Дисертації з теми "Organisational culture"
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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.
2
Diaz, Carlos Fernando Gomez. "Chilean organisational culture." Thesis, University of Liverpool, 1997. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364111.
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.
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.
Анотація:
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.
Анотація:
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.
Анотація:
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/.
Анотація:
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.
Анотація:
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.
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.
11
Xenikou, Athena. "Attributional theory, organisational culture and motivation." Thesis, University College London (University of London), 1995. http://discovery.ucl.ac.uk/1317967/.
Анотація:
This thesis concerns the effect of attributions for failing in a creativity task and organisational culture (OC) on motivation to engage in similar tasks. In chapter one the relationship between situational attributions, attributional style (AS), and motivation is reviewed. A reformulation of Amabile's model of the social psychology of creativity is suggested on the grounds of recent developments in attributional theory. An extension of Amabile's theory is also proposed by investigating various social facilitators of creativity. In order for the proposed extension of Amabile's theory to be further elaborated within the organisational setting, the effect of organisational culture on creativity and innovation is reviewed in chapter two. Five studies were conducted to test a series of hypotheses derived from the above research. In study one, the moderating role of situational attributions in the relationship between failure and subsequent motivation was empirically shown in terms of the refined attributional theory of Weiner. Since the literature in AS has questioned the psychometric properties of the various measures of the concept, study two concerns the development of a more reliable and valid measure of AS. Results showed that a generalised expectancy for negative events is a predictor of low confidence and pessimism. In study three the new measure of AS was used to test for the hypothesised influence of AS on after-failure motivation through its effect on situational attributions. The suggested extension of Amabile's social psychology of creativity was also tested by examining whether pro-creativity social norms facilitate creative behaviour. The findings demonstrate that the globality facet of AS and the perceived social norms for creativity determine the perception of situational attributions, which in turn predicts the level of after-failure motivation. In order to examine the effect of social norms on motivation to be creative in the organisational setting, organisational norms as a manifestation of OC had to be measured. The fourth study was a psychometric assessment of four questionnaire measures of OC which showed the more reliable and valid measure to use. In addition, study four provided some evidence that the organisational norms of creativity, internal co-operation, and achievement constitute the cultural dimension of openness to change, while the norms of centralisation of power and competition are associated with resistance to change. The fmal study investigated the effect of OC on employees motivation to be creative through the mediating effect of situational attributions for failure and expectancy of future success. The hypotheses of this study were partly supported. The final chapter discusses the findings and the limitations of this thesis, drawing out possible implications for future research.
12
Naidoo, Dhanasagran. "Organisational culture and external quality assurance." Thesis, Stellenbosch : University of Stellenbosch, 2009. http://hdl.handle.net/10019.1/1467.
Анотація:
Thesis (PhD (Curriculum Studies))--University of Stellenbosch, 2009.ENGLISH ABSTRACT: Organisational culture and external quality assurance in higher education have both drawn significant attention to their promise of greater organisational effectiveness and efficiency and enhanced, improved higher education respectively. In recent years, these constructs have been linked by an assumption that an organisational culture that is amenable to change would be more receptive to the introduction of formal external quality‐assurance structures, systems and instruments, as these are aimed at effective and efficient higher education practices, processes and outcomes. However, this assumption has not been sufficiently tested given that there are significant philosophical, conceptual and methodological controversies and contestations surrounding both constructs. While the organisational culture literature has been littered with a proliferation of paradigms and, albeit, fragmented theories, there has been a paucity of theory building in the corresponding literature on quality in higher education in general and on the impact of external quality assurance on institutions specifically. A qualitative case study was conducted at a newly merged university of technology to investigate two taken‐for‐granted assumptions: first, that organisational cultures are homogenous, unitary and centred around shared values and could therefore easily be manipulated (usually from the top by management), and second, that the introduction of external quality assurance is an unproblematic technology that will be accepted without question by higher education institutions as it was premised upon the laudable aim of improving the quality of those institutions. A conceptual four‐perspective framework was developed to critically evaluate the literature and provide the basis for the threedimensional model used in analysing the findings. The research generated several key conclusions that appear to challenge commonly held and articulated positions with regard to organisational culture and external quality assurance. First, organisational culture should be considered as being more ephemeral than concrete, multidimensional than singular, characterised simultaneously by conflict, consensus and indifference and in a constant state of flux. Second, external quality assurance is not necessarily a value‐free and neutral exercise aimed at improving the quality of teaching and learning, as promised in its early conceptualisation and implementation. Third, multiple cultures may exist simultaneously, interact with and influence each other constantly and of course determine interactions within the organisation and the nature of engagement with externally originated initiatives. Fourth, external quality assurance has purposes that go beyond its often morally just and public‐good motives as it tacitly and overtly acts as an agent of control, empowerment and transformation and simultaneously as an agent of the state, though not necessarily to the same extent.
AFRIKAANSE OPSOMMING: Organisatoriese kultuur en eksterne gehalteversekering in hoër onderwys het albei die aandag in groot mate gevestig op hulle belofte van groter organisatoriese doeltreffendheid en doelmatigheid en gevorderde, verbeterde hoër onderwys onderskeidelik. In die afgelope paar jaar is hierdie konstrukte byeengebring deur ʼn veronderstelling dat ʼn organisatoriese kultuur wat vatbaar is vir verandering, meer ontvanklik sal wees vir die invoer van formele eksterne strukture, stelsels en instrumente vir gehalteversekering, aangesien dit op doeltreffende en doelmatige praktyke, prosesse en uitkomste vir en van hoër onderwys gerig is. Hierdie aanname is egter nie voldoende getoets nie gegee die feit dat daar aansienlike filosofiese, konseptuele en metodologiese strydvrae en twispunte ten opsigte van albei konstrukte bestaan. Terwyl literatuur oor organisatoriese kultuur deur ʼn magdom paradigmas en weliswaar gefragmenteerde teorieë oorweldig is, was teoriebou in die ooreenstemmende literatuur oor gehalte in hoër onderwys in die algemeen en oor die impak van eksterne gehalteversekering op instellings in die besonder redelik skaars. ʼn Kwalitatiewe gevallestudie is onderneem by ʼn universiteit van tegnologie wat onlangs saamgesmelt het om twee aannames wat as vanselfsprekend aanvaar is, te ondersoek: eerstens, dat organisatoriese kulture homogeen, unitêr en óm gedeelde waardes gesentreer is en dat dit dus maklik gemanipuleer kan word (gewoonlik van bo af deur die bestuur), en tweedens, dat die invoer van eksterne gehalteversekering ʼn onproblematiese tegnologie is wat sonder teenspraak deur hoëronderwysinstellings aanvaar sal word, aangesien dit op die prysenswaardige oogmerk van verbetering van die gehalte van daardie instellings gegrond is. ʼn Konseptuele raamwerk bestaande uit vier perspektiewe is ontwikkel vir die kritiese evaluering van die literatuur en dit verskaf die grondslag vir die driedimensionele model wat vir die analise van die bevindings gebruik is. Die navorsing het verskeie belangrike gevolgtrekkings na vore laat kom wat algemeen geldende en duidelik bepaalde posisies ten opsigte van organisatoriese kultuur en eksterne gehalteversekering blyk uit te daag. Eerstens moet organisatoriese kultuur beskou word as efemeries eerder as konkreet, multidimensioneel eerder as enkelvoudig, terwyl dit gelyktydig deur konflik, konsensus en onverskilligheid gekenmerk word en in ʼn gedurige toestand van wisseling verkeer. Tweedens is eksterne gehalteversekering nie noodwendig, soos in die vroeë konseptualisering en implementering belowe, ʼn waardevrye en neutrale oefening gemik op verbetering van die gehalte van onderrig en leer nie. Derdens kan veelvuldige kulture gelyktydig bestaan, met mekaar in interaksie tree en mekaar voortdurend beïnvloed en natuurlik interaksies binne die organisasie en die aard van betrokkenheid by inisiatiewe wat ekstern ontstaan, bepaal. Vierdens het eksterne gehalteversekering oogmerke wat veel verder strek as die motiewe daarvan wat dikwels moreel geregverdig en vir die openbare beswil is aangesien dit stilswyend en op overte wyse optree as ʼn agent vir beheer, bemagtiging en transformasie en tegelyk as ʼn agent van die regering, alhoewel nie noodwendig tot dieselfde mate nie.
13
O'Loughlin, Bryan. "Safety culture during major organisational change." Thesis, Aston University, 1998. http://publications.aston.ac.uk/13286/.
Анотація:
This research examines the effect of major changes, in the external context, on the safety culture of a UK generating company. It was focused on an organisation which was originally part of the state owned Central Electricity Generating Board and which, by the end of the research period, was a self-contained generating company, operating in a competitive market and a wholly owned subsidiary of a US utility. The research represents an attempt to identify the nature and culture of the original organisation and to identify, analyse and explain the effects of the forces of change in moulding the final organisation. The research framework employed a qualitative methodology to investigate the effects of change, supported by a safety culture questionnaire, based on factors identified in the third report of the ACSNI Human Factors Study Group; Organising for Safety, as being indicators of safety culture. An additional research objective was to assess the usefulness of the ACSNI factors as indicators of safety culture. Findings were that the original organisation was an engineering dominated technocracy with a technocentric safety culture. Values and beliefs were very strongly held and resistant to change and much of the original safety culture survived unchanged into the new organisation. The effects of very long periods of uncertainty about the future were damaging to management/worker relationships but several factors were identified which effectively insulated the organisation from any of the effects of change. The forces of change had introduced a beneficial appreciation of the crucial relationship between safety risk assessment and commercial risk assessment. Although the technical strength of the original safety culture survived, so did the essential weakness of a low level of appreciation of the human behavioural aspects of safety. This led to a limited, functionalist world view of safety culture, which assumed that cultural change was simpler to achieve than was the case and an inability to make progress in certain areas which were essentially behavioural problems.
14
Schlechter, Anton Francois. "The relationship between organisational culture and organisational performance: a study conducted within a large South African retail organisation." Thesis, Stellenbosch : Stellenbosch University, 2000. http://hdl.handle.net/10019.1/52008.
Анотація:
Thesis (MA) -- University of Stellenbosch, 2000.ENGLISH ABSTRACT: The underlying problem that prompted this study was to determine whether a relationship existed between organisational culture and organisational performance within a South African organisation. The research problem, furthermore, not only focused on establishing a relationship between aspects of organisational culture and performance, but also on whether variations in the perception of organisational culture are related to organisational performance, i.e. whether the degree to which the organisational culture is widespread or shared among members of the organisation, is related to organisational performance. To answer this question, six hypotheses were formulated with the intention of subjecting them to statistical analysis. The Competence Process of Jay Hall (1996) was used to provide a theoretical framework in terms of which the relationship between the constituent dimensions of organisational culture and organisational performance may be explained. Based on the competence theory it is hypothesised that the dimensions of organisational culture or competence - collaboration, commitment, creativity and the supporting conditions thereof, are directly proportional to the potential for performance. The 40-item Organisational Competence Index (OCI), which forms part of the Organisation Culture Analysis (OCA), is designed to assess the conditions for competence within an organisation. The sampling process finally produced a sample of 988 respondents that completed the organisational culture questionnaires (OCls). The organisation was divided into 60 areas or business units that were stratified throughout the organisation. A stratified sampling technique was therefore used, and the above mentioned geographical subdivisions were used as strata. Because of the all-pervasive nature of accounting as the language of business, financially based indicators are universally adopted to measure organisational performance. Taking the various arguments and proposed measures into consideration, it was decided to use the following three objective performance criteria: 1) financial profits; 2) stock losses; and 3) labour turnover - (indicative of the voluntary survival rate). Commercial organisations ultimately have one important "bottom line", to create wealth for all associated with the organisation and therefore to be financially successful. Thus, the indicators of organisational performance that were used are all directly relevant and based on the so-called financial "bottom line" of the organisation. To determine the relationship between the average organisational culture scores and the performance indicators, the product moment correlation coefficients were computed between each area's average organisational culture dimension scores and the three indicators of performance. Commuting the coefficient of variation arrived at the variation in average culture dimension scores per area. To establish the relationship between the variation in average culture dimension scores and the performance indicators, the correlation coefficients were computed between the coefficient of variation and the performance measures. All of these relationships were found to be significant, at least at the 0.05 level. The findings and conclusions arrived at, may be summarised as follows: The first conclusion that can be drawn is that the business units in which the members experience collaboration and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover, compared to those business units where members experience the collaboration dimension to a lesser degree. The second conclusion that can be drawn is that the business units in which the members experience commitment and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the commitment dimension to a lesser degree. The third conclusion that can be drawn is that the business units in which the members experience creativity and the supporting conditions thereof to a greater degree are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the creativity dimension to a lesser degree. The fourth conclusion that can be drawn is that the business units in which the members experience the dimensions of competence and the supporting conditions thereof to a lesser degree of variance are likely to be more profitable, to experience fewer stock losses and lower labour turnover compared to those business units where members experience the culture dimensions to a greater degree of variance. In more practical terms, it would seem that the dimensions of competence might well explain why some business units (possibly organisations) are more successful than others.
AFRIKAANSE OPSOMMING: Die onderliggende vraag wat tot hierdie studie gelei het, was om te bepaal of daar 'n verband bestaan tussen die organisatoriese kultuur en die organisasie prestasie van 'n Suid Afrikaanse maatskappy. Die navorsingsprobleem het verder nie net gefokus op die vestiging van 'n verband tussen aspekte van organisasie kultuur en prestasie nie, maar ook probeer om te bepaal of die variansie in die persepsie van organisasie kultuur ook verwant is aan prestasie. Om hierdie vrae te beantwoord is ses hipoteses geformuleer met die intensie om hulle statisties te toets. Die Bevoegdheidsproses van Hall (1996) is gebruik as die teoretiese raamwerk wat die verband tussen die samestellende dele van organisasie kultuur en organisasie prestasie verduidelik. Hierdie teorie veronderstel dat die dimensies van organisasie bevoegdheid - samewerking, toevertrouing, kreatiwiteit en die onderskeie ondersteunende kondisies van elk, direk proporsioneel is aan die potensiaal vir prestasie. Die 40-item Organisasie Bevoegdheidsindeks (OCI), wat deel vorm van die Organisasie Kultuur Analise (OCA), is ontwerp om die kondisies VIr bevoegdheid in die organisasie te meet. Die steekproef het bestaan uit 988 respondente wat die organisasie kultuur vraelyste (OCI) voltooi het. Die organisasie is verdeel in 60 areas of besigheidseenhede wat regdeur die organisasie gestratifiseer is. 'n Gestratifiseerde steekproef trekkingstegniek is dus gebruik. Finansieel gebaseerde indikatore word universeel gebruik om orgamsasie prestasie te meet. In die keuse van prestasie indikatore, is verskeie argumente en voorgestelde indikatore in ag geneem, en is daar besluit om die volgende objektiewe kriteria te gebruik: 1) finansiële winste, 2) voorraad verlieste en 3) arbeidsomset. Kommersiële organisasies het uiteindelik een hoof doel, om rykdom te skep vir sy aandeelhouers en dus om finansieel suksesvol te wees. Die indikatore van prestasie is dus so gekies dat hulle relevant is en op hierdie doelwit gebaseer is. Om die verband te bepaal tussen die organisasie kultuur-tellings en die prestasie indikatore, is die produk moment korrelasie koëffisiënt bereken tussen die gemiddelde organisatoriese kultuur-tellings vir elke area en die area se tellings op die drie prestasie indikatore. Die variansie in die gemiddelde kultuurmeting per area was bereken deur middel van die koëffisiënt van variansie. Die korrelasie koëffisiënt is bereken tussen hierdie meting, en die prestasiemeting vir elke area. Al hierdie verhoudings was ten minste op die 0.05 vlak betekenisvol. Die bevindinge en gevolgtrekkings van hierdie studie sluit die volgende in: Die eerste gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers die samewerkingsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraadverliese gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die samewerkingsdimesie tot 'n mindere mate ervaar het. Die tweede gevolgtrekking wat gemaak is, was dat die besigheidseenhede waar die werknemers toevertrouing, en die ondersteunende kondisies daarvan tot 'n groter mate ervaar het, meer wins gemaak het, laer vooraad verlieste gely het en 'n laer arbeidsomset gehad het in vergelyking met die besigheidseenhede wat die toevertrouingsdimensie tot 'n mindere mate ervaar het. Die derde gevolgtrekking wat gemaak is, is dat die besigheidseenhede waar die werknemers die kreatiwiteitsdimensie, en die ondersteunende kondisies daarvan, tot 'n groter mate ervaar het, het meer wins gemaak, laer vooraad verlieste gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede wat die kreatiwiteitsdimensie tot 'n mindere mate ervaar het. Die vierde gevolgtrekking wat gemaak is, was dat die besigheidseenhede waarby 'n kleiner mate van variansie in die kultuurmetings gevind is, het daardie besigheidseenhede meer profyt gemaak, laer vooraadverliese gelyen 'n laer arbeidsomset gehad in vergelyking met die besigheidseenhede waar daar 'n groter mate van variansie in die kultuurrnetings was. In meer praktiese terme wil dit voorkom of die dimensies van bevoegdheid tot 'n mate kan verduidelik hoekom sekere besigheidseenhede (moontlik organisasies) meer suksesvol is as ander.
15
Vo, Hong Nga, and vohongnga@hotmail com. "Nexus between organisational culture and IT implementation in Vietnamese organisations : a doctoral thesis." Swinburne University of Technology. Australian Graduate School of Entrepreneurship, 2005. http://adt.lib.swin.edu.au./public/adt-VSWT20060605.150040.
Анотація:
In Vietnam, together with the renovation program known as Doi moi, promulgation of resolution 49/CP in 1993 and subsequently of directive 58 CT/TW in 2000 provided the incentive and resolve to use Information Technology (IT) as a driver of economic development and social advancement. Thus, IT was designated a national strategic priority. However, despite the Government�s efforts to implement IT, uptake and use of IT in organisations have been embryonic. Existing studies implied IT implementation in Vietnamese organisations to have been influenced in part by organisational culture factors traceable to the national culture. In light of these findings, the present study focuses on the relationships between organisational culture and IT implementation in Vietnamese organisations. Nine objectives were set for the study. The related research questions were focused on identifying the most common features of organisational culture in Vietnam, how respondents� and organisational characteristics were associated with organisational culture, the general level of IT implementation success in organisations, how respondents� and organisational characteristics were associated with IT implementation, and the nature of the relationship between a Vietnamese organisation�s culture and effectiveness of its IT implementation. In pursuing quantitative research methodology, a questionnaire was developed and subjected to a focus group scrutiny at the preliminary stage and then again prior to implementation to confirm the questionnaire�s suitability and applicability. Data, from 328 returned questionnaires, and the findings of the subsequent analyses were validated via semi-structured interviews and a panel of experts. To address the research questions, the data were subjected to a battery of statistical analysis tools, including descriptive, correlation, association, analyses of variance and factor analysis. The findings were then interpreted and the panel of experts used to confirm and better understand the findings and to offer extra insights. The majority of the organisations surveyed were characterised by the 'Elephant' organisational culture (OC) style that had elements of order, uniformity, rules and regulations and emphasis on stability. Most of these organisations were state-owned enterprises located in northern Vietnam. In number, these were followed by the �Tiger� OC organisations, comprising mainly private and foreign-owned organisations, especially those located in Ho Chi Minh City. These �Tiger� organisations stressed their operational efficiency, and externally positioned themselves toward winning competitive advantage and achieving market superiority. �Rabbit� characteristics, such as flexibility, creativity and innovation did not surface often within Vietnamese organisations. Most organisations surveyed claimed to enjoy a rather high level of IT implementation benefits, especially those relating to internal-focused aspects such as �Faster response time�, �Better communication & networking�, and �Higher quality of performance�. Finance related benefits of IT implementation were at the lowest level. Private and foreign-owned organisations had the highest level of both IT investment payoff and IT implementation benefits while state-owned organisations had the lowest on both measures. State-owned organisations also reported the most problems with IT implementation the most frequently, while foreign-owned organisations least often faced such problems. Exploration of the association between OC and IT implementation showed that 'Elephants� were significantly associated with lower levels of successful IT implementation, while �Tiger� organisations followed by �Rabbit� were significantly associated with higher levels of success. �Production-oriented� organisations indicated higher levels of IT investment payoff than �People-oriented� ones. Organisations with �entrepreneurial� characterisation were found to have high levels of IT implementation success. In light of the findings and their implications, recommendations were made for government, industry, business and research organisations. The recommendations are designed to foster improved uptake and use of IT in Vietnamese organisations through the process of 'Organisational Doi moi' (organisational renewal) as well as to enlarge the research base on socio-cultural aspects of IT to buttress such efforts.
16
Tuan, Nien-Tsu. "Towards an interactive management approach to performance improvement in bureaucratic organization." Doctoral thesis, University of Cape Town, 2002. http://hdl.handle.net/11427/14950.
Анотація:
Bibliography: p. 213-220.Organization science is not a new discipline. However, it persistently attracts many researchers to explore new concepts for coping with the increasing complexity in our society. The exploration is in transition, from mechanistic doctrine to systemic and humanistic notions. The mechanistic view is still prevailing and playing a dominant role, but, owing to its increasing critics, appeals for renovation of mechanistic principle incessantly arise. The tendency induces diversified approaches for intervening in the situation of bureaucratic context. This research investigates the features of organization from three angles - on the one hand, the structure and process (functional) aspects, and on the other, the purposeful behaviour of humans. Many works see the three components as separate, and deal with them accordingly. However, we contend that the three aspects are interrelated and that they should be integrated. The integration suggests that multiple views of organization are adequate because it embodies the attributes of purposeful behaviour and functional characteristics. Problems within an organization can be seen as the mutual influence of these parts. They can mutually aggravate and impede the performance of an organization. On the one hand, we contend that bureaucratic organization is inadequate, owing to its fragility in functional components of processing information to adapt to environment change. On the other hand, its rigid essence causes an inability to deal with human dimension problems. The problematical elements present a systemic relation. In turn, we attempt to explore the essence of organization's complex problems. The exploration concludes that both complexity and problems are cognitive phenomena. The illustrations suggest that the unearthing of organization problems should be grounded in the 'interaction' and 'consensus' 'model interchanging' of stakeholders. Based on this idea, we propose an intervention framework for diagnosing pathological pattern within bureaucratic organization. The framework is applied to one of South Africa's biggest local governments (the City of Tygerberg). The research result shows that the most significant problem within the City of Tygerberg is in the information-processing subsystem- associator. Besides, the 'mental pathology' locates on the 'sink' stage of the structured problem model.
17
Wang, Tzu-Hui Clara. "Organisational citizenship behaviour : exploring enablers within organisational culture from an employment perspective." Thesis, University of Strathclyde, 2015. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=24857.
Анотація:
In order to cope with unexpected service challenges, it is probably inevitable that frontline employees need to exercise extra-role behaviour during service encounters. According to Organ (2006), such extra-role behaviour is described as Organisational Citizenship Behaviour (OCB). Baum (2006) and Cheung (2006) suggest that the nature of organizational culture can foster and encourage this notion of Organizational Citizenship Behaviour (OCB) within a company. However, it has been argued that organisational culture studies still remain limited in service operations (e.g. Chen et al., 2012). The case organisation for this qualitative study is of one of Fortune magazine's list of the 100 Best Companies to Work For, ranking 91 in 2014, and from an employment perspective, is used to shed light on the unique culture that underlines the execution of extra-role behaviour and how organisational culture can impact upon OCB. Frontline employees were selected from Room Divisions of three hotels located in England and the Republic of Ireland. Semi-structured interviews were employed as the research method and template analysis (King, 2014) was adopted for the process of data analysis. From a qualitative perspective, the contribution of this thesis is an attempt to uncover factors embedded within organisational culture in order to contribute in an understanding of frontline staff's OCB. Extending previous research that studied the relationship between organisational culture and employee performance (e.g. Ro and Chen, 2011), this research argues that organisational culture plays a key role influencing frontline employee performance with a focus on managerial empowerment, organisational politics, and trust. Extending Cheung et al.'s (2012) research in terms of managerial empowerment and employee productivity, the present study suggests that managerial empowerment has an impact upon OCB. This research suggests that OCB can be fostered and developed in a positive and open political work environment. Cheung et al. (2012) argue that trust is seen as a key factor enabling managerial empowerment. Extending Cheung et al.'s (2012) argument, the present study supports the argument that trust is a key consideration in fostering OCB. Finally, this study addresses the implementations of managerial approaches in developing and fostering frontline employee OCB in the upscale hotel sector.
18
Britton, Garth Murray, and garth britton@netspeed com au. "On Reading Lines in Shifting Sands: making organisational culture relevant." The Australian National University. College of Business and Economics, 2007. http://thesis.anu.edu.au./public/adt-ANU20071105.161653.
Анотація:
Despite the ubiquity of the term organisational culture in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it as a phenomenon emerging from social interaction and individual sense-making. It draws on, and extends, George Kellys Personal Construct Psychology to build a framework for understanding the production of meaning by individuals in their social context, and how this contributes to the establishment of the collective boundaries between which cultural effects are observed. This framework is applied to the case of a business school attached to a large university, which is first absorbed into its Commerce Faculty, and then dissolved into a new Department, as the overall university structure is modified. Grounded Theory methodology is used to develop an approach to the description of the cultural interaction and changes that occur, and to generate theory that goes some way to explaining how and why they do. The theory gives insight into how latent cultural distinctions become, or are made, salient and the different means by which divisions may be resolved or superseded, sometimes resulting in conflict. Implications are explored for the management of organisations undergoing change, particularly where this involves merging or restructuring organisational units, and for the training and development of managers who are to be involved in such activities.
¶
At a theoretical level, building on a constructivist and processual ontological base, the dissertation makes contributions to the understanding of behaviour in organisations and draws on pragmatic epistemologies such as those advanced by George Herbert Mead. It brings concepts from psychology, sociology and management disciplines to bear on the problem of cultural interaction, and suggests that integrating them in this way may enhance their value in this context.
¶
By focussing on culture as a phenomenon produced at the interface of collective constructions, the dissertation proposes that it be viewed as fundamentally dynamic once eloquently described as multiple cross-cutting contexts but, nevertheless, explains how it may be recognised more through its apparent intractability than its fluidity. Whilst rejecting managerialist approaches which would suggest that culture and, through it, people, can be manipulated at will to reliably produce desired effects, the dissertation suggests ways in which insight into cultural interactions might be generated for those who are participating in them, and options developed to influence these interactions that might otherwise not have been available. It therefore has potentially valuable implications for management practice.
19
Baillie, Tamara Lee. "Getting development organisations right for women : gender policy and organisational culture at AusAID /." Title page, contents and abstract only, 1998. http://web4.library.adelaide.edu.au/theses/09AR/09arb157.pdf.
20
Phookpan, Pantharak. "An analysis of organisational culture of integrated public organisations : the case of Thailand." Thesis, University of Manchester, 2013. https://www.research.manchester.ac.uk/portal/en/theses/an-analysis-of-organisational-culture-of-integrated-public-organisations-the-case-of-thailand(645829e4-8770-4789-b986-9b4165218294).html.
Анотація:
The theme of the re-aggregation of public organisations has been embraced in the recent public sector reforms of some developed countries such as the UK. The re-aggregation of public organisations may benefit the government in terms of focusing its interests on policy coordination. This is an alternative way of reforming the public sector in order to increase greater outcomes and the performance of public organisations with regard to the achievement of particular policy goals. The reform inevitably affects the targeted public organisations in both tangible and intangible ways. Since organisational culture is an important issue that can affect organisational outcomes and performance, including the achievement of policy goals, the research aims to analyse how organisational cultures have been changed following the integration of Thai public organisations. In this respect, the researchers used an integrated model of Competing Values Framework and human paradox theory to assess cultural changes of integrated public organisations.The research was based on quantitative and qualitative data gathered in field research conducted in Thailand’s four integrated public organisations. It was found that, overall, organisational cultures were altered following the organisational integration. Public employees perceived that the hierarchy culture hardly changed following a reform. However, the clan value has largely reduced, while market and adhocracy values have increased rather significantly within the new organisations. In terms of clan value, the research found that the reduction was a result of power struggles between groups of people who came from different organisational backgrounds. Power-struggling between clans could lead to lower team cooperation, a lack of trust and diminished loyalty to organisations. Public officials also perceived that a significant development of market and adhocracy cultures in organisations could be a result of external forces, as well as the integration reform. With regard to these changes, the development of market values was inimical to human relations within integrated organisations. Together with the existence of a patronage system in the Thai public organisations, leadership also contributed to a paradox of competition and cooperation where members of a dominant clan could be favoured over the others. People who came from minor cultures might feel a disadvantage from being part of the minority and then give minimal cooperation to the integrated organisation. In this respect, teamwork and organisational cohesion could be difficult to build if the tension is unbalanced. It can be concluded that the cultural model of the organisations studied changed and seemed to be more balanced than was previously found. The integration of organisations also has a great influence on cultures and paradoxes in organisations. The dissertation hopes to contribute to the existing literature, with regard to the application of a Competing Values Framework and human paradox theory to the underexplored context of integration reform in the public sector. Findings from the use of this instrument can offer a fresh point of view towards the reality of organisational integration reforms, especially for academics, Thai reformers and public employees themselves.
21
Bright, K. S. "Organisational culture and the management of quality." Thesis, University of Manchester, 1994. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.496298.
22
Freke, David Roy. "Email and the subversion of organisational culture." Thesis, University of Leicester, 2012. http://hdl.handle.net/2381/10807.
Анотація:
Email is, in the early part of the 21st century, an integral part of organisational life. Its centrality has resulted in it being more than a mere organisational process. Rather, email represents a vehicle by which organisational culture develops. Using concepts of “email communities” and “insider-outsider social habitus” statuses, this phenomenon is explored through evocative ethnography and is found to be both benign and malign. Issues of alternative hierarchies, bullying, inclusion and exclusion emerge. These issues are characterised by a lack of awareness of the effects of their actions on the part of protagonists. Because the protagonists’ actions are not usually deliberate, those suffering the effects doubt the validity of their experiences and feelings. From the organisational perspective, official notions of organisational culture and organisational values are compromised or even rendered irrelevant. This in turn compromises the honesty and integrity of organisations in respect of the ways in which they present themselves to their employees and the outside world. Organisations, however, are largely unaware of these effects as the insider-outsider social habitus concept does not engage with the structural culture-as-an-entity understanding favoured by organisations. Remedies, examined within the compass of organisational learning and knowledge management are explored, with a need for remedies within both concepts being found to be necessary, together with a need for emotional intelligence.
23
林慧瑜 and Lim Fee-yee Chew. "Evolution of organisational culture: a Singapore experience." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31236716.
24
Hayes, Nicky. "Social identity, social representations and organisational culture." Thesis, University of Huddersfield, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.303949.
25
Brown, Robert Paul. "Organisational culture and quality improvement : a study." Thesis, University of Plymouth, 1997. http://hdl.handle.net/10026.1/2682.
Анотація:
The initial direction of this research was in the application of Quality tools and techniques, within the framework of the EFQM Model for Business Excellence. Three quality improvement projects managed by the author (Cost of Quality, BPR and Benchmarking) sought to identify the key elements of a process improvement methodology. However, the completion of the three case studies led the author to review the whole approach of the research. The review led to the need to develop an understanding of the culture and the environment of an organisation as a precursor to implementing quality improvement. The ability of an organisation to manage the process of continuous improvement or TQM implementation was fundamentally dependent on the culture of an organisation. Organisational culture is the bedrock upon which organisational change is based and an understanding of the culture could help the practitioner focus on key change issues at the outset. The main work in the research then set about attempting to develop and test a model of organisational culture and climate which would help practitioners develop a fuller understanding of organisational culture and internal environment before interventions were carried out. A process for developing an understanding of organisational culture and climate was derived, using information obtained from the culture, quality and climate literature and the review of the case studies. This process included the use of various tools and techniques such as multi-item questionnaire and focus groups. The process used Focus Groups to identify key issues within Lloyds TSB and to help develop a multi-item questionnaire, termed PCOC. The PCOC questionnaire was then tested in four different Areas of Lloyds TSB and the results were analysed and compared to identify similarities and differences across Business Areas. The implications for the implementation of quality improvement were identified and recommendations for managing change were made.
26
Price, Deborah. "A bi-paradigmatic analysis of organisational culture." Thesis, University of Leicester, 2006. http://hdl.handle.net/2381/31120.
Анотація:
Despite culture being a core focus of the study of organisations for over 30 years, the concept is marked by disagreement. The literature on culture tends to present a series of dualisms with each side displaying different meta-theoretical assumptions. Notwithstanding these differences the characterisations of culture are fundamentally the same. For those who view culture as corporate, culture is a shared set of values, beliefs and attitudes devise and disseminated by management. For those who view culture as organisational, culture is a more or less shared set of values, beliefs and attitudes produced through social construction. The production of these discrete sets of values implies that, from either perspective, culture is a normative structure. The only difference being in the derivation of that structure. This normative structure means that, from the perspective of corporate culture, the ways in which people think and act are guided by the meta-theoretical assumptions which found the functional paradigm. In contrast, from the perspective of organisational culture, the ways in which people think and act are guided by the meta-theoretical assumptions which found the interpretive paradigm. This thesis argues that the framing effect of these meta-theoretical assumptions strongly influences research outcomes. This is demonstrated through a bi-paradigmatic analysis of a single organisation's culture. The bi-paradigmatic approach is produced by sets of research methods consistent with the functionalist and the interpretive paradigms. The analysis generates two distinctive contributions. First a deeper understanding of how research outcomes are shaped by paradigmatic assumptions. Second a re-conceptualisation of organisational culture. Here the move away from a mono-method approach reveals contradictory views of culture. Rather than a unitary set of values, attitudes and beliefs culture is seen as consistent of disparate value sets in need of reconciliation. Culture is re-conceptualised as the rubric which guides that reconciliation.
27
Chew, Lim Fee-yee. "Evolution of organisational culture : a Singapore experience /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18969173.
28
Syme, David, and n/a. "Culture and Quality Assurance : an exploration of the relationship between organisational culture and the introduction of quality assurance in small training organisations." University of Canberra. Professional & Community Education, 1999. http://erl.canberra.edu.au./public/adt-AUC20061109.115434.
Анотація:
This thesis explores the impact that small training organisations expect as a result
of the introduction of quality assurance. It also explores how the culture of small
training organisations affects, and is affected by, quality assurance. The current
requirement for small training organisations to undertake quality assurance
processes represents challenges and opportunities. However, there is little
information available on the relationship between organisation culture and quality
assurance in small training organisations, and therefore little guidance on
implementing quality assurance in such organisations.
The relationship between organisational culture and quality assurance in
small organisations was examined from an interpretive approach that used both
quantitative and qualitative techniques. 78 respondents from 34 separate training
organisations responded to a survey comprising a questionnaire developed by the
author concerning the expected impact of quality assurance, and an organisational
culture instrument. The organisation culture instrument, which was adapted by
the author from the Organisational Culture Diagnostic Instrument (Cameron and
Ettington 1988), aimed to assess both current organisational culture, and
expected organisational culture after the introduction of quality assurance.
Further in-depth data were gained in focus groups held with two of training
organisations surveyed. Results were analysed using descriptive and inferential
statistics, and content analyses.
For most small training organisations, the opportunities provided by
quality assurance, especially in providing consistency through devolved
responsibility for management tasks, were perceived to outweigh the short-term
problems, especially resource issues and frustration with inconsistent external
requirements. Change for the most part was perceived to be at the level of
procedure and formal policy, rather than at the level of underlying values or
philosophy. The organisations tended to have flexible cultures ('Clans' and
'Adhocracies' - Cameron and Ellington 1988), and expected to become more
predictable ('Hierarchies' and 'Markets' - ibid) after the introduction of quality
assurance. However, there were variable paradoxical effects in relation to the
impact of quality assurance on organisational culture.
The study identifies some key issues for those implementing and/or
designing quality assurance systems in small training organisations and suggests
that, in comparison with large organisations, more attention needs to be given to
technical and resource issues than to changes in orientation or values. The study
identifies a number of complexities in the relationships between different aspects
of organisational culture, between organisational profile and expected impact, and
between expected and actual impact. Further research on these complexities is
suggested.
29
Shaw, D. "The power of commitment and the shadow of bureaucracy : factors affecting organisational culture in UK defence equipment and support, 2008-2014." Thesis, Cranfield University, 2016. http://dspace.lib.cranfield.ac.uk/handle/1826/10258.
Анотація:
This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007 through to 2014, when it became a Bespoke Trading Entity. The factors that were examined included organisationally legitimised personal, social and geographic identity, and linguistic difference and group size. Metaphor was also used by group members to describe the relationship they had with their groups. Group size was another factor that affected group behaviour. Finally, the effects of socio-technical induction and socio-cultural integration were seen to be additional factors that allowed cultural drag to occur within DE&S. The research was an insider ethnographic study that used a qualitative, multi-factorial approach which encompassed 6 years of observations, 124 interviews, and included the analysis of appropriate DE&S policy documents. This thesis is considered to be unique because no research of this nature, or at this level, has been carried out in DE&S, the Defence Procurement Agency (DPA) and the Defence Logistics Organisation (DLO). In addition, no studies have investigated the organisational culture of DE&S, apart from Kirke (2007a unpublished), Kirke (2010), which was a published article that was informed by that pilot study. The factors that were identified combined to produce both an organisation that possessed multiple organisational cultures and one single ethos which was that of delivering equipment to troops and supporting the troops, described as ‘front-line-first’. There was also an organisational culture that was affected by both the socio-technical and socio-cultural interactions of its members and of unconscious behaviours. All of those factors acted together as a system of interactions, with different factors taking primacy depending on the organisational context, no single factor being consistently more important than any other. The ethos of “front-line-first” was embedded within the DE&S organisational culture as a value which may have been used as a metaphor for the primacy of the overarching organisational culture of supporting the front-line.
30
Preston, Diane. "Making sense of organisational culture : the role of management development in organisational socialisation." Thesis, Lancaster University, 1991. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.316543.
31
Mugisha, John Francis. "Continuing professional development, organisational culture and organisational performance; a case of selected hospitals." Thesis, Keele University, 2011. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.699676.
Анотація:
For long, many organisations have incurred huge expenditure on continuing professional development (CPD). Yet, there is still no concrete evidence linking CPD to organisational performance despite several studies that have been conducted. Consequently, expenditure on CPD is beginning to be queried, and could be slashed if evidence is not produced. In health, this would undermine quality of care, increase morbidity and mortality and reduce productivity and quality of life. This study argues that to understand how CPD influences performance, one should understand organisational conditions in which CPD is planned and executed ~ the organisational culture. Hence, this research sought to document, through empirical study, the relationship between CPD and performance; and the moderating role of organisational culture. Using a blended methodology with triangulated data sources and collection methods, evidence from four case study hospitals indicates that CPD is associated with outcomes such as improved supervision, efficiency and clinical care that influence organisational performance. The forms of CPD that are conducted on the job such as bedside coaching, support supervision and ward rounds are cheaper and have more practical performance benefits compared to those conducted out-of-station such as workshops and conferences. Cultures emphasising ·employee participation in CPD planning, reflective practice, and information - sharing enhance CPD effectiveness. Likewise, cultures emphasising mutual support, trust, client respect, performance measurement, accountability and use of cultural artefacts such as dress code and religious symbols are associated with better performance. The use of mixed designs in case study research contributes to methodology while empirical findings contribute to development of policy and theory on the interplay between CPD, organisational culture and organisational performance. The study findings suggest that organisational culture does maximise the benefits of CPD to support performance. However, the three variables interact independently in complex ways that make it difficult to untangle their cause-effect relations.
32
Van, Stuyvesant Meijen Jolise. "The influence of organisational culture on organisational commitment at a selected local municipality." Thesis, Rhodes University, 2008. http://hdl.handle.net/10962/d1002788.
Анотація:
Since 2000, local municipalities have been through a process of transformation which amalgamated a number of smaller local municipalities into larger municipalities. The amalgamation of a number of municipalities brings together an array of people, and therefore a myriad of organisational cultures are combined. The organisational culture of an organisation has an effect on the organisational commitment of its employees. A fit between the organisational culture and the employees will increase the organisational commitment of those employees and contribute towards improved service delivery. A survey conducted in South Africa indicated that the local municipalities have been delivering poor standards of service to the community; therefore there is a need to increase the service delivery within local municipalities. The importance of looking at the organisational commitment of a local municipality is because if there is commitment within the organisation, then employees will identify with their organisation and its goals, and will deliver the service more effectively and efficiently. Therefore, increasing the service delivery of local municipalities can be achieved through diagnosing the organisational commitment and organisational culture of employees within the selected municipality. The primary objective of this research was therefore to diagnose the relationship between organisational culture and the organisational commitment of employees at the selected municipality. In order to achieve this objective, a survey was conducted to canvas the opinions of respondents (N = 148) from the selected local municipality regarding their perceptions of the existing organisational culture, their preferences regarding the organisational culture within the selected municipality, and finally the organisational commitment. The main findings of this research conducted at a selected municipality can be summarised as follows: The dominant existing organisational culture is the power culture, while the dominant preferred organisational culture is the support culture; There is an organisational culture gap between the existing and preferred organisational cultures at the selected municipality; The dominant organisational commitment within the selected municipality is normative commitment; The findings pertaining to the relationship between organisational culture and organisational commitment of employees within the selected municipality can be stated as follows: The existing organisational cultures have significant effects on the organisational commitment of employees; The preferred organisational cultures do not have significant effects on the organisational commitment of employees; and The organisational culture gap does not have a significant effect on the organisational commitment of employees; The findings pertaining to the relationship between the biographical variables and the existing and preferred organisational culture, organisational commitment and the organisational culture gap can be stated as follows: There is no significant relationship between biographical variables and the existing organisational culture; There are significant relationships between the biographical variables, namely the departments in which respondents work, and the education level of respondents, and the preferred organisational culture; There are significant relationships between the biographical variables and organisational commitment; and The average organisational culture gap scores of the organisational culture scales for the biographical variables are significantly different. It can be concluded that organisational culture has a significant effect on the organisational commitment of employees within the selected municipality and therefore can affect the service delivery of the selected municipality.
33
Basahel, Sarah. "The effect of organisational culture and leadership on CRM implementation in Saudi Arabian organisations." Thesis, Brunel University, 2016. http://bura.brunel.ac.uk/handle/2438/13416.
Анотація:
Past studies have talked about the impact of leadership or impact of culture on implementation of Customer Relationship Management (CRM) systems. Implementation of CRM is considered as a change process and most authors agree that leadership and culture play an important role in change projects. However, past research does not look at the combined impact of leadership and culture on implementation of CRM and also, how leadership and culture affect each other. Leaders are argued to be the architects as well as the products of organisational culture and hence understanding of their relationship is critical to develop leadership approaches for the implementation of CRM in different contexts. This study aims to explore how CRM implementation is impacted by the organisational culture and leadership in Saudi Arabian organisations. Three companies, Company (A), Company (B) and Company (C) were used as case studies. Data as collected using semi structured interviews. This thesis finds that leadership plays a very critical role in implementation of CRM in Saudi Arabia especially because leadership has the capability to influence culture as well, especially in high power distance societies like Saudi Arabia. Findings from case study organisations indicate that leaders adopted transactional and autocratic leadership styles in implementation of CRM. These leadership styles have resulted in a number of problems in coordination, communication and implementation of CRM as well as low levels of interaction between top management and the employees working at the front end. This study finds that an autocratic leadership style negatively influences customers’ experience in customer-oriented industries. Moreover, organisational culture plays an important role in implementation of CRM system. It shapes how employees interact with each other and how they interact with their superiors and subordinates and guides employees about what to do and what not to do, including practices, values, and assumptions about their work. This study also found that organisational culture plays an important role in planning implementation and effectiveness of CRM systems in organisations. If there is a mismatch between organisational culture and an information system, it can lead to a number of problems such as delays in offering services to customers.
34
Dlova, Babalwa Peggy. "Influence of change on organisational culture in a private healthcare organisation of South Africa." Thesis, Nelson Mandela Metropolitan University, 2013. http://hdl.handle.net/10948/d1020855.
Анотація:
The study set out to explore the influences of change on organisational culture in a private healthcare organisation of South Africa. The research was conducted at Life Healthcare, the largest private hospital group in South Africa. A survey questionnaire was constructed and used as a means of collecting data for the purpose of this study. The data was collected from a sample of 189 respondent managers using stratified probability sampling technique. Data analysis was conducted by applying descriptive and inferential statistical methods.
35
Küppers, Tanja. "Role of organisational culture when shaping a shared service organisation into a lean system." Thesis, University of Gloucestershire, 2016. http://eprints.glos.ac.uk/4431/.
Анотація:
The importance of managing organisational culture for the sustainable implementation of lean systems in shared services is of increasing interest to researchers and practitioners. The current state of research demonstrates that companies have failed to establish a sustainable lean system with a virtuous continuous cycle of improvements. People and conflicting organisational cultures are conceived as the predominant reasons for lean failures. This study explains and explores the interdependencies of organisational culture and lean systems in captive shared services with regard to their potential of sustained performance and competitiveness. Hence, the research identifies the organisational cultural attributes and types that are addressed by a lean system, explores how culture management happened during a lean system implementation, and challenges the sustainability of the implemented lean system. So far, research has looked into the topics of organisational culture, shared service organisation, and lean system in isolation. This study is original as it synthesises all 3 topics. As this research places organisational culture influenced by leadership at the centre of its investigation, it critically applies not only Cameron and Quinn’s competing values framework (CVF), but also Martin’s 3 perspectives of culture as well as a synthesis of different relationship frameworks demonstrating the link between leadership, organisational culture, and organisational performance. This study is ground breaking as it critically looks at lean systems and their sustainability through the lens of organisational culture. Drawing on an in-depth case study conducted in a shared service organisation (SSO) of a global service company, this investigation applied a critical realist-based mixed-methods approach with a variety of primary data collection techniques. Different types of secondary data were used, also for the purpose of triangulation. A critical realist approach to thematic analysis was used to identify relevant stratified, institutional mechanisms. By applying a critical realist worldview, this research offers a multilevel understanding of the dynamics, contradictions and complexities when establishing a lean system. As a result, the study reveals that the implementation of lean systems in the service industry is not a linear approach as each instance and stage of culture management is unique. This multidimensional, culture-oriented interpretation, based upon pioneering empirical evidence from a global service company’s SSO, extends and deepens the understanding of the dynamic contradictions and complexity of lean system implementation that both constrain and enable organisational change. Key words: culture, shared services, lean, performance, leanness, lean sustainability, visual management, Competing Values Framework, leadership, mixed-methods, critical realism, culture management, continuous improvement.
36
Chiba, Manoj Dayal. "Are national and organisational cultures isomorphic? HQ-subsidiary relations." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29463.
Анотація:
Cultural differences between countries are widely acknowledged, and these differences manifest in HQ-subsidiary relations of MNCs. Central to the strategies that MNCs implement outside their home countries is the understanding of the dynamic nature of culture. While studies exist on the HQ-subsidiary relations these studies fall short in understanding the impact on individuals employed by MNCs. Thus, understanding if common differences between MNCs from different countries exist and how these manifest at the individual level may provide valuable insight into the nature of culture. 404 responses from 12 MNCs representing 5 countries was collected and analysed. Analysis included principle component analysis, ANOVA, correlation co-efficients and the cultural distance index. Results indicate that individual and organisational cultures are weakly correlated to home and host country national cultures; and individual culture is correlated to organisational culture. Common differences exist between MNCs with HQ in different countries. MNCs from South Korea are the most accommodating to the subsidiary organisational culture, while the Netherlands the least accommodating. Unintentionally results indicated that the perception of cultural distance is different to what is predicted. Culture is elastic and evidence exists for individuals holding an in-culture and out-culture. MNCs should understand the impact of culture at the individual level rather than only at the national level.Dissertation (MBA)--University of Pretoria, 2012.
Gordon Institute of Business Science (GIBS)
unrestricted
37
Zhao, Ying. "Organisational culture : a comparison of Naspers and Tencent." Thesis, Stellenbosch : Stellenbosch University, 2007. http://hdl.handle.net/10019.1/22018.
Анотація:
Thesis (MPhil)--University of Stellenbosch, 2007ENGLISH ABSTRACT: Organisational culture has become a popular topic since more and more companies have joined the competition of world economy in the information era. It has also become an important method to support a company’s strategy. Products such as “hardware” no longer provide the main focus when companies strive to gain their markets. It has become accepted that culture, which plays a role as part of the company’s “software”, functions equally well as, and sometimes even more efficiently than products. The aim of this research study was to apply the theory to practice by answering the question: In the real organisation’s operation, which cultural attributes embody the value layer of organisational culture? This research study focuses primarily on Schein’s model of organisational culture. This model is applied to the case studies of Naspers’ culture and of Tencent’s culture. The result of the application of Schein’s model to these two companies leads to a comparison of their organisational culture. In the end, my own analysis is discussed based on the comparison. From this part, innovation, risk taking, attention to detail, outcome orientation, people orientation, team orientation, customer orientation, aggressiveness, stability and easy-goingness are shown to be the cultural attributes that embody values in a real organisation’s operation.
AFRIKAANSE OPSOMMING: Organisasiekultuur het ‘n populêre onderwerp geword sedert al meer maatskappye deel geword het van die mededinging van die wêreldekonomie in die inligtingstydvak. Dit het ook ‘n belangrike metode geword om ‘n maatskappy se strategie te ondersteun. Produkte soos “hardeware” verskaf nie meer die hooffokus wanneer maatskappye daarna streef om hulle markte te bekom nie. Dit word nou aanvaar dat kultuur, wat ‘n rol speel as deel van die maatskappy se “sagteware”, ewe goed as produkte funksioneer, en soms selfs meer doeltreffend. Die mikpunt van hierdie navorsingstudie was om teorie op die praktyk toe te pas deur die volgende vraag te beantwoord: Watter kulturele attribute beliggaam die waardelaag van organisasiekultuur in die werking van die ware organisasie? Hierdie navorsingstudie fokus primêr op Schein se model van organisasiekultuur. Hierdie model word toegepas op gevallestudies van die kultuur van Naspers en Tencent. Die resultaat van die toepassing van Schein se model op hierdie twee maatskappye lei tot ‘n vergelyking van hulle organisasiekultuur. Ten slotte word my eie analise bespreek, gebaseer op die vergelyking. In hierdie deel word aangetoon dat innovasie, die neem van risiko’s, aandag aan detail, resultaat-georiënteerdheid, mens-georiënteerdheid, span-oriëntasie, kliënt-oriëntasie, aggressiwiteit, stabiliteit en onbesorgdheid die kulturele attribute is wat die waardes in ‘n ware organisasie se werking beliggaam.
38
Khabeng, Kagiso Ivan. "Assessment of organisational culture of a business unit." Thesis, Stellenbosch : University of Stellenbosch, 2010. http://hdl.handle.net/10019.1/8573.
Анотація:
Thesis (MBA)--University of Stellenbosch, 2010.ENGLISH ABSTRACT: This research assesses the current organisational culture as well as the future preferred organisational culture of a business unit in a large information and communications technology company. In this study the researcher also assesses the management skills and competencies in comparison with the preferred future culture of the organisation. The research is based on the competing values framework of assessing organisational culture. The data was collected using the two instruments, namely the organisational culture assessment instrument and the management skills assessment instrument. These tools are questionnaires, which enabled the researcher to undertake a survey in a business unit. A sample of eight leaders and 72 associates was used to complete the questionnaires. The organisational culture assessment instrument was used to assess and profile the current culture of the organisation as well as the future preferred culture of the organisation. The management skills assessment instrument was used to evaluate the skills and competencies of the leaders in the business unit and the data was statistically analysed to compare the current skills of the leaders to that of the preferred future culture. The research revealed that the skills and competencies of the business unit strongly match the current culture of the organisation, and not the preferred culture. Through these findings, the research established which skills and competencies need to be developed in order to achieve the preferred culture. The research is significant in that it also proved the validity of the theory of competing values and this will contribute to the scholars in the culture and change management studies.
39
Mathew, Jossy. "Organisational culture and effectiveness : a three perspective analysis." Thesis, Cardiff University, 2008. http://eprints.mdx.ac.uk/9137/.
Анотація:
Although a number of studies have examined organisational culture and effectiveness, such studies have often resulted in inconclusive findings. Through an intensive ethnographic case study, this study explores and analyses this relationship in the context of a knowledge-intensive firm. The study adopts the three perspective framework of organisational culture (see Martin 1992, 2002) as the theoretical framework through which the links between organisational culture and effectiveness are examined. The adoption of the three perspective framework throws rich insights into the nature of organisational life. However, although the study finds overall support for the three perspective framework, it suggests that this framework could be strengthened in regard to the conceptualisation of integration and fragmentation, particularly in the context of an organisation based in a developing country undertaking work for the MNCs. Similarly, the adoption of the different theoretical approaches to effectiveness leads to the identification of a series of interesting measures of effectiveness. In this regard, an integration based analysis highlights the certainty of the measures of effectiveness whereas the differentiation and fragmentation analyses show the problematic, inconsistent and transient nature of effectiveness. The adoption of the three perspective framework sheds interesting insights into culture effectiveness relationship. While the integration perspective presents a positive relationship, the differentiation perspective holds that the inherent inconsistencies and conflicts have a negative influence on effectiveness. The fragmentation based analysis shows that culture is a neutral factor vis-a-vis effectiveness. Furthermore, the ironies, contradictions and ambiguities are shown to have a negative influence in this regard. This work therefore concludes that the argument that there is a relationship between culture and effectiveness is the result of adopting a particular analytical lens (generally, integration perspective). This study also shows that the proposition that non-financial aspects of effectiveness mediate the relationship between organisational culture and financial performance can work only in the case of adopting an integration perspective.
40
Reddy, Melissa. "The effect of organisational culture on strategy execution." Diss., University of Pretoria, 2017. http://hdl.handle.net/2263/59757.
Анотація:
The results of this study showed that there is an overall positive relationship between captive solar PV technology and economic growth. Furthermore, it was identified that finding an ideal penetration level is possible, however there are a number of constraints and variables that need to be considered when modelling the ideal penetration level. Participants mentioned a few approaches to how the ideal penetration level may be found. One approach could be to align the motivators for solar penetration, and the motivators for the need to find an ideal penetration and ensure that the one does not overly influence the other, i.e., they need to meet at a neutral point. Moreover, it can be deduced that the ideal penetration will be at a point where the economic benefits are high. Additionally, there are a number of drivers that motivate the need to find an ideal penetration level, and these were found to be similar to those that were mentioned in existing studies.Mini Dissertation (MBA)--University of Pretoria, 2017.
nk2017
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
41
Kavanagh, Marie Helen. "Individual values, organisational culture, and acculturation during mergers /." [St. Lucia, Qld. : s.n.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16651.pdf.
42
Goss-Turner, Steven. "The relationship between organisational culture and labour turnover." Thesis, University of Brighton, 2010. https://research.brighton.ac.uk/en/studentTheses/203b087b-1320-4ad3-811b-3787dd68868c.
Анотація:
The concept of organisational culture has been the subject of considerable debate within the literature on corporate culture and organisational behaviour. Central to the issue is whether or not managers can create, manage and change culture in the workplace. Some commentators are clear that it is within the sphere of management control; others are equally clear that it is not; others support the idea that managers can influence the dominant culture within their organisation. Organisational culture has become closely associated with the concurrent development of the models of human resource management (HRM). Employee commitment is frequently a stated aim and aspiration for both corporate culture initiatives and HRM practices, both seeking to affect employee behaviour at work. This research investigates how culture within the workplace affects the behaviour of service industry employees and their intentions regarding whether or not to leave their job.
43
Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation." University of Western Australia. Graduate School of Management, 2005. http://theses.library.uwa.edu.au/adt-WU2005.0105.
44
Seares, Roger C. "Market orientation, organisational culture and organisational performance : an analysis of the Australian Broadcasting Corporation /." Connect to this title, 2004. http://theses.library.uwa.edu.au/adt-WU2005.0105.
45
Judson, Robert Graham. "A study of the effects of leadership style and organisational culture on organisational performance." Thesis, Kingston University, 2009. http://eprints.kingston.ac.uk/20883/.
Анотація:
Although there is considerable anecdotal suggestion that leadership style and organisational culture together influence organisational performance, Allen and Thatcher (1995) and Trice and Beyer (1993) claimed that there was little academic evidence to support this. A review of subsequent literature suggests that this situation has not changed. This view is supported by Block (2002, p.1) who suggests that 'despite numerous references to a relationship between these two constructs in the academic and populare literature, little systematic research has been conducted to examine the specific nature of the relationship'. Whilst there is considerable, research into the individual relationship between narrowly defined aspcts if organisational culture and leadership on organisational performance there is little research into their combined effects. A review of the literature shows none that addressed the variables as generic concepts. The gap in the research forms the aim of this study, which seeks to provide systematic research and empirical evidence into the relationship of different combinations of generically defined leadership style and organisational culture on organisational performance. Following a review of literature, the Blake and Mouton (1985) task versus relationship classification of style and the Deal and Kennedy (1982) risk versus speed of feedback classification of organisational culture were adopted as the most suitable generic feedback classifications of the variables. From a review of the literature, no explicit methodology was found for applying the selected classification method for organisational culture. Similarly, the selected methodology for classifyingleadership style was perceived as being too narrow to be used on its own. To address these issues a mixed methodology was devised and utilised. The mixed method approach employed questionaires, one to one interviews, focus groups and observation. A case study approach was adopted and sought a correlation between different combinations of variables and different levels of performance. The setting for the empirical phase of the study was the UK Building Services Industry and four of the leading organisations, with a range of levels of performance, participated. Analysis of the data collected indicated that; (i) there is an industry specific organisational culture in the selected sector, (ii) that the industry specific organisational culture acts as a constant and not a variable and (iii) that organisational performance is directly related to the leadership style sequence. The findings of the study indicate that the relationship between the leadership style sequence and organisational performance is a function of two imperatives. Firstly for the highest level of performance the leader needs ta have a preferred dominant style which has the maximum concern for task. Secondly the leader needs to maintain this maximum concern for task as he changes style when the dominant or preferred style fails to get the required result. This study contribute to extant literature in several ways. Firstly, by providing an explicit mixed method of applying generic organisational culture and leadership style classifications. Secondly, by confirming the existence of industry specific culture in some sectors and identifying that the industry specific culture in the UK Building Services Industry as the Deal and Kennedy (1982), Work Hard Play Hard Type. Thirdly by identifying that organisational performance is directly related to the leadership style sequence suggested by Blake and Mouton (1985). Finally the study suggests a specific management action plan to improve or maintain organisational performance.
46
Suebwongpat, Im. "The Role of HRM System and Organisational Culture in Employee Engagement and Organisational Performance." Thesis, University of Canterbury. Psychology, 2014. http://hdl.handle.net/10092/9032.
Анотація:
Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems with the purpose of increasing the performance of their workforce, empirical evidence supporting the relationship between HRM systems and organisational performance is scarce, therefore this is also a focus of this study. Additionally, organisational culture will be investigated as the social context that enhances engagement and performance beyond the effects of existing HRM systems. Hence, this study explored the role of HRM systems and organisational culture on employee engagement and perceived organisational performance.
Ninety-seven Thai employees from various organisations completed an internet- based survey. Results from multiple regressions suggest that engagement can be maintained or enhanced to the extent that employees are offered responsibility in the organisation and participate less in job training, and that the organisational culture is one that focuses on flexibility, individualism, entrepreneurship, and innovativeness. Moreover, the findings show a positive association between organisational performance and opportunities for advancement, job security, and competitive and goal oriented organisational culture. The limitations and implications of this study were addressed, along with recommendations for future research.
47
PODLESNY, PAULINE ANNA, and JENNIFER ELZE. "Overcoming intercultural communication barriers : Organisational Culture and Organisational Learning within a Swedish Textile Company." Thesis, Högskolan i Borås, Institutionen Textilhögskolan, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hb:diva-18004.
Анотація:
This thesis attempts to discover what actions are necessary to mitigate these problems within textile companies. Theories on organisational culture, organisational learning, and international management, were addressed in relation to intercultural communication. Using an exemplifying case of one single person within Eton AB, a case study research design was conducted. The data was collected through a qualitative research strategy and method, using self-completion/self-administrative questionnaires, and analysed using grounded theory. The general result of the thesis indicates that few communication errors between Eton AB and the participant exist. Therefore this interrelation can be seen as a positive example of intercultural communication within a textile company. In this context, it was the authors’ intention to identify the influence organisational culture and organisational learning have on intercultural communication. Certain aspects within an organisational culture are of importance to create a better integration of employees, hence influence intercultural relations positively. Organisational learning, likewise, has a positive impact, since it contributes to the creation of a better environment for integration. This thesis concludes with generalised measures which can be seen as a guideline and as first steps for textile companies in order to reduce intercultural communication errors.Program: Textile Management,textile value chain management
48
Gray, Roderic John. "Organisational climate and project success." Thesis, Anglia Ruskin University, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.264984.
49
Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Thesis, Curtin University, 2008. http://hdl.handle.net/20.500.11937/2052.
Анотація:
The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries and may be explained by the different construct definition and measurement methods applied in the various studies. There is a need to look at the longitudinal view of the relationship of the constructs in future research to provide fresh evidence and also to reveal the extent to which the new concept of internal corporate governance has been embraced by corporate officers over time. There is also need to look at successful and unsuccessful companies to identify the best practices.
50
Wibowo, Amin. "The impact of organisational culture and internal corporate governance on organisational performance in Indonesian companies." Curtin University of Technology, Graduate School of Business, 2008. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=21430.
Анотація:
The results of the research show that organisational culture is not a statistically significant determinant of organisational performance. Organisational culture, however, is a strong determinant of internal corporate governance. Lastly, internal corporate governance does not significantly impact organisational performance. The above results confirm that both organisational culture and internal corporate governance are positively related to performance, but are not statistically significant. This weak linkage to performance is contested with the mixed results identified in Western countries and may be explained by the different construct definition and measurement methods applied in the various studies. There is a need to look at the longitudinal view of the relationship of the constructs in future research to provide fresh evidence and also to reveal the extent to which the new concept of internal corporate governance has been embraced by corporate officers over time. There is also need to look at successful and unsuccessful companies to identify the best practices.