be described, and what opportunities exist to assist the arts sector to communicate outcomes of arts engagement in Australia and Aotearoa New Zealand.
8
Khan, Ayesha. Supporting Women’s Empowerment in Pakistan: Lessons for Donors. Institute of Development Studies (IDS), janeiro de 2021. http://dx.doi.org/10.19088/ids.2021.001.
Texto completo da fonteResumo:
In a context where democratic culture and civil society space are under threat, rights-based organisations face increased restrictions on their activities, and donors are finding it harder to engage with them. However, findings show that donor support is crucial for successful women’s empowerment initiatives. Our research on women’s activism in Pakistan suggests donors should strategically support women’s social and political action for empowerment and accountability by continuing to support advocacy organisations, which develop women’s skills to engage with participatory political processes.
9
Khan, Ayesha. Supporting Women’s Empowerment in Pakistan: Lessons for Donors. Institute of Development Studies (IDS), janeiro de 2021. http://dx.doi.org/10.19088/ids.2021.001.
Texto completo da fonteResumo:
In a context where democratic culture and civil society space are under threat, rights-based organisations face increased restrictions on their activities, and donors are finding it harder to engage with them. However, findings show that donor support is crucial for successful women’s empowerment initiatives. Our research on women’s activism in Pakistan suggests donors should strategically support women’s social and political action for empowerment and accountability by continuing to support advocacy organisations, which develop women’s skills to engage with participatory political processes.
10
Avis, William. Funding Mechanisms to Local CSOs. Institute of Development Studies, maio de 2022. http://dx.doi.org/10.19088/k4d.2022.089.
Texto completo da fonteResumo:
Civil society can be broadly defined as the area outside the family, market and state. As such, civil society encompasses a spectrum of actors with a wide range of purposes, constituencies, structures, degrees of organisation, functions, size, resource levels, cultural contexts, ideologies, membership, geographical coverage, strategies and approaches.This rapid literature review collates available literature on funding mechanisms and barriers to local CSOs gaining access to funding and the extent to which funding leads towards organisational development and sustainability. Broadly, it is asserted that in terms of funding, local CSOs often struggle to secure funding equivalent to that of INGOs and their local representatives. Kleibl & Munck (2017) reflect that indigenous non-state actors do not receive large shares of development funding. For example, only 10% of the total funding for US-funded health projects in Uganda was allocated to indigenous non-state actors.Given the diversity of CSOs and the variety of contexts, sectors they work in and the services they supply, it is challenging to summarise funding mechanisms available to local CSOs and the barriers to accessing these. Recent analyses of CSO funding report that while the total CSO funding in many contexts has continued to increase in absolute terms since 2015, its relative importance (as a share of total Overseas Development Assistance) has been decreasing (Verbrugge and Huyse, 2018). They continued that ODA funding channelled through CSOs (i.e., funding that is programmed by the donor government) remains far more important in volumes than ODA channelled directly to CSOs (which is programmed by CSOs themselves).The literature identifies three principal mechanisms by which donors provide financial support to civil society actors: a) Direct support to individual or umbrella organisations; b) Via Southern government; c) Via Intermediaries – largely Northern NGOs.