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Sample records for strong organizational culture

  1. Organizational Culture

    Directory of Open Access Journals (Sweden)

    Adrian HUDREA

    2006-02-01

    Full Text Available Cultural orientations of an organization can be its greatest strength, providing the basis for problem solving, cooperation, and communication. Culture, however, can also inhibit needed changes. Cultural changes typically happen slowly – but without cultural change, many other organizational changes are doomed to fail. The dominant culture of an organization is a major contributor to its success. But, of course, no organizational culture is purely one type or another. And the existence of secondary cultures can provide the basis for change. Therefore, organizations need to understand the cultural environments and values.

  2. Organizational culture modeling

    OpenAIRE

    Valentina Mihaela GHINEA; Constantin BRĂTIANU

    2012-01-01

    The purpose of this paper is to present a conceptual analysis of organizational culture modeling in the framework of system dynamics. Tom Peters and Robert Waterman demonstrated through their seminal research that organizational culture constitutes one of the most important key success factors in any company trying to achieve excellence in its business. Organizational culture is a strong nonlinear integrator of the organizational intellectual capital acting especially on the emotional knowled...

  3. Linking transformational leadership and organizational culture

    NARCIS (Netherlands)

    den Hartog, D.N.; van Meijen, J.J.; Koopman, P.L.

    1996-01-01

    Many authors assume a strong relationship between culture and leadership in organizations. Leaders create, transform and manage organizational cultures. Although this linkage between organizational culture and leadership is often referred to, hypotheses and propositions are often not specific and

  4. Organizational culture & employee behavior

    OpenAIRE

    Li, Tianya

    2015-01-01

    Organizations are among the key units of the society. During their establishment and development, a specific kind of organizational culture eventually appears. The purpose of organizational culture is to improve solidarity and cohesion, and to stimulate employees' enthusiasm and creativity to improve the organization’s economic efficiency. In addition, organizational culture greatly influences employee behavior. The aim of this study is to find out how organizational culture affects employ...

  5. Organizational climate and culture.

    Science.gov (United States)

    Schneider, Benjamin; Ehrhart, Mark G; Macey, William H

    2013-01-01

    Organizational climate and organizational culture theory and research are reviewed. The article is first framed with definitions of the constructs, and preliminary thoughts on their interrelationships are noted. Organizational climate is briefly defined as the meanings people attach to interrelated bundles of experiences they have at work. Organizational culture is briefly defined as the basic assumptions about the world and the values that guide life in organizations. A brief history of climate research is presented, followed by the major accomplishments in research on the topic with regard to levels issues, the foci of climate research, and studies of climate strength. A brief overview of the more recent study of organizational culture is then introduced, followed by samples of important thinking and research on the roles of leadership and national culture in understanding organizational culture and performance and culture as a moderator variable in research in organizational behavior. The final section of the article proposes an integration of climate and culture thinking and research and concludes with practical implications for the management of effective contemporary organizations. Throughout, recommendations are made for additional thinking and research.

  6. Organizational Culture and Performance

    OpenAIRE

    Elizabeth A. Martinez; Nancy Beaulieu; Robert Gibbons; Peter Pronovost; Thomas Wang

    2015-01-01

    Organizations are all around us. Culture is trickier—to analyze and even to see. We consider both the effect of management on culture and the effect of culture on performance. We begin by describing an intervention that dramatically improved outcomes and conspicuously included a culture-change component. We then use details from this intervention to describe potential empirical analyses of the association between organizational culture and performance in this and similar settings. Finally, we...

  7. Organizational culture, Anthropology of

    DEFF Research Database (Denmark)

    Krause-Jensen, Jakob; Wright, Susan

    2015-01-01

    Anthropologists have studied organizations since the 1930s. In the 1980s, anthropologists' concepts of culture were instrumentalized by nonanthropologists to promote ‘organizational culture’ as a management tool. In subsequent decades, concern shifted to welding employees from different ‘national...... cultures’ into transnational corporations and organizations concerned with international governance. In such organizations, anthropology graduates are increasingly employed as ‘cultural experts.’ We track the anthropological research on organizational culture and argue that the sensibilities and analytical...... skills acquired and the concepts developed through the ethnographic encounter gives anthropology a unique voice in the study of cultural matters in organizations....

  8. Organizational culture in Qazvin hospitals (2013

    Directory of Open Access Journals (Sweden)

    AM. Mosadeghrad

    2017-12-01

    Full Text Available Background: Organizational culture influences employees’ job satisfaction, commitment and performance. A strong corporate culture enhances organizational performance. Objective: The aim of this study was to determine the type of organizational culture in Qazvin hospitals. Methods: A descriptive and cross-sectional study was conducted by a survey questionnaire in Qazvin (2013 that was distributed among 800 hospital employees and managers based on stratified random sampling. Findings: The mean of hospitals’ organizational culture was 2.95 out of 5 score. Hospitals' organizational cultures were evaluated as strong in attention to details and stability dimensions and moderate in creativity, risk taking, team working and power distance dimensions. Attention to details in public hospitals was higher than private and social security hospitals. Conclusion: Organizational culture of Qazvin hospitals was evaluated as moderate. Managers for improving hospitals' performance and enhancing employees' and patients' satisfaction should create a culture of higher creativity, innovation, team working and risk taking and lower power distance.

  9. Creating organizational cultures

    DEFF Research Database (Denmark)

    Mouton, Nicolaas T.O.; Just, Sine Nørholm; Gabrielsen, Jonas

    2012-01-01

    insights. The authors propose an integrated perspective in which material practices and rhetorical strategies are seen as two analytical sides of the same ontological coin. This enables a fuller and more detailed explanation of how organizational cultures are created or changed. A brief illustration......Purpose – The purpose of this paper is to re-conceptualize the relations between rhetorical strategies and material practices in the processes whereby leaders create or change organizational cultures. Design/methodology/approach – The authors compare and contrast two broad perspectives on cultural...... is provided of the merits of this approach by revisiting the case of Enron. Originality/value – The paper constitutes an initial exploration of how social scientific and rhetorical perspectives on organizational change may be brought closer together. It may provide the first step towards the development...

  10. Organizational culture, Anthropology of

    DEFF Research Database (Denmark)

    Krause-Jensen, Jakob; Wright, Susan

    2015-01-01

    Anthropologists have studied organizations since the 1930s. In the 1980s, anthropologists' concepts of culture were instrumentalized by nonanthropologists to promote ‘organizational culture’ as a management tool. In subsequent decades, concern shifted to welding employees from different ‘national...... skills acquired and the concepts developed through the ethnographic encounter gives anthropology a unique voice in the study of cultural matters in organizations....

  11. Organizational Culture and Safety

    Science.gov (United States)

    Adams, Catherine A.

    2003-01-01

    '..only a fool perseveres in error.' Cicero. Humans will break the most advanced technological devices and override safety and security systems if they are given the latitude. Within the workplace, the operator may be just one of several factors in causing accidents or making risky decisions. Other variables considered for their involvement in the negative and often catastrophic outcomes include the organizational context and culture. Many organizations have constructed and implemented safety programs to be assimilated into their culture to assure employee commitment and understanding of the importance of everyday safety. The purpose of this paper is to examine literature on organizational safety cultures and programs that attempt to combat vulnerability, risk taking behavior and decisions and identify the role of training in attempting to mitigate unsafe acts.

  12. Organizational Culture and Industrialization

    DEFF Research Database (Denmark)

    Kragh, Simon Ulrik

    behaviours. In-group/out-group particularist values that have been handed over from preindustrial society tend to overlay and replace impersonal and universalistic bureaucracies and market exchange typical ofindustrial society. The paper shows how these values shape the culture of organizations in Latin......Drawing on a revised version ofHofstede's theory ofindustrialization and cultural change contained in his explanation of individualism and collectivism, the paper proposes that countries which are in the earlier stages of industrialization have a common culture that governs organizational...

  13. Organizational Culture and Industrialization

    DEFF Research Database (Denmark)

    Kragh, Simon Ulrik

    Drawing on a revised version ofHofstede's theory ofindustrialization and cultural change contained in his explanation of individualism and collectivism, the paper proposes that countries which are in the earlier stages of industrialization have a common culture that governs organizational...... behaviours. In-group/out-group particularist values that have been handed over from preindustrial society tend to overlay and replace impersonal and universalistic bureaucracies and market exchange typical ofindustrial society. The paper shows how these values shape the culture of organizations in Latin...

  14. Building an ethical organizational culture.

    Science.gov (United States)

    Nelson, William A; Taylor, Emily; Walsh, Thom

    2014-01-01

    The success of a health care institution-as defined by delivering high-quality, high-value care, positive patient outcomes, and financial solvency-is inextricably tied to the culture within that organization. The ability to achieve and sustain alignment between its mission, values, and everyday practices defines a positive organizational culture. An institution that has a diminished organizational culture, reflected in the failure to consistently align management and clinical decisions and practices with its mission and values, will struggle. The presence of misalignment or of ethics gaps affects the quality of care being delivered, the morale of the staff, and the organization's image in the community. Transforming an organizational culture will provide a foundation for success and a framework for daily ethics-grounded operations in any organization. However, building an ethics-grounded organization is a challenging process requiring strong organization leadership and planning. Using a case study, the authors provide a multiyear, continuous step-by-step strategy consisting of identifying ethics culture gaps, establishing an ethics taskforce, clarifying and prioritizing the problems, developing strategy for change, implementing the strategy, and evaluating outcomes. This process will assist organizations in aligning its actions with its mission and values, to find success on all fronts.

  15. Predicting Organizational Commitment from Organizational Culture in Turkish Primary Schools

    Science.gov (United States)

    Ipek, Cemalettin

    2010-01-01

    This study aims to describe organizational culture and commitment and to predict organizational commitment from organizational culture in Turkish primary schools. Organizational Culture Scale (Ipek "1999") and Organizational Commitment Scale (Balay "2000") were used in the data gathering process. The data were collected from…

  16. Leadership, Culture and Organizational Change

    OpenAIRE

    Vladimir-Codrin Ionescu

    2014-01-01

    An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coor...

  17. Culture and Organizational Learning

    NARCIS (Netherlands)

    Cook, N.; Yanow, D.

    2011-01-01

    Traditionally, theories of organizational learning have taken one of two approaches that share a common characterization of learning but differ in focus. One approach focuses on learning by individuals in organizational contexts; the other, on individual learning as a model for organizational

  18. Including Organizational Cultural Parameters in Work Processes

    National Research Council Canada - National Science Library

    Handley, Holly A; Heacox, Nancy J

    2004-01-01

    .... In order to represent the organizational impact on the work process, five organizational cultural parameters were identified and included in an algorithm for modeling and simulation of cultural...

  19. [Mobbing: its relationships with organizational culture and personal outcomes].

    Science.gov (United States)

    Topa Cantisano, Gabriela; Morales Domínguez, José Francisco; Gallastegui Galán, José Antonio

    2006-11-01

    A study dealing with the effects of both organizational culture and mobbing on personal and organizational outcomes of a sample of Spanish emergency workers, is reported here. It was found that there is a strong impact of organizational culture dimensions on mobbing, and that mobbing affects job satisfaction, organizational commitment and organizational citizenship behaviour. Results concerning organizational commitment show that this variable is not a mere effect of mobbing in general, but rather that it is also a direct impact of culture on this outcome.

  20. Changing organizational culture to implement organizational change.

    Science.gov (United States)

    Ferrara-Love, R

    1997-02-01

    With the advent of managed care and the restructuring of hospitals, health care is in a state of transition. In the past, healthcare executives seemed to believe that they were isolated from the changes that were occurring in corporate America. However, the need for change in both organizational culture and performance is here. To successfully navigate the "permanent white water" of health care change, examples from business are needed. These examples include work redesign, restructuring, and behavior modification to promote the changes needed for health care to move forward.

  1. Organizational Culture in Educational Institutions

    Science.gov (United States)

    Efeoglu, I. Efe; Ulum, Ömer Gökhan

    2017-01-01

    The concept of culture closely refers to a wide scope of effects on how individuals act in a group, an institution, or a public place. Chiefly, it covers a range of universal ideas, beliefs, values, behaviors, criterion, and measures which may be both explicit and implicit. The study on organizational culture has gained much attention among…

  2. Sensemaking, Organizational Culture, and Sexual Harassment

    Science.gov (United States)

    Dougherty, Debbie S.; Smythe, Mary Jeanette

    2004-01-01

    While EEOC guidelines for managing sexual harassment prescribe a strong sexual harassment policy and aggressive remedial action following complaints, a communication approach suggests a need for a more complex understanding of sexual harassment as diffused throughout an organizational culture. The present case study uses a sensemaking approach to…

  3. A study on relationship between organizational culture and organizational commitment

    Directory of Open Access Journals (Sweden)

    Maryam Khalili

    2014-07-01

    Full Text Available This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991 [Meyer, J. P., & Allen, N. J. (1991. A three-component conceptualization of organizational commitment. Human resource management review, 1(1, 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991 [Denison, D. R., & Spreitzer, G. M. (1991. Organizational culture and organizational development: A competing values approach. Research in organizational change and development, 5(1, 1-21.]. The study is accomplished among selected full time employees who work for an Iranian bank named Bank Saderat Iran. Using Pearson correlation test as well as linear regression methods, the study has determined that there were some positive and meaningful relationship between all components of organizational commitment and organizational culture.

  4. Cross-cultural organizational behavior.

    Science.gov (United States)

    Gelfand, Michele J; Erez, Miriam; Aycan, Zeynep

    2007-01-01

    This article reviews research on cross-cultural organizational behavior (OB). After a brief review of the history of cross-cultural OB, we review research on work motivation, or the factors that energize, direct, and sustain effort across cultures. We next consider the relationship between the individual and the organization, and review research on culture and organizational commitment, psychological contracts, justice, citizenship behavior, and person-environment fit. Thereafter, we consider how individuals manage their interdependence in organizations, and review research on culture and negotiation and disputing, teams, and leadership, followed by research on managing across borders and expatriation. The review shows that developmentally, cross-cultural research in OB is coming of age. Yet we also highlight critical challenges for future research, including moving beyond values to explain cultural differences, attending to levels of analysis issues, incorporating social and organizational context factors into cross-cultural research, taking indigenous perspectives seriously, and moving beyond intracultural comparisons to understand the dynamics of cross-cultural interfaces.

  5. A study on relationship between organizational culture and organizational commitment

    OpenAIRE

    Maryam Khalili

    2014-01-01

    This paper presents an empirical investigation to study the relationship between organizational culture and organization commitment. The study uses two questionnaires, one for measuring organizational commitment originally developed by Meyer and Allen (1991) [Meyer, J. P., & Allen, N. J. (1991). A three-component conceptualization of organizational commitment. Human resource management review, 1(1), 61-89.] and the other one for organizational culture developed by Denison and Spreitzer (1991)...

  6. Cultural Synergy and Organizational Change

    DEFF Research Database (Denmark)

    Strøbæk, Pernille Solveig; Vogt, Joachim

    2013-01-01

    This paper explores informal codes and rhythms of social behavior at work and their relation to organizational change and wellbeing. After a merger within a public service organization we organized 8 focus groups of 2-3 clerical or academic employees within a head office and a division office (N...... = 21). Word counts of ‘I’ and ‘we’ revealed that people sharing pre-merger organizational background (homogeneous groups) used ‘we’ more often than heterogeneous groups. Head office employees were concerned with workload and social code, whereas division office employees mainly discussed meetings......, commitment, and office space. Organizational background rather than office cultures guided these differences. We found that in a merged organization cultural synergies are possible to create if practical and social values for employees are offered. Thus, interesting new ways to transform problems...

  7. THE EFFECT OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL COMMITMENT AND A RESEARCH

    OpenAIRE

    CENGİZ DEMİR; UMUT CAN ÖZTÜRK

    2013-01-01

    Organizational culture is the all values that shared by the whole of the organization. Organizational commitment is employees’ strength of bond for the organization which they work for. There should be shared values for mentioned about commitment. If those values are adopted by a large number of people and if they are strong, the level of commitment will increase. The main purpose of this study is to determine  the impact of organizational culture on commitment and the relationship. This stud...

  8. Organizational culture diagnosis - a new model

    Directory of Open Access Journals (Sweden)

    Ph. D. Ionuţ Constantin

    2010-05-01

    Full Text Available Organizational culture is a key source of competitive advantage. There is a demonstrated relation between organizational culture and organizational performance. This paper reviews previous research in the field and introduce a new model for understanding, diagnosing and changing organizational culture. The main advantage of the new model is based on regarding culture as the management and work practices that are either hindering or helping an organization's bottom line performance.

  9. Investigating characteristics of organizational culture

    Directory of Open Access Journals (Sweden)

    Sanjar Salajeqe

    2014-11-01

    Full Text Available Studying the behavior of members of a firm is considered as the primary step in understanding the organization's culture. In fact, it is always essential to study organizations’ culture when a new action is about to occur. In fact, by leveraging culture, it is becoming easier to accomplish other tasks within organizations. This paper presents an empirical investigation to determine important factors influencing organizational culture in food industry. The proposed study has adapted a questionnaire based on Denison organizational culture dimensions and distributed it among different groups of employees who worked for one of Iranian food maker in city of Zahedan, Iran. Cronbach alphas for job involvement, consistency, compatibility and mission are 0.786, 0.779, 0.707 and 0.908, respectively. The results indicate that dimensions of job involvement (3.31 and organizational compatibility (3.16 are in better position compared with dimensions of consistency (3.14 and mission (3.11. The study does not find any significance difference between in internal-external focus. In other words, the organization has paid sufficient attention to internal as well as external affairs.

  10. INVESTIGATING THE RELATIONSHIP BETWEEN ORGANIZATIONAL COMMUNICATION AND ORGANIZATIONAL CULTURE

    Directory of Open Access Journals (Sweden)

    Mădălina ŞOMĂCESCU

    2016-05-01

    Full Text Available In this paper we investigated the relationship between the organizational communication and organizational culture. The starting point of our analysis is that the two variables are in interdependent relation. Our study, performed in a large public organization operating in Romania and abroad, identified a positive association between the two variables. The organizational communication helps the organization to disseminate the culture among the employees. Also, the organizational culture is developed through the interactions and communications among the staff. The management of the organizations must encourage and promote an open communication in order to create a culture that sustain the performance.

  11. Advancing Equity in Accountability and Organizational Cultures of Data Use

    Science.gov (United States)

    Gannon-Slater, Nora; La Londe, Priya G.; Crenshaw, Hope L.; Evans, Margaret E.; Greene, Jennifer C.; Schwandt, Thomas A.

    2017-01-01

    Purpose: Data use cultures in schools determine data use practices. Such cultures can be muted by powerful macro accountability and organizational learning cultures. Further, strong equity-oriented data use cultures are challenging to establish. The purpose of this paper is to engage these cultural tensions. Design/methodology/approach: The data…

  12. The influence of organizational culture on organizational preferences towards the choice of organizational change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2012-01-01

    Full Text Available Organizational culture, through its assumptions, values, norms and symbols, determines the way in which the members of an organization perceive and interpret the reality within and around their organization, as well as the way they behave in that reality. For this reason we may assume that organizational culture has an impact on the way in which an organization changes, and that matching of organizational culture and change strategy will improve the efficiency of the change process. In this paper specific hypotheses about the causal relationship between certain types of organizational culture and certain change strategies are formulated. Types of organizational culture are differentiated according to Handy’s and Trompenaars’ classifications. Organizational change strategies have been differentiated according to previous work of Chin & Benne but one more strategy has been added. Classifications of both the organizational cultures and of the organizational change strategies are based on the same criteria of differentiation: distribution of power in an organization and orientation toward relationships or tasks. For this reason it is possible to formulate hypotheses about the causal relationship between certain types of organizational cultures and certain types of organizational change strategies. Thus, eight hypotheses are formulated in this paper, relating particular change strategies with particular types of organizational culture.

  13. Design and Innovation: Organizational Culture as Making

    DEFF Research Database (Denmark)

    Christensen, Poul Rind; Junginger, Sabine

    2013-01-01

    Designing, as an activity, is squeezed in a paradoxical agency between reproduction and innovation of meanings in society as well as in the organization. In this conceptual paper the apparent paradox is addressed in perspective of the organizational culture theory and examine the role of design...... in reproducing and innovating dominant organizational cultures....

  14. RELATIONSHIP ORGANIZATIONAL CULTURE AND ORGANIZATIONAL COMMITMENT IN HEALTH INSTITUTIONS

    OpenAIRE

    SEMERCİOĞLU, M.Serhat; ÇETİN, Derya; PEKSOY, Abdülaziz Ali

    2017-01-01

    Shared   and  learned   values,   norms, believes,  behaviors and  symbols  which are known  as  organization culture;  is  a holistic element   that   describes  organizational   aims and helpsorganization members to understand  organizational   objectives   within and beyond  the  organizational  environment. From this point of view, successfulfirms have to establish an organization which is powerful and  unique in  their  organizational  cultures. One     of    the     critical     factors...

  15. Nurses as implementers of organizational culture.

    Science.gov (United States)

    Wooten, Lynn Perry; Crane, Patricia

    2003-01-01

    Drawing from both theory and case-study data, the role of nurse leaders in implementing constructive organizational cultures is discussed. Constructive cultures create high-performance work environments, increasing both employee and patient satisfaction, and ultimately affecting economic performance. Nursing administrators aspiring to implement a constructive culture should emphasize people-centered values through a collective mission, strategic human resource management practices, and a patient service-oriented philosophy. Furthermore, constructive organizational cultures create successful high-performance work environments when nurses have positive colleague interactions and approach tasks in a manner that helps them experience self-actualization, while at the same time achieving organizational goals.

  16. THE EFFECT OF ORGANIZATIONAL CULTURE ON ORGANIZATIONAL COMMITMENT AND A RESEARCH

    Directory of Open Access Journals (Sweden)

    CENGİZ DEMİR

    2013-06-01

    Full Text Available Organizational culture is the all values that shared by the whole of the organization. Organizational commitment is employees’ strength of bond for the organization which they work for. There should be shared values for mentioned about commitment. If those values are adopted by a large number of people and if they are strong, the level of commitment will increase. The main purpose of this study is to determine  the impact of organizational culture on commitment and the relationship. This study composed of two main parts. The first part consists of theoretical framework which explains organizational culture and commitment’s relationship. The second part is devoted to empirical analysis. Survey study was made in this part which held on 189 employees in the province of İzmir.

  17. Organizational culture development in service area organization

    OpenAIRE

    Liesionis, Vytautas; Dilienė, Dovilė

    2012-01-01

    Šiame straipsnyje yra aprašomas organizacinės kultūros tyrimas, atliktas konkrečioje aptarnavimo sferos organizacijoje. Tyrimo metu buvo nustatyta organizacinės kultūros tipas organizacijoje bei pateiktas tolesnio organizacinės kultūros vystymo modelis ir rekomendacijos. In this article is described the organizational culture survey, carried out in a service area organization. The study results revealed organizational culture type and there was designed the further organizational culture d...

  18. Diagnosing organizational culture: An empirical investigation

    Directory of Open Access Journals (Sweden)

    Manouchehr Jofreh

    2013-09-01

    Full Text Available Investigating the behavior of members of an organization is a basic step in understanding the organization's culture. In fact, it is always necessary to consider organization culture when a new action is about to happen. In fact, by leveraging culture, it is getting easier to accomplish other tasks within organization. In this paper, we present an empirical investigation to find important factors influencing organizational culture in banking industry. The proposed study uses Denison’s standard questionnaire for diagnosing organizational culture. Cronbach alpha has been calculated as 0.927, which is well about the acceptable limit. The results indicate that dimensions of job involvement (2.961 and organizational mission (2.914 are in better position compared with dimensions of compatibility (2.724 and consistency (2.621. The study proposes a new comprehensive organizational framework, which helps building new strategies.

  19. Assessing the Dimensions of Organizational Culture on ...

    African Journals Online (AJOL)

    The influence of dimensions of organizational culture on organizational commitment was investigated in this paper. A convenient sample made up of Two hundred (200) participants was randomly selected from private and public institutions in Uyo, Akwa Ibom State. They were 113 males and 87 females whose age range ...

  20. Validation of the organizational culture assessment instrument.

    Directory of Open Access Journals (Sweden)

    Brody Heritage

    Full Text Available Organizational culture is a commonly studied area in industrial/organizational psychology due to its important role in workplace behaviour, cognitions, and outcomes. Jung et al.'s [1] review of the psychometric properties of organizational culture measurement instruments noted many instruments have limited validation data despite frequent use in both theoretical and applied situations. The Organizational Culture Assessment Instrument (OCAI has had conflicting data regarding its psychometric properties, particularly regarding its factor structure. Our study examined the factor structure and criterion validity of the OCAI using robust analysis methods on data gathered from 328 (females = 226, males = 102 Australian employees. Confirmatory factor analysis supported a four factor structure of the OCAI for both ideal and current organizational culture perspectives. Current organizational culture data demonstrated expected reciprocally-opposed relationships between three of the four OCAI factors and the outcome variable of job satisfaction but ideal culture data did not, thus indicating possible weak criterion validity when the OCAI is used to assess ideal culture. Based on the mixed evidence regarding the measure's properties, further examination of the factor structure and broad validity of the measure is encouraged.

  1. Validation of the Organizational Culture Assessment Instrument

    Science.gov (United States)

    Heritage, Brody; Pollock, Clare; Roberts, Lynne

    2014-01-01

    Organizational culture is a commonly studied area in industrial/organizational psychology due to its important role in workplace behaviour, cognitions, and outcomes. Jung et al.'s [1] review of the psychometric properties of organizational culture measurement instruments noted many instruments have limited validation data despite frequent use in both theoretical and applied situations. The Organizational Culture Assessment Instrument (OCAI) has had conflicting data regarding its psychometric properties, particularly regarding its factor structure. Our study examined the factor structure and criterion validity of the OCAI using robust analysis methods on data gathered from 328 (females = 226, males = 102) Australian employees. Confirmatory factor analysis supported a four factor structure of the OCAI for both ideal and current organizational culture perspectives. Current organizational culture data demonstrated expected reciprocally-opposed relationships between three of the four OCAI factors and the outcome variable of job satisfaction but ideal culture data did not, thus indicating possible weak criterion validity when the OCAI is used to assess ideal culture. Based on the mixed evidence regarding the measure's properties, further examination of the factor structure and broad validity of the measure is encouraged. PMID:24667839

  2. ORGANIZATIONAL CULTURE AND JOB SATISFACTION: A REVIEW

    Directory of Open Access Journals (Sweden)

    DIMITRIOS BELIAS

    2014-04-01

    Full Text Available The purpose of the present study is to provide a critical review of the relation between organizational culture and the levels of job satisfaction experienced by employees. Organizational culture refers to a series of attitudes and behaviors adopted by employees of a certain organization, which affect its function and total well-being. Job satisfaction refers to the employees’ perceptions of their working environment, relations among colleagues, earnings and promotion opportunities. The review shows that contemporary job-related phenomena like job satisfaction are related to their perceptions of their working environment, relations with colleagues, institution aims and strategies and success criteria. In addition, the employees’ preference of organizational culture is likely to be affected by demographic characteristics, especially gender. It can be supported, therefore, that measuring and analyzing an institution’s organizational culture in combination with its employees’ demographic and individual characteristics may lead to valuable conclusions, so that job satisfaction is promoted.

  3. The Influence Of Organizational Culture On Management Information System

    Directory of Open Access Journals (Sweden)

    Arlis Dewi Kuraesin

    2017-03-01

    Full Text Available This article aims to know the culture of the organization and management accounting information system based on existing theories. The management information system is a collection of sub-systems which are interconnected with each other to work together in harmony to achieve one goal of process data into information needed by management in decision making. An important factor influencing the use of information systems is Cultural Organization. Management Information system success is influenced by several factors one of which is the organizations culture. Organizational culture has a very strong influence on the overall organizational and individual behavior due to the information system is a major component of the organization are influenced substantially by organizational culture.

  4. A Conversation with Peter Senge: Transforming Organizational Cultures

    Directory of Open Access Journals (Sweden)

    Riane Eisler

    2015-07-01

    Full Text Available Riane Eisler talks with Peter Senge, internationally renowned expert on management and organizational leadership, about transforming organizational cultures from domination to partnership.

  5. ORGANIZATIONAL CULTURE IN THE SUCCESSFUL GLOBAL BUSINESS

    OpenAIRE

    Eliyana, Anis

    2009-01-01

    A successful business becomes the goal of each individual who is involved in anorganizational business. The capability of business organization to enter and compete inthe global market is one of those ways often used by businessmen to both maintain andachieve a successful organization. With respect to the said issue, the writer would like toanswer the following subject matter: How to understand the organizational culture inorder to be success in global business? And does the organizational cu...

  6. Methodology and applications for organizational safety culture

    International Nuclear Information System (INIS)

    Sakaue, Takeharu; Makino, Maomi

    2004-01-01

    The mission of our activity is making 'guidance of safety culture for understanding and evaluations' which comes in much more useful and making it substantial by clarifying positioning of safety culture within evaluation of the quality management. This is pointed out by 'Discussion on how to implement safety culture sufficiently and possible recommendation' last year by falsification issue of TEPCO (Tokyo Electric Power Company). We have been developing the safety culture evaluation structured by three elements. One is safety culture evaluation support tool (SCET), another is organizational reliability model (ORM), third is system for safety. This paper describes mainly organizational reliability model (ORM) and its applications as well as ticking the system for safety culture within quality management. (author)

  7. Preindustrial Patterns in Chinese Organizational Culture

    DEFF Research Database (Denmark)

    Kragh, Simon Ulrik

    2012-01-01

    Chinese organizational culture is usually described as being influenced by Confucian social norms and unique to the country. The paper argues in contrast to this view that there are important cultural similarities between values and norms in organizations in China and other developing countries......, suggesting that the cultural characteristics of Chinese organizations are not simply unique to this country but a set of preindustrial norms that industrializing countries have in common as a legacy of the past....

  8. Organizational culture associated with provider satisfaction.

    Science.gov (United States)

    Scammon, Debra L; Tabler, Jennifer; Brunisholz, Kimberly; Gren, Lisa H; Kim, Jaewhan; Tomoaia-Cotisel, Andrada; Day, Julie; Farrell, Timothy W; Waitzman, Norman J; Magill, Michael K

    2014-01-01

    Organizational culture is key to the successful implementation of major improvement strategies. Transformation to a patient-centered medical home (PCHM) is such an improvement strategy, requiring a shift from provider-centric care to team-based care. Because this shift may impact provider satisfaction, it is important to understand the relationship between provider satisfaction and organizational culture, specifically in the context of practices that have transformed to a PCMH model. This was a cross-sectional study of surveys conducted in 2011 among providers and staff in 10 primary care clinics implementing their version of a PCMH: Care by Design. Measures included the Organizational Culture Assessment Instrument and the American Medical Group Association provider satisfaction survey. Providers were most satisfied with quality of care (mean, 4.14; scale of 1-5) and interactions with patients (mean, 4.12) and were least satisfied with time spent working (mean, 3.47), paperwork (mean, 3.45), and compensation (mean, 3.35). Culture profiles differed across clinics, with family/clan and hierarchical cultures the most common. Significant correlations (P ≤ .05) between provider satisfaction and clinic culture archetypes included family/clan culture negatively correlated with administrative work; entrepreneurial culture positively correlated with the Time Spent Working dimension; market/rational culture positively correlated with how practices were facing economic and strategic challenges; and hierarchical culture negatively correlated with the Relationships with Staff and Resource dimensions. Provider satisfaction is an important metric for assessing experiences with features of a PCMH model. Identification of clinic-specific culture archetypes and archetype associations with provider satisfaction can help inform practice redesign. Attention to effective methods for changing organizational culture is recommended.

  9. Leader - Member Exchange in Different Organizational Cultures and Effects to Organizational Burnout

    Directory of Open Access Journals (Sweden)

    Erdem Kırkbeşoğlu

    2014-06-01

    Full Text Available The purpose of this study is to examine the effect of leader- member exchange to burnout syndrome in different organizational cultures. Sample of the study is constituted by 183 participants who work in life insurance companies which represent organic organizational culture and non-life insurance companies which represent mechanical organizational culture. As a result of regression and correlation analysis, it is determined that leader-member exchange in organic organizational culture affects organizational culture negatively and in higher level compared to mechanical organizational cultures.

  10. APPROACH TO THE ORGANIZATIONAL CULTURE CONCEPT

    Directory of Open Access Journals (Sweden)

    CLAUDIA MARÍA GARCÍA ÁLVAREZ

    2006-01-01

    Full Text Available In order to make evident the instrumental nature of the concept of culture applied to organization, thisessay develops a comprehension of the concept of organizational culture. This effort is important becausethe concept of organization itself implies a construction of a social order from meanings becominghegemonic in the framework of a particular context. Organizational Psychology, even with its neutralitypretension, is not innocent about the instrumental role that social sciences have had in the organizationalarena; however this essay introduces alternatives from critical approaches that allow ways of comprehensionand why not, intervention from perspectives explicitly political.

  11. The Mediating Effect of Organizational Commitment on the Relationship between Job Satisfaction and Organizational Culture

    OpenAIRE

    Adel Mohamed Ali Shurbagi; Ibrahim Bin Zahari

    2014-01-01

    The purpose of the study was to investigate the effect of organizational commitment as a mediating variable on the relationship between job satisfaction and organizational culture to answer the following questions: Is there any relationship between job satisfaction and organizational culture in oil and gas industry in Libya? Is there any relationship between job satisfaction and organizational commitment in oil and gas industry in Libya? Is there any relationship between organizational cultur...

  12. Lean Six Sigma implementation and organizational culture.

    Science.gov (United States)

    Knapp, Susan

    2015-01-01

    The purpose of this paper is to examine the relationship between four organizational cultural types defined by the Competing Values Framework and three Lean Six Sigma implementation components - management involvement, use of Lean Six Sigma methods and Lean Six Sigma infrastructure. The study involved surveying 446 human resource and quality managers from 223 hospitals located in Maine, New Hampshire, Vermont, Massachusetts and Rhode Island using the Organizational Culture Assessment Instrument. Findings - In total, 104 completed responses were received and analyzed using multivariate analysis of variance. Follow-up analysis of variances showed management support was significant, F(3, 100)=4.89, p cultures having significant interactions with management support. The relationship between organizational culture and Lean Six Sigma in hospitals provides information on how specific cultural characteristics impact the Lean Six Sigma initiative key components. This information assists hospital staff who are considering implementing quality initiatives by providing an understanding of what cultural values correspond to effective Lean Six Sigma implementation. Managers understanding the quality initiative cultural underpinnings, are attentive to the culture-shared values and norm's influence can utilize strategies to better implement Lean Six Sigma.

  13. Organizational culture, safety culture, and safety performance at research facilities

    Energy Technology Data Exchange (ETDEWEB)

    Brown, William S.

    2000-07-30

    Organizational culture surveys of research facilities conducted several years ago and archival occupational injury reports were used to determine whether differences in safety performance are related to general organizational factors or to ''safety culture'' as reflected in specific safety-related dimensions. From among the organizations surveyed, a pair of facilities was chosen that were similar in size and scientific mission while differing on indices of work-related injuries. There were reliable differences in organizational style between the facilities, especially among workers in environment, safety, and health functions; differences between the facilities (and among job categories) on the safety scale were more modest and less regular.

  14. Management's role in shaping organizational culture.

    Science.gov (United States)

    Kane-Urrabazo, Christine

    2006-04-01

    The present study addresses the importance of the manager's role in the development and maintenance of organizational culture. It describes the types of cultures that exist and manager characteristics that are essential to facilitating a healthy workplace. While many managers do not deny the importance of organizational culture in employee satisfaction, few fail to realize the direct impact they have in shaping it. It is oftentimes believed that cultures are predetermined; however, this is a false assumption. It is crucial that managers at all levels are aware of their roles and responsibilities in upholding positive workplace environments that can increase employee satisfaction. Dissatisfaction is the major cause of turnover and can have detrimental cost and environmental effects on the agency. Four critical components of culture (i.e. trust and trustworthiness, empowerment and delegation, consistency and mentorship) are discussed, as is the role of managers in turning these into positive cultural traits. The viewpoints of several authors, such as Stephen Covey, Mark McCormack and Charles Handy, are explored in relation to the development of organizational culture. Additional theories--Kanter's 'Theory of Organizational Empowerment', Locke's 'Goal-setting Theory' and the 'Social Exchange Theory'- supplement these viewpoints. Managers are always under the magnifying glass, with each action carefully scrutinized by subordinates. They must exercise caution when making decisions, ensuring that fairness and equitability exists among staff, and that ethical standards are upheld on a continual basis. The four cultural components, viewed as managerial traits of trust and trustworthiness, empowerment, consistency and mentorship coexist at all times regardless of the type of culture. Managers must put support systems and other mechanisms into place that allow employees the opportunity to empower themselves and to flourish, thus increasing their own effectiveness as well as

  15. Organizational environment and operator culture

    International Nuclear Information System (INIS)

    Morisseau, D.S.; Schoenfeld, I.E.

    1988-01-01

    The Nuclear Regulatory Commission has historically reviewed corporate and plant level management and organization against the criteria of NUREG-0800, The Standard Review Plan. These criteria address the organizational structure, management control, lines of authority and communication, the range and level of experience, and the availability of manpower to effectively and safely operate the facility. Now that most nuclear power plants have received their operating licenses, the emphasis for review has shifted to the day-to-day operation of the facilities. Along with this has come greater recognition that hardware and engineering systems, through vitally important, are not the only components needed for safe operation of power plants. The people who run and operate these plants are a vitally important component and are an integral part of the entire system, i.e., machinery does not operate in isolation

  16. Organizational Culture and Corporate Innovation | Olori | African ...

    African Journals Online (AJOL)

    A critical review of extant literature suggests clearly that innovation matters and it is important for achieving competitive advantage in a highly competitive market. But in achieving corporate innovation, organizational culture plays a very significant role because innovation requires very different business conditions, skills, ...

  17. Including Organizational Cultural Parameters in Work Processes

    National Research Council Canada - National Science Library

    Handley, Holly A; Heacox, Nancy J

    2004-01-01

    ... between decision-makers of different nationalities. In addition to nationality, a decision-maker is also a member of an organization and brings this organizational culture to his role in the work process, where it may also affect his task performance...

  18. Postmodernism and Organizational Culture: The Japanese ...

    African Journals Online (AJOL)

    The paper is a critique of the postmodernism organizational culture, from the perspective of the Japanese work experience. Beginning with the broad principles of postmodernism, the author goes ahead to situate them within the specific context of the Japanese working environment. Citing some of the known authorities ...

  19. Relationship between organizational culture, leadership style and ...

    African Journals Online (AJOL)

    This study investigated the relationship between organizational culture, leadership style and job satisfaction in a Nigerian private manufacturing organization. The study population consisted of employees of International Brewery Plc, Ilesha and the study sample consisted of 80% of the workforce at the Brewery comprising ...

  20. Organizational Barriers to Cultural Competence in Hospice.

    Science.gov (United States)

    Reese, Dona J; Beckwith, Samira K

    2015-11-01

    This national mixed method study with directors of 207 hospices identified major barriers to cultural competence, including (1) lack of funding for additional staff for community outreach or development of culturally competent programs, (2) lack of applications from diverse professionals, and (3) lack of knowledge about diverse cultures and what cultural groups in the community are not being served. Qualitative results indicated that elements of an organizational culture, which create barriers to access included (1) failure to prioritize cultural competence, (2) failure to budget for culturally competent services, and (3) a staff that does not value awareness of cultural differences, is uncomfortable with diversity, and stereotypes diverse individuals. In phase 2, an interactive session with a 100-symposium audience provided strategies to address the barriers. © The Author(s) 2014.

  1. Predictors of staff-supportive organizational culture in assisted living.

    Science.gov (United States)

    Sikorska-Simmons, Elzbieta

    2008-03-01

    This study examined predictors of staff-supportive organizational culture in assisted living settings. The sample included 294 staff members in 52 facilities. Organizational culture was assessed according to staff perceptions of teamwork, morale, information flow, involvement, supervision, and meetings. Hierarchical linear modeling was used to examine the effects of organizational factors (i.e., facility size, chain membership, ownership, level of care, level of residents' disability) on staff-supportive organizational culture. More staff-supportive culture was associated with smaller facility size, chain membership, and a higher level of care. These findings point to the importance of organizational factors in shaping a staff-supportive organizational culture.

  2. The Relationship between information systems Management and Organizational Culture

    NARCIS (Netherlands)

    Marielle Dellemijn; Jakobus Smit

    2011-01-01

    This paper essentially presents an exploration of the relationship between organizational culture and information systems management. Three contributions are offered namely the findings of a study of the organizational culture and information management competencies of five organizations in the

  3. Influence of organizational culture on human error

    International Nuclear Information System (INIS)

    Friedlander, M.A.; Evans, S.A.

    1996-01-01

    Much has been written in contemporary business literature during the last decade describing the role that corporate culture plays in virtually every aspect of a firm's success. In 1990 Kotter and Heskett wrote, open-quotes We found that firms with cultures that emphasized all of the key managerial constituencies (customers, stockholders, and employees) and leadership from managers at all levels out-performed firms that did not have those cultural traits by a huge margin. Over an eleven year period, the former increased revenues by an average of 682 percent versus 166 percent for the latter, expanded their workforce by 282 percent versus 36 percent, grew their stock prices by 901 percent versus 74 percent, and improved their net incomes by 756 percent versus 1 percent.close quotes Since the mid-1980s, several electric utilities have documented their efforts to undertake strategic culture change. In almost every case, these efforts have yielded dramatic improvements in the open-quotes bottom-lineclose quotes operational and financial results (e.g., Western Resources, Arizona Public Service, San Diego Gas ampersand Electric, and Electricity Trust of South Australia). Given the body of evidence that indicates a relationship between high-performing organizational culture and the financial and business success of a firm, Pennsylvania Power ampersand Light Company undertook a study to identify the relationship between organizational culture and the frequency, severity, and nature of human error at the Susquehanna Steam Electric Station. The underlying proposition for this asssessment is that organizational culture is an independent variable that transforms external events into organizational performance

  4. Nuclear safety culture based on the organizational and individual culture

    International Nuclear Information System (INIS)

    Li Jingxi; Ren Ou

    2005-01-01

    The nuclear safety culture is used increasingly and developed by countries that have nu- clear plants all over the world, since the term 'safety culture' was first introduced by IAEA in 1986. Enterprises culture reflects many terms in an enterprise, such as management level and staff quality. The safety culture is the center in a nuclear enterprises culture, and relates directly to the safety and outstanding achievement of operation. This paper discusses the nuclear safety culture from the viewpoints of the organizational and individual cultures. (authors)

  5. Methodology for determining influence of organizational culture to business performance

    OpenAIRE

    Eva Skoumalová; Bohumil Minařík

    2007-01-01

    Content this article is to propose the possible methodology for quantitative measuring the organizational culture using the set of statistical methods. In view of aim we elected procedure consisting of two major sections. The first is classification of organizational culture and role of quantitative measurement on organizational culture. This part includes definition and several methods used to classify organizational culture: Hofstede, Peters and Waterman, Deal and Kennedy, Edgar Schein, Kot...

  6. Surveys of organizational culture and safety culture in nuclear power

    Energy Technology Data Exchange (ETDEWEB)

    Brown, Walter S. [Brookhaven National Lab. (BNL), Upton, NY (United States)

    2000-07-30

    The results of a survey of organizational culture at a nuclear power plant are summarized and compared with those of a similar survey which has been described in the literature on ''high-reliability organizations''. A general-purpose cultural inventory showed a profile of organizational style similar to that reported in the literature; the factor structure for the styles was also similar to that of the plant previously described. A specialized scale designed to measure ''safety culture'' did not distinguished among groups within the organization that would be expected to differ.

  7. SURVEYS OF ORGANIZATIONAL CULTURE AND SAFETY CULTURE IN NUCLEAR POWER

    International Nuclear Information System (INIS)

    BROWN, B.S.

    2000-01-01

    The results of a survey of organizational culture at a nuclear power plant are summarized and compared with those of a similar survey which has been described in the literature on high-reliability organizations. A general-purpose cultural inventory showed a profile of organizational style similar to that reported in the literature; the factor structure for the styles was also similar to that of the plant previously described. A specialized scale designed to measure safety culture did not distinguish among groups within the organization that would be expected to differ

  8. Managing organizational culture within a management system

    International Nuclear Information System (INIS)

    Comeau, L.; Watts, G.

    2009-01-01

    The Point Lepreau Generating Station (PLGS) is currently undergoing a major refurbishment of its nuclear reactor. At the same time, a small team is designing the organization that will operate the plant after refurbishment. This paper offers a high level overview of the Post-Refurbishment Organization (PRO) project and will focus primarily on the approach used to address organizational culture and human system dynamics. We will describe how various tools, used to assess organization culture, team performance, and individual self-understanding, are used collectively to place the right person in the right position. We will explain how the career system, Pathfinder, is used to integrate these tools to support a comprehensive model for organization design and development. Finally, we demonstrate how the management of organizational cultural and human system dynamics are integrated into the PLGS Integrated Management System. (author)

  9. The Dynamics of Organizational Culture and Academic Planning

    Science.gov (United States)

    Willson, Richard

    2006-01-01

    Planning approaches are in a dynamic relationship with organizational culture. This article uses a case study of academic planning at California State Polytechnic University, Pomona to draw a correspondence between types of organizational culture and planning approaches. The case study shows the differing conceptions of organizational culture held…

  10. The impact of organizational culture on employees’ organizational silence In Shiraz University of Medical Sciences

    Directory of Open Access Journals (Sweden)

    Ebrahim Parcham

    2017-01-01

    Full Text Available Introduction: Organizational Culture is one of the most important factors that can change the climate of silence. The main aim of this research was to investigate the influence of organizational culture on employees’ organizational silence in Shiraz University of Medical Sciences. Method: This research was a descriptive-correlation one. The target population was chosen from 1900 staff of the University of Medical sciences and Health Care headquarter in Shiraz. Thus 311 employees were selected using the Krejcie and Morgan sampling table. The instrument used in this research was Denison (2006 organizational culture questionnaire and Dimitris Buratas and Maria Vacula (2007 organizational culture. Cornbrash’s alpha method was used to calculate the reliability. The Item analysis and expert consensus were applied to calculate the validity of instruments. All gathered data analyzed with PLS software. Results: The results showed that the four dimensions of organizational culture include organizational involvement, organizational adaptability, organizational concistency and organizational mission was moderate and the mean scores obtained for each factor were 2.85, 2.82, 2.94 and 2.93 respectively. Structural equation model showed Organizational culture has a significant positive impact on organizational silence (β=0.68; P<.001. Conclusion: Based on the results and impact of organizational culture on organizational silence that is positive and significant; The organization further efforts to strengthen various aspects of organizational culture, especially the employees’ involvement in decision making; Employees can better express their opinions and thus reduced their organizational silence. In other words strengthening corporate culture is combined with the reduction of organizational silence. Medical organizations can establish appropriate reward system for creative ideas and suggestions to encourage people express their ideas As a result, reduced

  11. Organizational Factors of Justice and Culture Leading to Organizational Identification in Merger and Acquisition

    Science.gov (United States)

    Ismail, Maimunah; Umar Baki, Nordahlia

    2017-01-01

    Purpose: This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by employees following merger and acquisition (M&A) in Malaysia. Design/methodology/approach: The study, which adopts the Social Identity Theory as its…

  12. Impact of organizational change on organizational culture: implications for introducing evidence-based practice.

    Science.gov (United States)

    Austin, Michael J; Claassen, Jennette

    2008-01-01

    Evidence-based practice (EBP) seeks to integrate the expertise of individual practitioners with the best available evidence within the context of the values and expectations of clients. Prior to implementing EBP, it is important to understand the significance that organizational change and organizational culture play. This article seeks to explore the literature associated with both organizational change and organizational culture. The analysis of organizational culture and change draw upon findings from both the private, for-profit sector, and the public, non-profit field. It is divided into four sections: organizational change and innovation, organizational culture, managing organizational culture and change, and finally, applying the findings to the implementation of EBP. While the audience for this analysis is managers in public and nonprofit human service organizations who are considering implementing EBP into their work environment, it is not intended to provide a "how to" guide, but rather a framework for critical thinking.

  13. Understanding the Influence of Organizational Culture and Group Dynamics on Organizational Change and Learning

    Science.gov (United States)

    Lucas, Colleen; Kline, Theresa

    2008-01-01

    Purpose: The purpose of this study is to investigate the relationship between organizational culture, group dynamics, and organizational learning in the context of organizational change. Design/methodology/approach: A case study was used to examine cultural and group level factors that potentially influence groups' learning in the context of…

  14. The Relationship Between Organizational Culture and Organizational Commitment in Zahedan University of Medical Sciences.

    Science.gov (United States)

    Azizollah, Arbabisarjou; Abolghasem, Farhang; Mohammad Amin, Dadgar

    2015-12-14

    Organizations effort is to achieve a common goal. There are many constructs needed for organizations. Organizational culture and organizational commitment are special concepts in management. The objective of the current research is to study the relationship between organizational culture and organizational commitment among the personnel of Zahedan University of Medical Sciences.  This is a descriptive- correlational study. The statistical population was whole tenured staff of Zahedan University of Medical Sciences that worked for this organization in 2012-2013. Random sampling method was used and 165 samples were chosen. Two standardized questionnaires of the organizational culture (Schein, 1984) and organizational commitment (Meyer & Allen, 2002) were applied. The face and construct validity of the questionnaires were approved by the lecturers of Management and experts. Reliability of questionnaires of the organizational culture and organizational commitment were 0.89 and 0.88 respectively, by Cronbach's Alpha coefficient. All statistical calculations performed using Statistical Package for the Social Sciences version 21.0 (SPSS Inc., Chicago, IL, USA). The level of significance was set at Porganizational culture and organizational commitment (P value=0.027). Also, the results showed that there was a significant relation between organizational culture and affective commitment (P-value=0.009), organizational culture and continuance commitment (P-value=0.009), and organizational culture and normative commitment (P-value=0.009).

  15. The Relationship Between Organizational Culture and Organizational Commitment in Zahedan University of Medical Sciences

    Science.gov (United States)

    Azizollah, Arbabisarjou; Abolghasem, Farhang; Amin, Dadgar Mohammad

    2016-01-01

    Background and Objective: Organizations effort is to achieve a common goal. There are many constructs needed for organizations. Organizational culture and organizational commitment are special concepts in management. The objective of the current research is to study the relationship between organizational culture and organizational commitment among the personnel of Zahedan University of Medical Sciences. Materials and Methods: This is a descriptive- correlational study. The statistical population was whole tenured staff of Zahedan University of Medical Sciences that worked for this organization in 2012-2013. Random sampling method was used and 165 samples were chosen. Two standardized questionnaires of the organizational culture (Schein, 1984) and organizational commitment (Meyer & Allen, 2002) were applied. The face and construct validity of the questionnaires were approved by the lecturers of Management and experts. Reliability of questionnaires of the organizational culture and organizational commitment were 0.89 and 0.88 respectively, by Cronbach’s Alpha coefficient. All statistical calculations performed using Statistical Package for the Social Sciences version 21.0 (SPSS Inc., Chicago, IL, USA). The level of significance was set at Porganizational culture and organizational commitment (P value=0.027). Also, the results showed that there was a significant relation between organizational culture and affective commitment (P-value=0.009), organizational culture and continuance commitment (P-value=0.009), and organizational culture and normative commitment (P-value=0.009). PMID:26925884

  16. A study to measure the impact of organizational culture and organizational excellence

    Directory of Open Access Journals (Sweden)

    Asghar Nikbakht Elham Nikbakht

    2012-09-01

    Full Text Available Organizational culture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. In this paper, we re-examine this relation between organizational culture and six other important factors including quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes and methods of assessment. The study was held among 70 employees of one of distance learning universities located in province of Esfahan, Iran. The study uses Pearson correlation ratio as well as linear regression technique to investigate the relationships. The results confirmed that there are positive and meaningful relationship between organizational culture and quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes but it does not find any meaningful relationship between organizational culture and methods of assessment.

  17. Teaching Organizational Culture Using a Projective Technique: Collage Construction

    Science.gov (United States)

    Colakoglu, Saba; Littlefield, Jon

    2011-01-01

    Although the topic of "organizational culture" is an integral part of syllabi across a wide range of core business classes such as Principles of Management, Organizational Behavior, and Human Resource Management, few experiential exercises exist that can enhance student understanding and learning of different layers of organizational culture. In…

  18. An assessment of the impact of organizational culture on employee ...

    African Journals Online (AJOL)

    Understanding the dynamism of organizational culture and its relationship to employee performance is very crucial to organizational strategic objectives. The primary aim of this paper is to assessthe impact of organizational culture on employee performance. Literature review and library research are adopted to assess how ...

  19. A study to measure the impact of organizational culture and organizational excellence

    OpenAIRE

    Asghar Nikbakht Elham Nikbakht; Ali Soleimani Rad; Mohammad Reza Iravani

    2012-01-01

    Organizational culture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. In this paper, we re-examine this relation between organizational culture and six other important factors including quality of leadership, quality of different strategies, quality of human resources, quality of participating in organizational resources, quality of organizational processes and methods of assessment. The study was held...

  20. Methodology for determining influence of organizational culture to business performance

    Directory of Open Access Journals (Sweden)

    Eva Skoumalová

    2007-01-01

    Full Text Available Content this article is to propose the possible methodology for quantitative measuring the organizational culture using the set of statistical methods. In view of aim we elected procedure consisting of two major sections. The first is classification of organizational culture and role of quantitative measurement on organizational culture. This part includes definition and several methods used to classify organizational culture: Hofstede, Peters and Waterman, Deal and Kennedy, Edgar Schein, Kotter and Heskett, Lukášová and opinions why a measurement perspective is worthwhile. The second major section contains methodology for measuring the organizational culture and its impact on organizational performance. We suggest using structural equation modeling for quantitative assessment of organizational culture.

  1. The Impact of National Culture on the Organizational Culture

    Directory of Open Access Journals (Sweden)

    ALICIA FLORENCIA URTEAGA

    2010-03-01

    Full Text Available The relationships between national culture and organizational culture were analysed in 16 Argentinean companies. Sample was integrated by 429 employees (292 male, and 184 female, mean age 35 years old. Subjects completed, in their own work places, a socio-demographic questionnaire,a scale of national culture, and a scale of organizational practices. Results indicated that organizations adopt practices that, on average, reflect the cultural values of their country of origin. Multiple regression analysis showedthat Argentinean national companies are characterized by practices closely associated with collectivism, high power distance, and high uncertainty avoidance. In contrast, Argentinean privatized companies adopted practices most linked to individualism, low power distance, low uncertainty avoidance,low paternalism, and low fatalism. The results are discussed in light of its strengths and weaknesses, and a new agenda for future research is suggested.

  2. Sustaining organizational culture change in health systems.

    Science.gov (United States)

    Willis, Cameron David; Saul, Jessie; Bevan, Helen; Scheirer, Mary Ann; Best, Allan; Greenhalgh, Trisha; Mannion, Russell; Cornelissen, Evelyn; Howland, David; Jenkins, Emily; Bitz, Jennifer

    2016-01-01

    The questions addressed by this review are: first, what are the guiding principles underlying efforts to stimulate sustained cultural change; second, what are the mechanisms by which these principles operate; and, finally, what are the contextual factors that influence the likelihood of these principles being effective? The paper aims to discuss these issues. The authors conducted a literature review informed by rapid realist review methodology that examined how interventions interact with contexts and mechanisms to influence the sustainability of cultural change. Reference and expert panelists assisted in refining the research questions, systematically searching published and grey literature, and helping to identify interactions between interventions, mechanisms and contexts. Six guiding principles were identified: align vision and action; make incremental changes within a comprehensive transformation strategy; foster distributed leadership; promote staff engagement; create collaborative relationships; and continuously assess and learn from change. These principles interact with contextual elements such as local power distributions, pre-existing values and beliefs and readiness to engage. Mechanisms influencing how these principles sustain cultural change include activation of a shared sense of urgency and fostering flexible levels of engagement. The principles identified in this review, along with the contexts and mechanisms that influence their effectiveness, are useful domains for policy and practice leaders to explore when grappling with cultural change. These principles are sufficiently broad to allow local flexibilities in adoption and application. This is the first study to adopt a realist approach for understanding how changes in organizational culture may be sustained. Through doing so, this review highlights the broad principles by which organizational action may be organized within enabling contextual settings.

  3. Impact on Organizational Climate trough Organizational Culture factors. Case Study of Latvia and Lithuania

    Directory of Open Access Journals (Sweden)

    Juris Iljins

    2016-01-01

    Full Text Available Purpose of the article: The purpose of this paper is to investigate the impact of organizational culture on organizational climate in process of change. For solving this problem, it is necessary to identify the main factors of organizational culture in the change process. After exploring the impact of organizational culture on organizational climate through distinguished culture’s factors, article examines how changes can be processed in different cultural environments. Methodology: The research design is based on Yin (1994 methodology and consists of two main stages: data analysis and validation for case study and case study’s methodology according to Yin (1994 (four steps: design the case, conduct the case, analyse the case evidence and develop conclusions. In the first stage an expert evaluation method was used to investigate the significance of organizational culture factors’ impact on organizational climate. Different factors of organizational climate were explored in the paper. To affirm the results triangulation method was applied. To verify the results of the research mathematical calculations and case study were used. Within the research the most significant factors were stressed. During the second stage, the case study was carried out to validate the research results in specific companies. Comparison between medium-size companies was made. It is important, that in case Latvian company (A capital holders are Latvian entrepreneurs and capital holders of Lithuanian company (B are international. Scientific aim: To distinguish organizational culture’s factors that have an impact on organizational climate’s change. Findings: The results of the research confirmed that during the period of changes organizational culture has an impact on organizational climate through specific factors. Theoretical model how change organizational culture impacts organizational climate is developed. Research showed that stability, job satisfaction, team

  4. Relationship between Organizational Culture and Workplace Bullying among Korean Nurses

    OpenAIRE

    Yuseon An, MS, RN; Jiyeon Kang, PhD, RN

    2016-01-01

    Purpose: To identify the relationship between organizational culture and experience of workplace bullying among Korean nurses. Methods: Participants were 298 hospital nurses in Busan, South Korea. We assessed nursing organizational culture and workplace bullying among nurses using structured questionnaires from July 1 through August 15, 2014. Results: Most participants considered their organizational culture as hierarchy-oriented (45.5%), followed by relation-oriented (36.0%), innovatio...

  5. Understanding Organizational Culture and Communication through a Gyroscope Metaphor

    Science.gov (United States)

    Bisel, Ryan S.; Messersmith, Amber S.; Keyton, Joann

    2010-01-01

    To fill a critical void in organizational culture pedagogy, the authors present an instructional system that employs the metaphor of a gyroscope to help students understand implicit assumptions in culture research. Working from Martin's nexus approach to organizational culture and Fairhurst and Putnam's tripartite theory of organizational…

  6. Organizational culture of a private hospital.

    Science.gov (United States)

    Vegro, Thamiris Cavazzani; Rocha, Fernanda Ludmilla Rossi; Camelo, Silvia Helena Henriques; Garcia, Alessandra Bassalobre

    2016-06-01

    Objective To assess the values and practices that characterize the organizational culture of a private hospital in the state of São Paulo in the perspective of nursing professionals. Methods Quantitative, descriptive, cross-sectional study. Data collection was conducted between January and March 2013 using the Brazilian Instrument for Assessing Organizational Culture. Twenty-one nurses and sixty-two nursing aides and technicians participated in the study. The responses of the participants were coded into numerical categories, generating an electronic database to be analyzed by means of the software Statistical Package for the Social Sciences. Results Scores of cooperative professionalism values (3.24); hierarchical strictness values (2.83); individual professionalism values (2.69); well-being values (2.71); external integration practices (3.73); reward and training practices (2.56); and relationship promotion practices (2.83). Conclusion In the perception of workers, despite the existence of hierarchical strictness there is cooperation at work and the institution pursues customer satisfaction and good interpersonal relationships.

  7. Does organizational culture mediate the relationship between transformational leadership and organizational commitment

    Directory of Open Access Journals (Sweden)

    Nor Hazana Abdullah

    2015-02-01

    Full Text Available To date, the relationships among organizational culture, transformational leadership and organizational commitment have been empirically investigated. However, majority of these studies have been focusing on direct effects of either transformational leadership or organizational culture on organizational commitment in large organizations. This approach might not only hinder our understanding on real predictors of organizational commitment but also obscure the presence of spurious relationships. Therefore, this study aims to determine the mediating effect of organizational culture on the relationship between transformational leadership and organizational commitment among small business employees. An explanatory research design was used with cross-sectional survey as data collection technique. Once the composite reliability, construct, and convergent and discriminant validity of the measurement constructs were established, a Partial Least Square Structural Equation Modeling (PLS-SEM was run to analyze the structural model and the mediating effect of organizational culture. The results showed that organizational culture mediates the effect of transformational leadership on organizational commitment among small business. This study cautions the generalization of findings obtained from large organizations to be extended to small organizations.

  8. Organizational identification and cultural differences : Explaining employee attitudes and behavioral intentions during postmerger integration

    NARCIS (Netherlands)

    Kroon, D.P.; Noorderhaven, N.G.; Leufkens, A.S.; Cooper, C.; Finkelstein, S.

    2009-01-01

    Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets

  9. Influence of School Managers' Ethical Leadership Behaviors on Organizational Culture: Teachers' Perceptions

    Science.gov (United States)

    Toytok, Esef Hakan; Kapusuzoglu, Saduman

    2016-01-01

    Problem Statement: Frequently researched, organizational effectiveness is influenced by leadership, organizational culture and climate, organizational commitment, and job satisfaction; additionally, for effective, sustainable management, ethical leadership, which also influences organizational culture, is emphasized. To our knowledge, no previous…

  10. The other view to Organizational Culture in Iran

    OpenAIRE

    Seyyed Akbar Nilipour Tabatabaei; Narges Parvizi; Morteza Farhadi; Maryam Gholizadeh

    2014-01-01

    Organizational culture is the subject that recently enter to knowledge of management and the realm of organizational behavior. The population of sociologists, psychologists and even economists, pay special attention to this new and important topics in management and to identify the role and the importance of it it makes a lot of research and theory and make it in resolving issues and problems to management.The study for organizational culture and reviews of thier trends to the rational/intuit...

  11. Characteristics of organizational culture at the maintenance units of two Nordic nuclear power plants

    International Nuclear Information System (INIS)

    Reiman, Teemu; Oedewald, Pia; Rollenhagen, Carl

    2005-01-01

    This study aims to characterize and assess the organizational cultures of two Nordic nuclear power plant (NPP) maintenance units. The research consisted of NPP maintenance units of Forsmark (Sweden) and Olkiluoto (Finland). The study strives to anticipate the consequences of the current practices, conceptions and assumptions in the given organizations to their ability and willingness to fulfill the organizational core task. The methods utilized in the study were organizational culture and core task questionnaire (CULTURE02) and semi-structured interviews. Similarities and differences in the perceived organizational values, conceptions of one's own work, conceptions of the demands of the maintenance task and organizational practices at the maintenance units were explored. The maintenance units at Olkiluoto and Forsmark had quite different organizational cultures, but they also shared a set of dimensions such as strong personal emphasis placed on safety. The authors propose that different cultural features and organizational practices may be equally effective from the perspective of the core task. The results show that due to the complexity of the maintenance work, the case organizations tend to emphasize some aspects of the maintenance task more than others. The reliability consequences of these cultural solutions to the maintenance task are discussed. The authors propose that the organizational core task, in this case the maintenance task, should be clear for all the workers. The results give implications that this has been a challenge recently as the maintenance work has been changing. The concepts of organizational core task and organizational culture could be useful as management tools to anticipate the consequences of organizational changes

  12. Relationship between Organizational Culture and Workplace Bullying among Korean Nurses

    Directory of Open Access Journals (Sweden)

    Yuseon An, MS, RN

    2016-09-01

    Conclusions: The results suggest that the types of nursing organizational culture are related to workplace bullying in Korean nurses. Further research is needed to develop interventions that can foster relation-oriented cultures to prevent workplace bullying in nurses.

  13. Organizational Culture and Internationalization: A Brief Literature Review

    Science.gov (United States)

    Nussbaumer, Alison

    2013-01-01

    This brief literature review introduces an area of emerging research about the impact of organizational culture on institutional strategies for internationalization. The review begins by introducing the concept of organizational culture, particularly within higher education. Five articles published between 2003 and 2012 are examined that introduce…

  14. Organizational Culture and Entrepreneurial Performance in Business Administration

    OpenAIRE

    Loredana Narcisa POSTEUCĂ

    2013-01-01

    In the market economy an overview is visible, according to which organizational culture is correlated with the entrepreneurial performance. Therefore, the economic actors’ behaviour is an essential component in the formation and development of entrepreneurial performance, and also is evident the correlation between the theoretic field and practices, regarding the relationship between an organizational culture and the entrepreneurial performance Moreover, methodological openings towar...

  15. Leadership Development and Organizational Culture: Which Comes First?

    Science.gov (United States)

    Hasler, Michael G.

    2005-01-01

    Much has been written about the definitional role organizational leadership plays in the culture of an organization. Likewise, when leadership development is considered, it is often referred to as one of the tools used by leadership to help create and reinforce the desired organizational culture. This literature review explores the current…

  16. Role of Organizational Culture on the Performance Primary School Teachers

    Science.gov (United States)

    Suharningsih; Murtedjo

    2017-01-01

    This study aims to identify and examine the role of organizational culture on teacher performance. In the present study examined the role of organizational culture with teacher performance. In accordance with the study design, namely the survey, the data collected in this research is quantitative data. The data is extracted and obtained through…

  17. Chronically ill employees in the context of organizational culture

    NARCIS (Netherlands)

    Kopnina, Helen; Haafkens, Joke

    2009-01-01

    In this article, the differences in implementation of policies in relation to chronically ill employees are discussed in the context of organizational culture. It appears that an appropriate organizational culture is required to be able to take measures to retain chronically ill employees. Various

  18. The specificity of the Organizational Culture in European Management

    Directory of Open Access Journals (Sweden)

    Cîmpeanu Mariana-Aida

    2010-06-01

    Full Text Available Starting with intensifying globalization and the internationalization of economic relations, increased the competitions on the world market, producing a number of restructuring, changes in theinternational management and subjecting firms to reengenering. The emergence of technology has changed the way of making transactions eliminating the human intervention. The economic organization in these terms focuses more on knowledge and communication than control and administrative hierarchy. The necessity for organizational culture research is given that this exerts a strong influence on a company performance and becomes more pronounced in dynamic conditions in the external environment. A culture must be accepted byall company employees and the managers have to identify cultural factors that hinder the development and transform these factors into values. The leaders are those who manage to create vision of the future that they wanted and they influence and, in turn, they are influenced by organizational culture. European context is characterized by a cultural variety and we can not speak of a management model as is the Japanese or the North American. Europe is characterized by the coexistence of many cultures which presents similarities and considerable differences. Makridakis, in his "Single Market Europe” remarked that the EU cannot be treated as a unicultural organization. Cultural differences existing in the EU is not an obstacle to European integration; they can become the source of many competitive advantages for the EU citizens. Europe isshowing a trend of convergence of his values: decrease of the religious values as a source of moral obligation; the development of the democratic political system; the increase of the social relations values. We are able to conclude that, at the cultural level of Europe, is characterized by great diversity based on a set of commonand similar values, which are major components of European integration.

  19. Organizational Identity and Culture in the Context of Managed Change

    DEFF Research Database (Denmark)

    Hatch, Mary Jo; Schultz, Majken; Skov, Anne-Marie

    2015-01-01

    This article presents top and middle managers’ experiences and understandings of how organizational identity and culture were entangled with transformational change as it unfolded over a 5-year period in Carlsberg Group. Combining ethnography and grounded theory methods with engaged scholarship...... their organization’s identity led middle managers and employees both to support and resist new organizational identity claims made by top management. Within these identity activation processes we found frequent references relating new identity claims to organizational culture. Further analysis of the data revealed...... tensions of intention, pacing, and focus arising between the “old” culture and new claims, as well as evidence that cultural change mechanisms, including dis-embedding, dis-enchanting, and dis-respecting the “old” culture, had been used. We conclude that organizational identity and culture were related...

  20. A REVIEW OF ORGANIZATIONAL CULTURE IN THE MERGERS & ACQUISITIONS PROCESS

    Directory of Open Access Journals (Sweden)

    Louis-Caleb REMANDA

    2016-12-01

    Full Text Available Mergers and acquisitions (M&A are the most widespread and most reliable international operations in the strategic market. Theoretically, they can respond to a certain amount of conventional goals like creating intrinsic value and performance. Integrating an organizational culture in an M&A process can help top management from both organizations understand cultural differences as fast as possible, in order to reduce consequences. The question remains as to whether we can go from a theoretical case to a practical one and achieve results beyond expectations. In this 2015 study we took into account cultural changes, communicated them to the members going into the process, and demonstrated the fundamental role that organizational culture plays. By comparing several approaches surrounding organizational culture, we conclude that this concept should extended to further perspectives, such as the importance of acculturation, cultural tolerance and organizational identity, all present before, during, and after the M&A process.

  1. The associations between organizational culture, organizational structure and quality management in European hospitals.

    NARCIS (Netherlands)

    Wagner, C.; Mannion, R.; Hammer, A.; Groene, O.; Arah, O.A.; DerSarkissian, M.; Suñol, R.

    2014-01-01

    Objective: To better understand associations between organizational culture (OC), organizational management structure (OS) and quality management in hospitals. Design: A multi-method, multi-level, cross-sectional observational study. Setting and participants: As part of the DUQuE project (Deepening

  2. Levels and Patterns in the Analysis of the Organizational Culture

    Directory of Open Access Journals (Sweden)

    Mariana Aida Cimpeanu

    2011-05-01

    Full Text Available Knowledge and analysis of the component elements of the organizational culture helps us greatly understand the respective culture, establish the main guidelines of the company values and understand the behaviours and attitudes of the employees. M. Thevenet indentifies two levels at which the culture manifests itself: the external level – the outside culture (which refers to local, regional or national culture, and the inner level –the internal culture (including organizational culture, professional culture, the culture of a group. Starting from this assumption, one can identify the main components of the organizational culture: founders, the organization’s history, values, beliefs and symbols, the way of thinking, the standards of behaviour etc. Some of these are visible, forming a cultural foundation surface, while others create a less visible foundation of culture – the hidden level. Kotter and Heskett agree that these two levels of analysis are very connected and influence each other. Considering their importance, other authors identify three, four or more levels of culture (Denison, Hofstede, Shein, bringing forth first the values then the rituals, heroes and symbols. Different models of culture analysis help us explain the elements of culture and understand its importance by providing for the researchers a starting point in explaining specific aspects related to the organizational culture and the organizational behaviour. By understanding the organizational culture, the members of an organization are able to shape their behaviour, can recognize their rights and obligations inside the company and the style of internal communication. They can determine the style of clothing and the dominant attitude inside the company, the way in which the management defines and implements its decisions and the staff policy.

  3. [The organizational culture of a Brazilian public hospital].

    Science.gov (United States)

    Rocha, Fernanda Ludmilla Rossi; Marziale, Maria Helena Palucci; de Carvalho, Michele Cristina; Cardeal Id, Samira de Fátima; de Campos, Monica Chiodi Toscano

    2014-04-01

    The objective of this research was to analyze the organizational culture of a Brazilian public hospital. It is a descriptive study with quantitative approach of data, developed in a public hospital of São Paulo State, Brazil. The sample was composed by 52 nurses and 146 nursing technicians and auxiliaries. Data were collected from January to June 2011 using the Brazilian Instrument for Assessing Organizational Culture - IBACO. The analysis of the organizational values showed the existence of hierarchical rigidity and centralization of power within the institution, as well as individualism and competition, which hinders teamwork. The values concerning workers' well-being, satisfaction and motivation were not highly valued. In regard to organizational practices, the promotion of interpersonal relationship, continuous education, and rewarding practices were not valued either. It becomes apparent that traditional models of work organization support work practices and determine the organizational culture of the hospital.

  4. Organizational culture in cardiovascular care in Chinese hospitals: a descriptive cross-sectional study.

    Science.gov (United States)

    Yin, Emily S; Downing, Nicholas S; Li, Xi; Singer, Sara J; Curry, Leslie A; Li, Jing; Krumholz, Harlan M; Jiang, Lixin

    2015-12-21

    Organizational learning, the process by which a group changes its behavior in response to newly acquired knowledge, is critical to outstanding organizational performance. In hospitals, strong organizational learning culture is linked with improved health outcomes for patients. This study characterizes the organizational learning culture of hospitals in China from the perspective of a cardiology service. Using a modified Abbreviated Learning Organization Survey (27 questions), we characterized organizational learning culture in a nationally representative sample of 162 Chinese hospitals, selecting 2 individuals involved with cardiovascular care at each hospital. Responses were analyzed at the hospital level by calculating the average of the two responses to each question. Responses were categorized as positive if they were 5+ on a 7-point scale or 4+ on a 5-point scale. Univariate and multiple regression analyses were used to assess the relationship between selected hospital characteristics and perceptions of organizational learning culture. Of the 324 participants invited to take the survey, 316 responded (98 % response rate). Perceptions of organizational learning culture varied among items, among domains, and both among and within hospitals. Overall, the median proportion of positive responses was 82 % (interquartile range = 59 % to 93 %). "Training," "Performance Monitoring," and "Leadership that Reinforces Learning" were characterized as the most favorable domains, while "Time for Reflection" was the least favorable. Multiple regression analyses showed that region was the only factor significantly correlated with overall positive response rate. This nationally representative survey demonstrated variation in hospital organizational learning culture among hospitals in China. The variation was not substantially explained by hospital characteristics. Organizational learning culture domains with lower positive response rates reveal important areas for

  5. Transforming Cultures of Care: A Case Study in Organizational Change

    Science.gov (United States)

    Purvis, Karyn; Cross, David; Jones, Daren; Buff, Gary

    2012-01-01

    The authors report on a small organizational case study highlighting the dimensions of trauma-informed care, the processes of organizational change, and the growth of caregiver expertise. The article is framed by the notion of caregiving cultures, which refers to the beliefs, languages, and practices of caregivers and caregiving organizations.…

  6. Organizational Culture and the Financial Performance of Manufacturing Firms

    OpenAIRE

    Mahrooz Koochaki Golafzani; Ebrahim Chirani

    2016-01-01

    This paper intends to examine the relationship between organizational culture and the financial performance of manufacturing firms in the province of Guilan (Iran). To do so, a statistical sample with the size of 247 firms located at industrial towns/parks in Guilan was selected. The required data was collected through questionnaire. Then, the relationship between organization culture, including the clan culture, adhocracy culture, market culture and hierarchy culture, and the financial perfo...

  7. THE EFFECTS OF THE ORGANIZATIONAL CULTURE ON DIVERSITY

    Directory of Open Access Journals (Sweden)

    Hakan Sezerel

    2016-12-01

    Full Text Available The success of diversity management practices relies on the combination of a series of variables properly. The relevant literature suggests that diversity management is highly depended on an adequate organizational culture. Thus, a research model that proposes that organizational culture has impact on diversity management perceptions of employees. There are two data sets in this research. The independent variable of the research is organizational culture and the dependent variable of the research is the level of diversity management perceptions. The research is adopted in quantitative method and the data collected via questionnaires. This research which is conducted in a hotel chain finds that the mission dimension of organizational culture impacts all three levels of diversity management.

  8. Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

    OpenAIRE

    Tsai, Yafang

    2011-01-01

    Abstract Background Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture...

  9. Interdependence of organizational culture and leadership styles in large firms

    OpenAIRE

    Buble, Mario

    2012-01-01

    The purpose of this paper is to present results of a study on the interdependence between organizational culture and leadership styles in large firms in Croatia. In order to assess the correlation between these two variables, a research model based on the Mergerison’s typology of organizational culture (Bennett, 1981) and Likert’s (1961) concept of leadership styles was used. Each of these two variables were operationalized with 6 characteristics (6x6 matrix of interdependence) representing t...

  10. Organizational cultural survey of the Stanford Linear Accelerator Center

    Energy Technology Data Exchange (ETDEWEB)

    1991-11-01

    At the request of the Department of Energy, an Organizational Survey (OS) was administered at the Stanford Linear Accelerator Center (SLAC). The OS measured employees' opinions on subjects such as organizational culture, communication, commitment, group cohesion, coordination, safety, environmental issues, and job satisfaction. The result of this work was a quantitative measure of the notion of culture at the SLAC site. This report presents these results and discusses their interpretation.

  11. Diagnosis of Organizational Culture in a chosen Organization

    OpenAIRE

    Kaňková, Veronika

    2011-01-01

    This diploma thesis deals with the Diagnosis of organizational culture in selected organization which is particularly a food company Kraft Foods CR. The aim of the diploma thesis is to describe the organizational culture in this organization through a Denison method of questionnaire survey and using my own observation. Then, based on the information gathered from the survey, I suggest to the management of the organization recommendations and actions that could lead to greater employee satisfa...

  12. ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE: KEY FACTORS IN THE ORGANIZATIONAL ADAPTATION PROCESS

    Directory of Open Access Journals (Sweden)

    Ivona Vrdoljak Raguž

    2017-01-01

    Full Text Available This paper intends to theorize about how the specific leadership style affects the organizational adaptation in terms of its external environment through fostering the desired organizational culture. Adaptation success, the dimensions of organizational culture and the executive leadership role in fostering the desired corporate culture conducive to the organizational adaptation process are discussed in this paper. The objective of this paper is to highlight the top executive managers’ crucial role and their leadership style in creating such an internal climate within an organization that, in turn, encourages and strengthens the implementation of changes and adaptation to its environment. The limitations of this paper lie in the consideration that this subject matter is discussed only at a theoretical level and that its validity should be proved through practical application.

  13. Authentic leadership, organizational culture, and healthy work environments.

    Science.gov (United States)

    Shirey, Maria R

    2009-01-01

    The purpose of this article is to showcase the relationship among authentic leadership, organizational culture, and healthy work environments using a stress and coping lens. A qualitative descriptive study was conducted to determine what situations contribute to nurse manager stress, what coping strategies they utilize, what health outcomes they report, and what decision-making processes they follow to address stressful situations in their roles. A purposive sample of 21 nurse managers employed at 3 US acute care hospitals completed a demographic questionnaire and 14-question interview incorporating components of the Critical Decision Method. A secondary analysis of the data was conducted to identify differences in nurse manager narratives based upon differences in the organizational cultures where the managers worked. Of the 21 nurse managers studied, differences were evident in the organizational cultures reported. Nurse managers working in the positive organizational cultures (n = 12) generally worked in healthy work environments and engaged in more authentic leadership behaviors. Conversely, nurse managers working in the negative organizational cultures (n = 9) worked in unhealthy work environments and reported less optimism and more challenges engaging in authentic leadership practices. Organizational culture and leadership matter in creating and sustaining healthy work environments. Nurse managers play a pivotal role in creating these environments, yet they need supportive structures and resources to more effectively execute their roles.

  14. Organizational culture in an academic health center: an exploratory study using a competing values framework.

    Science.gov (United States)

    Ovseiko, Pavel V; Buchan, Alastair M

    2012-06-01

    Implementing cultural change and aligning organizational cultures could enhance innovation, quality, safety, and job satisfaction. The authors conducted this mixed-methods study to assess academic physician-scientists' perceptions of the current and preferred future organizational culture at a university medical school and its partner health system. In October 2010, the authors surveyed academic physicians and scientists jointly employed by the University of Oxford and its local, major partner health system. The survey included the U.S. Veterans Affairs Administration's 14-item Competing Values Framework instrument and two extra items prompting respondents to identify their substantive employer and to provide any additional open-ended comments. Of 436 academic physicians and scientists, 170 (39%) responded. Of these, 69 (41%) provided open-ended comments. Dominant hierarchical culture, moderate rational and team cultures, and underdeveloped entrepreneurial culture characterized the health system culture profile. The university profile was more balanced, with strong rational and entrepreneurial cultures, and moderate-to-strong hierarchical and team cultures. The preferred future culture (within five years) would emphasize team and entrepreneurial cultures and-to a lesser degree-rational culture, and would deemphasize hierarchical culture. Whereas the university and the health system currently have distinct organizational cultures, academic physicians and scientists would prefer the same type of culture across the two organizations so that both could more successfully pursue the shared mission of academic medicine. Further research should explore strengthening the validity and reliability of the organizational culture instrument for academic medicine and building an evidence base of effective culture change strategies and interventions.

  15. Organizational culture during the accident response process

    International Nuclear Information System (INIS)

    Shurberg, D.A.; Haber, S.B.

    1992-01-01

    The ability of an organization to effectively move from an anticipatory to an ad hoc strategy may well depend on the organization having the ability to balance these two apparently dichotomous cultural styles. The organization which is most capable of making the necessary transition in an optimal manner may well exhibit some aspects of both cultural styles during normal operations. Data collected at one NPP does exhibit this pattern of results, with the organization exhibiting a clear hierarchical chain of command and perceived conventional behavioral expectations as well as exhibiting a more decentralized and collegial approach to decisionmaking, a team work orientation, and informal communications. Thus, it is expected that this organization possesses the capabilities to make a successful transition from an anticipatory to an ad hoc strategy. Data collected at a second NPP more strongly exhibits the traditional style suggested as being important during the anticipatory strategy, with more formal communications and bureaucratically controlled decision-making. This organization may experience difficulty if faced with the need to make a transition from an anticipatory to an ad hoc strategy. These conclusions are further validated based on observation of Emergency Preparedness Exercise Inspections, which suggest that the more anticipatory types of behaviors actually inhibit successful performance during an ad hoc response. The final validation of these hypotheses needs to be demonstrated with cultural data collected during emergency simulations. The mechanism to obtain such data during these types of situations is an area for future research

  16. Organizational cultural assessment of the Sandia National Laboratories

    Energy Technology Data Exchange (ETDEWEB)

    1991-05-01

    An Organizational Cultural Assessment (OCA) was performed at the Sandia National Laboratories (SNL) by administering an Organizational Culture Survey (OCS) that queried employees on the subjects of organizational culture, various aspects of communications, employee commitment, work group cohesion, coordination of work, environmental concerns, hazardous nature of work, safety, and overall job satisfaction. The purpose of the OCS is to measure in a quantitative and objective way the values, attitudes, and beliefs of the individuals working within the organization. The OCS administration at SNL was the fifth to occur at a DOE facility. The sample was randomly selected from each Vice Presidency group, the largest organizational unit at SNL. Scores and significance are discussed and statistically significant differences between groups are identified and discussed.

  17. Differences of Organizational Culture between Small and Large Enterprises

    Directory of Open Access Journals (Sweden)

    Ovidiu-Iliuta Dobre

    2016-01-01

    Full Text Available This research paper analyses the organizational culture of small enterprises and largeenterprises, and highlights the common elements and the main differences. The results of the studyshow significant differences in terms of organizational culture between the two types oforganizations. Employees working in small size enterprises are oriented towards innovation,whereas the ones working in large enterprises are more aware of social responsibility. In addition,small organizations are perceived to have a more supportive organizational culture than largeenterprises. Furthermore, the study reveals differences in management and leadership styles whenanalyzing the small and large enterprises. Considering the flatter organizational structure of smallenterprises, the managers have a personal relationship with the employees and they motivate thembetter and align their goals with the ones of the enterprise. In large organizations, the managersneed to have a tighter control, as more procedures have to be followed.

  18. The impact of organizational culture on knowledge sharing

    Directory of Open Access Journals (Sweden)

    Poul Sahar Khazaei

    2016-01-01

    Full Text Available The purpose of this study is to examine the relationship between knowledge management and organizational culture, adopting the view of knowledge. Understanding how different cultural types are associated with specific knowledge management should shed light on how the relationship between organizational culture and knowledge management is manifested in the choices of organizations. For this research, the quantitative research design will be used. A survey questionnaire will be employed in achieving the objectives of this research. Results indicate that successful KM application should go beyond the operational side into social, human and organizational aspects to create individual commitment towards KM implementation. This discussion also emphasizes the importance of the collective knowledge and knowledge network concepts on the organizational level.

  19. Safety culture management: The importance of organizational factors

    International Nuclear Information System (INIS)

    Haber, S.B.; Shurberg, D.A.; Jacobs, R.; Hofmann, D.

    1995-01-01

    The concept of safety culture has been used extensively to explain the underlying causes of performance based events, both positive and negative, across the nuclear industry. The work described in this paper represents several years of effort to identify, define and assess the organizational factors important to safe performance in nuclear power plants (NPPs). The research discussed in this paper is primarily conducted in support of the US Nuclear Regulatory Commission's (NRC) efforts in understanding the impact of organizational performance on safety. As a result of a series of research activities undertaken by numerous NRC contractors, a collection of organizational dimensions has been identified and defined. These dimensions represent what is believed to be a comprehensive taxonomy of organizational elements that relate to the safe operation of nuclear power plants. Techniques were also developed by which to measure these organizational dimensions, and include structured interview protocols, behavioral checklists, and behavioral anchored rating scales (BARS). Recent efforts have focused on devising a methodology for the extraction of information related to the identified organizational dimensions from existing NRC documentation. This type of effort would assess the applicability of the organizational dimensions to existing NRC inspection and evaluation reports, refine the organizational dimensions previously developed so they are more relevant to the task of retrospective analysis, and attempt to rate plants based on the review of existing NRC documentation using the techniques previously developed for the assessment of organizational dimensions

  20. A survey relation of organizational culture and organizational citizenship behavior with employees’ empowerment

    Directory of Open Access Journals (Sweden)

    Seyyed Ebrahim Sadati

    2012-10-01

    Full Text Available The aim of this study is to study the relationship between organizational culture and organizational citizenship behavior (OCB with employees’ empowerment. Empowering employee’s breeds success by providing a suitable framework to utilize the necessary skills in an attempt to realize organizational goals. In this paper, four dimensions of employees’ empowerment including meaningfulness, choice, competence and impact are investigated. We also identify four dimensions for organizational culture including adaptability, consistency, involvement and mission. The paper also specifies five basic dimensions of OCB, which consists of altruism, conscientiousness, sportsmanship, courtesy and civic virtue. These basic dimensions of both independent and dependent variables construct the research conceptual model and the required data is gathered from the Tehran Municipality. This proposed study considers 180 employees who participated in our survey. The investigation of the proposed model is also performed based on the Structural Equation Modeling (SEM.

  1. The Relationship of Employee Status to Organizational Culture and Organizational Effectiveness: A Quantitative Analysis

    Science.gov (United States)

    Deem, Jackie W.; DeLotell, Pam J.; Kelly, Kathryn

    2015-01-01

    Purpose: This study investigates the relationship between employment status (full time (FT)/part time (PT)), organizational culture and institutional effectiveness in higher education. The purpose of this paper is to answer the question, "Does the growing population of PT faculty preclude effective cultures from developing and, accordingly,…

  2. Organizational Commitment for Knowledge Workers: The Roles of Perceived Organizational Learning Culture, Leader-Member Exchange Quality, and Turnover Intention

    Science.gov (United States)

    Joo, Baek-Kyoo

    2010-01-01

    This article investigates the impact of perceived organizational learning culture and leader-member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive…

  3. Quantitative analysis of organizational culture in occupational health research: a theory-based validation in 30 workplaces of the organizational culture profile instrument.

    Science.gov (United States)

    Marchand, Alain; Haines, Victor Y; Dextras-Gauthier, Julie

    2013-05-04

    This study advances a measurement approach for the study of organizational culture in population-based occupational health research, and tests how different organizational culture types are associated with psychological distress, depression, emotional exhaustion, and well-being. Data were collected over a sample of 1,164 employees nested in 30 workplaces. Employees completed the 26-item OCP instrument. Psychological distress was measured with the General Health Questionnaire (12-item); depression with the Beck Depression Inventory (21-item); and emotional exhaustion with five items from the Maslach Burnout Inventory general survey. Exploratory factor analysis evaluated the dimensionality of the OCP scale. Multilevel regression models estimated workplace-level variations, and the contribution of organizational culture factors to mental health and well-being after controlling for gender, age, and living with a partner. Exploratory factor analysis of OCP items revealed four factors explaining about 75% of the variance, and supported the structure of the Competing Values Framework. Factors were labeled Group, Hierarchical, Rational and Developmental. Cronbach's alphas were high (0.82-0.89). Multilevel regression analysis suggested that the four culture types varied significantly between workplaces, and correlated with mental health and well-being outcomes. The Group culture type best distinguished between workplaces and had the strongest associations with the outcomes. This study provides strong support for the use of the OCP scale for measuring organizational culture in population-based occupational health research in a way that is consistent with the Competing Values Framework. The Group organizational culture needs to be considered as a relevant factor in occupational health studies.

  4. Quantitative analysis of organizational culture in occupational health research: a theory-based validation in 30 workplaces of the organizational culture profile instrument

    Science.gov (United States)

    2013-01-01

    Background This study advances a measurement approach for the study of organizational culture in population-based occupational health research, and tests how different organizational culture types are associated with psychological distress, depression, emotional exhaustion, and well-being. Methods Data were collected over a sample of 1,164 employees nested in 30 workplaces. Employees completed the 26-item OCP instrument. Psychological distress was measured with the General Health Questionnaire (12-item); depression with the Beck Depression Inventory (21-item); and emotional exhaustion with five items from the Maslach Burnout Inventory general survey. Exploratory factor analysis evaluated the dimensionality of the OCP scale. Multilevel regression models estimated workplace-level variations, and the contribution of organizational culture factors to mental health and well-being after controlling for gender, age, and living with a partner. Results Exploratory factor analysis of OCP items revealed four factors explaining about 75% of the variance, and supported the structure of the Competing Values Framework. Factors were labeled Group, Hierarchical, Rational and Developmental. Cronbach’s alphas were high (0.82-0.89). Multilevel regression analysis suggested that the four culture types varied significantly between workplaces, and correlated with mental health and well-being outcomes. The Group culture type best distinguished between workplaces and had the strongest associations with the outcomes. Conclusions This study provides strong support for the use of the OCP scale for measuring organizational culture in population-based occupational health research in a way that is consistent with the Competing Values Framework. The Group organizational culture needs to be considered as a relevant factor in occupational health studies. PMID:23642223

  5. Organizational Climate Determinants of Resident Safety Culture in Nursing Homes

    Science.gov (United States)

    Arnetz, Judith E.; Zhdanova, Ludmila S.; Elsouhag, Dalia; Lichtenberg, Peter; Luborsky, Mark R.; Arnetz, Bengt B.

    2011-01-01

    Purpose of the Study: In recent years, there has been an increasing focus on the role of safety culture in preventing costly adverse events, such as medication errors and falls, among nursing home residents. However, little is known regarding critical organizational determinants of a positive safety culture in nursing homes. The aim of this study…

  6. The Relationship between Organizational Culture and Employees’ Job Motivation

    Directory of Open Access Journals (Sweden)

    V V Barabanshchikova

    2014-12-01

    Full Text Available The main goal of research is job motivation level and organization culture type dependence analysis in the context of recruitment and employee appraisal professionals. A significant influence of the clan, adhocratic, and bureaucratic type of organizational culture on the level of work motivation of employees was found.

  7. Do Organizational Culture and Climate Matter for Successful Client Outcomes?

    Science.gov (United States)

    Silver Wolf, David A. Patterson; Dulmus, Catherine N.; Maguin, Eugene; Cristalli, Maria

    2014-01-01

    Objectives: The existing literature on the impact of workplace conditions on client care suggests that good cultures and climates provide the best outcomes for clients. The primary purpose of this study was to investigate the relationship between organizational culture and climate and the proportion of children and youth successfully discharged…

  8. Organizational culture and relationship marketing: an interorganizational perspective

    Directory of Open Access Journals (Sweden)

    Fabiano Larentis

    2018-01-01

    Full Text Available Purpose – This paper aimed to analyze the contribution of interorganizational relationships, specifically between suppliers and clients, to organizational cultural changes. Design/methodology/approach – A qualitative multiple case study in two marketing channels was performed, through in-depth interviews, observation and data analysis based on grounded theory. Findings – The contribution of trust, commitment, cooperation and learning processes has been identified in the organizational cultural changes and in the reduction of the role conflicts of the boundary spanners. Also, the role of employee turnover to weaken these dimensions and respective relations has been noticed. Originality/value – The development of an interorganizational culture has been evidenced, as a system of symbols and meanings shared by groups or individuals from different organizations, on a transitional basis, with the predominance of the cultural perspective of fragmentation. It is a culture originated from relationships through intersections of cultures, a culture of boundaries.

  9. Organizational cultural competence consultation to a mental health institution.

    Science.gov (United States)

    Fung, Kenneth; Lo, Hung-Tat Ted; Srivastava, Rani; Andermann, Lisa

    2012-04-01

    Cultural competence is increasingly recognized as an essential component of effective mental health care delivery to address diversity and equity issues. Drawing from the literature and our experience in providing cultural competence consultation and training, the paper will discuss our perspective on the foundational concepts of cultural competence and how it applies to a health care organization, including its programs and services. Based on a recent consultation project, we present a methodology for assessing cultural competence in health care organizations, involving mixed quantitative and qualitative methods. Key findings and recommendations from the resulting cultural competence plan are discussed, including core principles, change strategies, and an Organizational Cultural Competence Framework, which may be applicable to other health care institutions seeking such changes. This framework, consisting of eight domains, can be used for organizational assessment and cultural competence planning, ultimately aiming at enhancing mental health care service to the diverse patients, families, and communities.

  10. Do sexist organizational cultures create the queen bee?

    OpenAIRE

    Derks, Belle; Ellemers, Naomi; van Laar, Colette; De Groot, Kim

    2011-01-01

    ‘Queen Bees’ are senior women in masculine organizational cultures who have fulfilled their career aspirations by dissociating themselves from their gender while simultaneously contributing to the gender stereotyping of other women. It is often assumed that this phenomenon contributes to gender discrimination in organizations, and is inherent to the personalities of successful career women. We argue for a social identity explanation and examine organizational conditions that foster the Queen ...

  11. Relationship between organizational culture, leadership behavior and job satisfaction.

    Science.gov (United States)

    Tsai, Yafang

    2011-05-14

    Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees. A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Organizational cultures were significantly (positively) correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively) correlated with job satisfaction. The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

  12. The effects of alignments: examining group faultlines, organizational cultures, and performance.

    Science.gov (United States)

    Bezrukova, Katerina; Thatcher, Sherry M B; Jehn, Karen A; Spell, Chester S

    2012-01-01

    By integrating literature on group faultlines, organizational cultures, and value congruence, this research presents a framework that explains how cultural alignment across organizational levels may influence the relationship between faultlines and performance. The hypotheses were tested using representatively sampled multisource qualitative and quantitative data on 138 teams from a Fortune 500 company. The present findings demonstrate that although informational faultlines were detrimental for group performance, the negative relationship between faultlines and performance was reversed when cultures with a strong emphasis on results were aligned, was lessened when cultures with a weak emphasis on results were aligned, and remained negative when cultures were misaligned with respect to their results orientation. These findings show the importance of recognizing alignments not only within groups (group faultlines) but also outside groups (cultural alignments between the group and departments) when considering their implications for group performance.

  13. Relationship between Organizational Culture and Workplace Bullying among Korean Nurses.

    Science.gov (United States)

    An, Yuseon; Kang, Jiyeon

    2016-09-01

    To identify the relationship between organizational culture and experience of workplace bullying among Korean nurses. Participants were 298 hospital nurses in Busan, South Korea. We assessed nursing organizational culture and workplace bullying among nurses using structured questionnaires from July 1 through August 15, 2014. Most participants considered their organizational culture as hierarchy-oriented (45.5%), followed by relation-oriented (36.0%), innovation-oriented (10.4%), and task-oriented (8.1%). According to the operational bullying criteria, the prevalence of workplace bullying was 15.8%. A multivariate logistic regression analysis revealed that the odds of being a victim of bullying were 2.58 times as high among nurses in a hierarchy-oriented culture as among nurses in a relation-oriented culture [95% confidence interval (1.12, 5.94)]. The results suggest that the types of nursing organizational culture are related to workplace bullying in Korean nurses. Further research is needed to develop interventions that can foster relation-oriented cultures to prevent workplace bullying in nurses. Copyright © 2016. Published by Elsevier B.V.

  14. Organizational culture and climate for promoting innovativeness.

    Science.gov (United States)

    Joseph, M Lindell

    2015-03-01

    The aim of this study is to explore the experiences of nurse leaders and nurses in a hospital whose patient care mission was stated as innovation. Nurses are critically positioned to provide creative and innovative solutions that make a difference in the lives of patients, organizations, communities, and the profession. This 2-phase qualitative study used a content analysis and thematic analysis approach to describe experiences and to generate a beginning conceptual framework of the experience. Results from phase 1 and phase 2 of this study demonstrate that innovativeness in nursing is a multifaceted phenomenon consisting of workplace antecedents followed by a social process. Nursing innovation requires organizational commitment to allow employees to inquire and question organizational practices and issues on behalf of the mission, patient care, and nursing practice.

  15. The Trauma Center Organizational Culture Survey: development and conduction.

    Science.gov (United States)

    Davis, Matthew L; Wehbe-Janek, Hania; Subacius, Haris; Pinto, Ruxandra; Nathens, Avery B

    2015-01-01

    The Trauma Center Organizational Culture Survey (TRACCS) instrument was developed to assess organizational culture of trauma centers enrolled in the American College of Surgeons Trauma Quality Program (ACS TQIP). The objective is to provide evidence on the psychometric properties of the factors of TRACCS and describe the current organizational culture of TQIP-enrolled trauma centers. A cross-sectional study was conducted by surveying a sampling of employees at 174 TQIP-enrolled trauma centers. Data collection was preceded by multistep survey development. Psychometric properties were assessed by an exploratory factor analysis (construct validity) and the item-total correlations and Cronbach alpha were calculated (internal reliability). Statistical outcomes of the survey responses were measured by descriptive statistics and mixed effect models. The response rate for trauma center participation in the study was 78.7% (n = 137). The factor analysis resulted in 16 items clustered into three factors as described: opportunity, pride, and diversity, trauma center leadership, and employee respect and recognition. TRACCS was found to be highly reliable with a Cronbach alpha of 0.90 in addition to the three factors (0.91, 0.90, and 0.85). Considerable variability of TRACCS overall and factor score among hospitals was measured, with the largest interhospital deviations among trauma center leadership. More than 80% of the variability in the responses occurred within rather than between hospitals. TRACCS was developed as a reliable tool for measuring trauma center organizational culture. Relationships between TQIP outcomes and measured organizational culture are under investigation. Trauma centers could apply TRACCS to better understand current organizational culture and how change tools can impact culture and subsequent patient and process outcomes. Copyright © 2015 Elsevier Inc. All rights reserved.

  16. Moving towards culturally competent health systems: organizational and market factors.

    Science.gov (United States)

    Weech-Maldonado, Robert; Elliott, Marc N; Pradhan, Rohit; Schiller, Cameron; Dreachslin, Janice; Hays, Ron D

    2012-09-01

    Cultural competency has been proposed as an organizational strategy to address racial/ethnic disparities in the healthcare system; disparities are a long-standing policy challenge whose relevance is only increasing with the increasing population diversity of the US and across the world. Using an integrative conceptual framework based on the resource dependency and institutional theories, we examine the relationship between organizational and market factors and hospitals' degree of cultural competency. Our sample consists of 119 hospitals located in the state of California (US) and is constructed using the following datasets for the year 2006: Cultural Competency Assessment Tool of Hospitals (CCATH) Survey, California's Office of Statewide Health Planning & Development's Hospital Inpatient Discharges and Annual Hospital Financial Data, American Hospital Association's Annual Survey, and the Area Resource File. The dependent variable consists of the degree of hospital cultural competency, as assessed by the CCATH overall score. Organizational variables include ownership status, teaching hospital, payer mix, size, system membership, financial performance, and the proportion of inpatient racial/ethnic minorities. Market characteristics included hospital competition, the proportion of racial/ethnic minorities in the area, metropolitan area, and per capita income. Regression analyses were conducted to assess the relationship between the CCATH overall score and organizational and market variables. Our results show that hospitals which are not-for-profit, serve a more diverse inpatient population, and are located in more competitive and affluent markets exhibit a higher degree of cultural competency. Our results underscore the importance of both institutional and competitive market pressures in guiding hospital behavior. For instance, while not-for-profit may adopt innovative/progressive policies like cultural competency simply as a function of their organizational goals

  17. Demystifying and improving organizational culture in health-care.

    Science.gov (United States)

    Pellegrin, Karen L; Currey, Hal S

    2011-01-01

    Organizational culture is defined as the shared values and beliefs that guide behavior within each organization, and it matters because it is related to performance. While culture is generally considered important, it is mysterious and intangible to most leaders. The first step toward understanding organizational culture is to measure it properly. This chapter describes methods for measuring culture in health-care organizations and how these methods were implemented in a large academic medical center. Because of the consistent empirical link between the dimension of communication, other culture dimensions, and employee satisfaction, special attention is focused in this area. Specifically, a case study of successful communication behaviors during a major "change management" initiative at a large academic medical center is described. In summary, the purpose of this chapter is to demystify the concept of culture and demonstrate how to improve it.

  18. Analysis of the effect of leadership and organizational culture on the organizational effectiveness of radiological technologist's working environments

    International Nuclear Information System (INIS)

    Kim, J.H.; Kim, C.S.; Kim, J.M.

    2011-01-01

    Purpose: The purpose of this study was to present ideas to upgrade job performance and improve organizational management by analyzing leadership aspects and organizational cultures of radiological technologist organizations. Method: A questionnaire was used to collect data from 261 radiological technologists working in the city of Busan. Then, SPSS/PC + Win 13 was used to statistically analyze the collected data. One-way ANOVA was adopted to test differences among groups, and multiple regression analyses were conducted to examine the effect of organizational culture and leadership upon organizational effectiveness. Results: First, it was found that radiological technologists stressed consensus most among the 4 types of organizational culture and regarded core transformational leadership as the right type of leadership. Second, regarding the relationship between leadership and organizational effectiveness, transformational leadership had the highest influence upon organizational effectiveness. Third, as for the relationship between organizational culture and organizational effectiveness, it was found that a developmental culture has the highest influence upon organizational effectiveness, followed by a culture of consensus. Conclusion: If transformational leadership and consensual culture are used properly for upgrading job performance in the organization, conflicts among radiological technologists might be reduced, thereby enhancing organizational effectiveness.

  19. Organizational Culture and ISD Practices: Comparative Literature Review

    Science.gov (United States)

    Ovaska, Päivi; Juvonen, Pasi

    This chapter reports results from a study that aims to analyze and compare the literature related to custom IS, packaged, and open source software organizational cultures, and their systems development practices. The comparative analysis is performed using a framework for organizational culture as lenses to the literature. Our study suggests that the beliefs and values of these three communities of practice differ remarkably and make their organizational culture and systems development practices different. The most important differences were found in business milieu, ISD team efforts, ISD approaches, and products and quality. Based on the study we can question the widely held wisdom of methods, techniques, and tools in systems development and managing its efforts. Our study has several implications for research and practice, which are discussed in this chapter.

  20. EXPLORATORY ANALYSIS OF ORGANIZATIONAL CULTURE IN GALATI COUNTY BUSINESS ENVIRONMENT

    Directory of Open Access Journals (Sweden)

    Gabriela GHEORGHE

    2014-06-01

    Full Text Available Based on data collected as part of the COMOR Project, developed by The Scientific Society of Management from Romania, for the analysis of organizational culture in the Romanian business environment, we have initiated an exploration using Business Intelligence tools. The purpose of this analysis is to find relevant information about the organizational culture for Galati County, starting from the results obtained in this project, and, using data mining techniques, to investigate relationships and links between responses to different survey questions, in this "mine" data, gathered by the project team effort.

  1. Building a Strong Culture That Produces Sustainable Performance - 13444

    International Nuclear Information System (INIS)

    McDonald, John A. Jr

    2013-01-01

    Washington River Protection Solutions LLC (WRPS) has been involved with culture improvement for a number of years which has included co-chairing the industry effort to develop the EFCOG safety culture guidance documents [1, 2], and integration of this guidance into organizational processes and behavior expectations, described in more detail below. As various organizational cultural assessments have been periodically performed, and subsequent actions implemented to address improvement opportunities, organizational performance has shown improvement. Culture improvement is evident in the company's industrial safety statistics, event rates, safety culture survey results, employee morale, productivity, leadership effectiveness, and employee engagement. There does appear to be a relationship between striving to demonstrate behaviors consistent with excellent safety culture and good organizational performance over the past couple of years at WRPS. As performance continues to be evaluated, an improvement opportunity was identified to further enhance performance through field oriented behavioral/cultural improvement activities. WRPS recently conducted a three month effort to improve consistent implementation of management expectations by increasing management field presence with a focus on interacting real-time with workers and first line supervisors, and changing behaviors as appropriate. (authors)

  2. Culture Matters in Successful Curriculum Change: An International Study of the Influence of National and Organizational Culture Tested With Multilevel Structural Equation Modeling.

    Science.gov (United States)

    Jippes, Mariëlle; Driessen, Erik W; Broers, Nick J; Majoor, Gerard D; Gijselaers, Wim H; van der Vleuten, Cees P M

    2015-07-01

    National culture has been shown to play a role in curriculum change in medical schools, and business literature has described a similar influence of organizational culture on change processes in organizations. This study investigated the impact of both national and organizational culture on successful curriculum change in medical schools internationally. The authors tested a literature-based conceptual model using multilevel structural equation modeling. For the operationalization of national and organizational culture, the authors used Hofstede's dimensions of culture and Quinn and Spreitzer's competing values framework, respectively. To operationalize successful curriculum change, the authors used two derivates: medical schools' organizational readiness for curriculum change developed by Jippes and colleagues, and change-related behavior developed by Herscovitch and Meyer. The authors administered a questionnaire in 2012 measuring the described operationalizations to medical schools in the process of changing their curriculum. Nine hundred ninety-one of 1,073 invited staff members from 131 of 345 medical schools in 56 of 80 countries completed the questionnaire. An initial poor fit of the model improved to a reasonable fit by two suggested modifications which seemed theoretically plausible. In sum, characteristics of national culture and organizational culture, such as a certain level of risk taking, flexible policies and procedures, and strong leadership, affected successful curriculum change. National and organizational culture influence readiness for change in medical schools. Therefore, medical schools considering curriculum reform should anticipate the potential impact of national and organizational culture.

  3. The relationship between information, organizational culture and decision making in an organization

    Directory of Open Access Journals (Sweden)

    Paulo Danelon Lopes

    2015-09-01

    Full Text Available Introduction: Includes a documentary research on the relationship between information, organizational culture and decision making in an organization. Objective: The goal is to check the influence of information, considering the organizational culture, decision making in an organization. Methodology: The literature review include authors specialized in the areas of information (Belkin; Borko; Capurro; Choo; Tarapanoff; among others; culture (Fleury et al.; Moraes and Fadel; Nassar and Schein, decision making (Angeloni; Hoppen; Leitão and Nassif; Lousada and Valentim and Oliveira and organization (Bernardes and Marcondes and Maximiano. Results: That there may be a strong interdependency between information, culture and decision making in an organization. Conclusions: The information can facilitate understanding of the culture of an organization, how the processes of change occur and what alternatives can be raised so that she can achieve success in their decision-making process in order to ensure its perpetuation over time.

  4. Disability management and organizational culture in Australia and Canada.

    Science.gov (United States)

    Buys, Nicholas; Wagner, Shannon; Randall, Christine; Harder, Henry; Geisen, Thomas; Yu, Ignatius; Hassler, Benedikt; Howe, Caroline; Fraess-Phillips, Alex

    2017-01-01

    Organizational culture has received increasing attention in terms of its influence on workplace health and productivity, yet there has been little research on its relationship with employer-based disability programs. This study explored the relationship between disability management and organizational culture in Australian and Canadian organizations. Thematic analysis was conducted on data from semi-structured interviews with 16 employees, including injured workers, human resource managers and disability managers in two Australian and two Canadian large organizations. Seven themes were identified: 1. Consistency between espoused beliefs and artifacts in organization; 2. Genuineness of interest in well-being of injured worker; 3. Level of ongoing support of worker following injury; 4. Communication with injured workers; 5. Level of support from supervisors and co-workers; 6. Promptness in claims processing and covering medical costs and; 7. Focus on wellness and injury prevention. It was found that organizational culture may impact the delivery and perceived value of employer-based disability management programs. Given the potential relationship between organizational culture and disability management, employers should facilitate a positive workplace culture by ensuring consistency among underlying values, espoused values and actual treatment of employees, including injured workers.

  5. The mediating effect of organizational culture on the relationship between transformational leadership and organizational citizenship behavior

    Directory of Open Access Journals (Sweden)

    Keramat Esmi

    2017-10-01

    Full Text Available Introduction: Contemporary studies of organizational citizenship behavior (OCB are recognized as essential for modern organizations. These studies indicate that organizations with more emphasis on the OCB are healthier and more successful. The results also show that employees, who act beyond their job duties and exert OCB, belong to high productivity workgroup and enterprise with excellent quality in comparison to employees with low level of OCB. Therefore, the investigation of antecedents of organizational citizenship behavior can help the organizations to improve and reinforce it. Thus, the present study aimed at investigating the mediating effect of organizational culture on the relationship between transformational leadership and OCB. Method: A descriptive correlation research method was employed in this study. A total of 160 experts at Shiraz University were selected as the research sample through simple random sampling method using Cochran’s formula. Moreover, the study employed three instruments, namely Bass and Avolio’s transformational leadership questionnaire, Podsakoff’s et al.’s (1990 organizational citizenship behavior scale, and Denison organizational culture survey (2006. It is noted that the reliability of all the scales was obtained through Cronbach’s alpha coefficient. To analyze the research data, Pearson coefficient and structural equation modeling were used through SPSS 22 and Lisrel 8.8 software. Results: The results indicated that of dimensions of transformational leadership, inspirational motivation (β=0.33, and individualized consideration (β=-0.23 directly influenced OCB. Moreover, these two dimensions indirectly influenced OCB through organizational culture (dimension of involvement. The direct and indirect (β=0.16 effect of inspirational motivation on OCB was positive whereas individualized consideration directly had a negative and indirectly (β=0.14 a positive effect on OCB. Two other dimensions of

  6. A Model to align the organizational culture to Lean

    Directory of Open Access Journals (Sweden)

    Mehrsa Taherimashhadi

    2018-04-01

    Full Text Available Purpose: Since the emergence of Lean Manufacturing many organizations strived to implement it. Nonetheless, sustainable Lean transformation is not as easy as to be simply achieved. Several aspects need to be taken into account before Lean implementation which national and organizational culture are important. By considering influences of national culture on the organizational culture, this paper aims at proposing an evaluation model to determine the cultural weaknesses of an organization and give some recommendations to manage people before implementing Lean. Design/methodology/approach: This research has been conducted based on literature review survey and semi-structured interviews. Research papers, conference proceedings, books, and official websites regarding Lean philosophy were reviewed to find the influence of national culture in Lean implementation. Different databases were scrutinized, from 2015 to 2017, containing Scopus and Web of Science with the time period of 1996-2016. A set of key terms and their combinations were used including: Toyota Production system, Lean production, Lean manufacturing, Lean management, Transformation, Implementation, Barriers/ Impediments/Challenges/Difficulties, Human resources, Success factors, Organizational culture, and National culture. Findings: The proposed evaluation model is a guide for organizations to determine cultural misalignments between the corporate culture and the Lean culture before its implementation and gives some managerial recommendations to correct them. Originality/value: This study is the first attempt to integrate the national models   with Lean culture to provide an evaluation model and some recommendations to help the organization to align its culture to Lean culture before its implementation.

  7. The influence of organizational culture on intellectual capital

    Directory of Open Access Journals (Sweden)

    Maria Amalia Trillo

    2007-07-01

    Full Text Available This paper tries to analyse the connection between organizational culture and intellectual capital. Nowadays, the possibility of incorporating cultural capital as a factor that distinguishes the strategic–social concept of intellectual capital in the actual knowledge society is being studied. In order to this, the elements that form organizational culture in each one of the five capitals of the “Intellectus Model” have been selected. They constitute an independent capital called cultural capital. A suggestion for the future is the possibility of creating a new model. Its peculiarity is the cultural capital incorporation as a distinguishing component. This would allow relating the intangible assets elements and variables depending on the organizational culture context. It is necessary to consider than this proposal must take into account the culture as a key element, in which is based the internal logic of the model. It also provides it with the necessary dynamic structure in a competitive and changing society as ours is.

  8. A case study on organizational culture and its role in the creation of organizational change efforts within a government agency

    OpenAIRE

    Torres, Frank; Faust, Timothy

    2009-01-01

    Approved for public release, distribution unlimited Joint Applied Project In this Joint Applied Project, we present organizational culture implications and lessons-learned to consider during organizational change efforts within government agencies. The government agency studied seeking organizational change was the U.S. Army Armament Research, Development, and Engineering Center (ARDEC) and the organizational change effort analyzed was the Technology and Product Development Process, ot...

  9. Digital work in a pre-digital organizational culture

    NARCIS (Netherlands)

    Davison, R.M.; Ou, C.X.J.; Te'eni, D.; Avgerou, C.

    2014-01-01

    Digital natives constitute the majority of new employees entering the marketplace. However, they face an organizational corporate culture that enshrines the vested interests of a very different generation of people, whom they would characterize as digital immigrants or even dinosaurs. This

  10. Impact of Staff Organizational Culture on the Implementation of ...

    African Journals Online (AJOL)

    Abstract. This study surveyed the Impact of Library Staff Organizational Culture on the Implementation of. Automation in Libraries of Federal Universities in the North- East Zone of Nigeria. The objectives of the Study were to determine: the level of implementation of automation of libraries in Federal. Universities of the North- ...

  11. The Impact of New Information Technology on Bureaucratic Organizational Culture

    Science.gov (United States)

    Givens, Mark A.

    2011-01-01

    Virtual work environments (VWEs) have been used in the private sector for more than a decade, but the United States Marine Corps (USMC), as a whole, has not yet taken advantage of associated benefits. The USMC construct parallels the bureaucratic organizational culture and uses an antiquated information technology (IT) infrastructure. During an…

  12. Organizational Culture and Performance of Paith-Based Universities ...

    African Journals Online (AJOL)

    This study examines the impact of organizational culture on the performances of faith-based Universities in Ogun State, Nigeria. The study adopted a survey research design. The population of the study is the entire employees of the selected faith-based Universities in Ogun State. Primary data were used for the study.

  13. The relationship between organizational culture and moralism of ...

    African Journals Online (AJOL)

    This study aimed to investigate the relationship between organizational culture and principals' moralism in junior schools of high School, which was conducted by descriptive correlation method. The sample size of this study consisted of all principals in junior schools of high Schools in district 3 of Karaj city that according to ...

  14. Contrasting Perspectives on Organizational Culture Change in Schools

    Science.gov (United States)

    Connolly, Michael; James, Chris; Beales, Bill

    2011-01-01

    The concept of organizational culture continues to be widely used for descriptive and explanatory purposes in academic, policy, and managerial debates in education and other contexts. The range of perspectives on its meaning, which are readily apparent in both educational and non-educational literature, is directly relevant to the analysis of…

  15. Relationship between power resources and organizational culture in ...

    African Journals Online (AJOL)

    This study intended to survey the relationship between power resource and organizational culture in Aras Free Zone. Statistical population consisted of all employees of Aras Free Zone (N=950). Samples population is selected using simple randomly method and Morghan table (n= 275). Methodology of this study is allied ...

  16. Impact of staff organizational culture on the implementation of ...

    African Journals Online (AJOL)

    This study surveyed the Impact of Library Staff Organizational Culture on the Implementation of Automation in Libraries of Federal Universities in the North- East Zone of Nigeria. The objectives of the Study were to determine: the level of implementation of automation of libraries in Federal Universities of the North- East Zone ...

  17. Interactions between Organizational Culture, Leadership and Project Succes

    OpenAIRE

    BEBIN, Pauline

    2013-01-01

    Due to the current globalization and the competition involved, companies are looking for being even more competitive and successful. In such a context, projects take on a particular and crucial importance in corporate strategy. Organizational culture is decisive as it influences the way people behave within the organization, their beliefs and values. It provides the general rules and norms as well as the interaction patterns: some cultures can be more performance-oriented while others can har...

  18. Creating a culture of assessment: A catalyst for organizational change

    OpenAIRE

    Lakos, Amos; Phipps, Shelley

    2004-01-01

    In the rapidly changing information environment, libraries have to demonstrate that their services have relevance, value, and impact for stakeholders and customers. To deliver effective and high quality services, libraries have to assess their performance from the customer point of view. Moving to an assessment framework will be more successful if staff and leaders understand what is involved in organizational culture change. This paper describes the new paradigm of building a culture of asse...

  19. Organizational culture in the primary healthcare setting of Cyprus.

    Science.gov (United States)

    Zachariadou, Theodora; Zannetos, Savvas; Pavlakis, Andreas

    2013-03-24

    The concept of organizational culture is important in understanding the behaviour of individuals in organizations as they manage external demands and internal social changes. Cyprus healthcare system is under restructuring and soon a new healthcare scheme will be implemented starting at the Primary Healthcare (PHC) level. The aim of the study was to investigate the underlying culture encountered in the PHC setting of Cyprus and to identify possible differences in desired and prevailing cultures among healthcare professionals. The population of the study included all general practitioners (GPs) and nursing staff working at the 42 PHC centres throughout the island. The shortened version of the Organizational Culture Profile questionnaire comprising 28 statements on organizational values was used in the study. The instrument was already translated and validated in Greek and cross-cultural adaptation was performed. Participants were required to indicate the organization's characteristic cultural values orientation along a five-point Likert scale ranging from "Very Much = 1" to "Not at all= 5". Statistical analysis was performed using SPSS 16.0. Student t-test was used to compare means between two groups of variables whereas for more than two groups analysis of variance (ANOVA) was applied. From the total of 306 healthcare professionals, 223 participated in the study (72.9%). The majority of participants were women (75.3%) and mean age was 42.6 ± 10.7 years. Culture dimension "performance orientation" was the desired culture among healthcare professionals (mean: 1.39 ± 0.45). "Supportiveness" and "social responsibility" were the main cultures encountered in PHC (means: 2.37 ± 0.80, 2.38 ± 0.83). Statistical significant differences were identified between desired and prevailing cultures for all culture dimensions (p= 0.000). This was the first study performed in Cyprus assessing organizational culture in the PHC setting. In the forthcoming health system reform

  20. Relationship between Organizational Culture, Leadership Behavior and Job Satisfaction

    Directory of Open Access Journals (Sweden)

    Tsai Yafang

    2011-05-01

    Full Text Available Abstract Background Organizational culture refers to the beliefs and values that have existed in an organization for a long time, and to the beliefs of the staff and the foreseen value of their work that will influence their attitudes and behavior. Administrators usually adjust their leadership behavior to accomplish the mission of the organization, and this could influence the employees' job satisfaction. It is therefore essential to understand the relationship between organizational culture, leadership behavior and job satisfaction of employees. Methods A cross-sectional study was undertaken that focused on hospital nurses in Taiwan. Data was collected using a structured questionnaire; 300 questionnaires were distributed and 200 valid questionnaires were returned. To test the reliability of the data, they were analyzed by Cronbach's α and confirmatory factors. Correlation analysis was used on the relationships between organizational cultures, leadership behavior and job satisfaction. Results Organizational cultures were significantly (positively correlated with leadership behavior and job satisfaction, and leadership behavior was significantly (positively correlated with job satisfaction. Conclusions The culture within an organization is very important, playing a large role in whether it is a happy and healthy environment in which to work. In communicating and promoting the organizational ethos to employees, their acknowledgement and acceptance of it can influence their work behavior and attitudes. When the interaction between the leadership and employees is good, the latter will make a greater contribution to team communication and collaboration, and will also be encouraged to accomplish the mission and objectives assigned by the organization, thereby enhancing job satisfaction.

  1. Organizational and territorial cultures in Chilean journalism

    Directory of Open Access Journals (Sweden)

    Claudia Mellado

    2011-11-01

    Full Text Available On the basis of survey responses of 570 journalists from 114 newspapers, radio, newswires, television, and internet news organizations, this paper describes the role conceptions, epistemological underpinning, and ethical values of the Chilean news media workers, comparing the differences that exist among media types and between the capital and the rest of the country. The findings show territorial cultures of journalism, with differences between the capital and provincial regions, mostly classifiable, because of the country’s centralization and sociocultural characteristics. Likewise, the results indicate that the Chilean journalists’ professional culture is not a substantial function of the type of media in which they work, and that the effects that “region” and “media type” factors have on journalism culture are independent from each other.

  2. The associations between organizational culture, organizational structure and quality management in European hospitals.

    Science.gov (United States)

    Wagner, C; Mannion, R; Hammer, A; Groene, O; Arah, O A; Dersarkissian, M; Suñol, R

    2014-04-01

    To better understand associations between organizational culture (OC), organizational management structure (OS) and quality management in hospitals. A multi-method, multi-level, cross-sectional observational study. As part of the DUQuE project (Deepening our Understanding of Quality improvement in Europe), a random sample of 188 hospitals in 7 countries (France, Poland, Turkey, Portugal, Spain, Germany and Czech Republic) participated in a comprehensive questionnaire survey and a one-day on-site surveyor audit. Respondents for this study (n = 158) included professional quality managers and hospital trustees. Extent of implementation of quality management systems, extent of compliance with existing management procedures and implementation of clinical quality activities. Among participating hospitals, 33% had a clan culture as their dominant culture type, 26% an open and developmental culture type, 16% a hierarchical culture type and 25% a rational culture type. The culture type had no statistically significant association with the outcome measures. Some structural characteristics were associated with the development of quality management systems. The type of OC was not associated with the development of quality management in hospitals. Other factors (not culture type) are associated with the development of quality management. An OS that uses fewer protocols is associated with a less developed quality management system, whereas an OS which supports innovation in care is associated with a more developed quality management system.

  3. ANALYSING THE RELATIONSHIP BETWEEN THE ORGANIZATIONAL CULTURE TYPE AND RISKS

    Directory of Open Access Journals (Sweden)

    Silviu CÂRSTINA

    2017-10-01

    Full Text Available Modern studies regarding the employees’ degree of satisfaction in what the work environment is concerned reveal a strong connection between the leadership style practiced by the manager and the achievements and the enthusiasm shown by the employees. Therefore, specialists have noticed that the motivational factors don’t imply only material motivational factors, such as the salary, the work environment, but also a series of moral factors like the acknowledgement of one’s merits, the appreciation of the effort invested (for example, being promoted in the company can validate the employees’ competences or the possibility that the employee has of organizing his/ her own activity. By this it is meant that the rigid and authoritarian figure of the leader should fade off, which on various occasions inhibits creativity or the employee’s power of making a decision, by having damaging aftermaths concerning the level of performance or the quality of the products. In this respect, the study aims at an evaluation within a private company, in order to establish the kind of relationship between the two cultural dimensions concerning the human resources, i. e. the organizational leadership and the management of employees.

  4. Predicting and preventing organizational failure: learning, stability and safety culture

    International Nuclear Information System (INIS)

    Duffey, R.B.

    2009-01-01

    The physical definition of 'safety culture' is the creation of an organizational and operational structure that places unending emphasis on safety at every level. We propose and prefer the use of the term and the objective of sustaining a 'Learning Environment', where mistakes, outcomes and errors are used as learning vehicles to improve, and we can now define why that is true. Therefore we can manage and quantify safety effectively tracking and analyzing outcomes, using the trends to guide our needed organizational behaviors. (author)

  5. Emotions in the Structure of Psychological 'Fabric' of Organizational Culture

    Directory of Open Access Journals (Sweden)

    Groshev I.V.

    2015-09-01

    Full Text Available The paper explores the role and significance of the emotional factor in the system of components of organizational culture. Along with the psychophysiological component the authors describe patterns of formation of emotions in organizational systems and state that manifestations of these emotions are determined by cultural conditions of the organization and by the type of its organizational culture. The authors also outline levels of emotions and degrees of their subjective management in individuals. A set of requirements is proposed for the system of emotional management within the organization which may be implemented in a broad range of personality manifestations. Finally, the authors review the ecological theory of emotions, the psychophysiological and sociocultural approaches, analyzing their main propositions concerning the nature and management of emotions as well as perspectives for raising the efficiency of activity in the organization with the assistance of the emotional factor. On these grounds the authors propose an activity-based model of emotions determined by the type of organizational structure.

  6. DEVELOPMENT OF TOURISM ENTERPRISE PERFORMANCE IN TERMS OF ORGANIZATIONAL CULTURE

    Directory of Open Access Journals (Sweden)

    Nicolae PLATON

    2017-10-01

    Full Text Available In a society where the emphasis is placed on innovation and creativity, and where tourism companies need to be flexible to deal with the competitive environment, the management approach from the perspective of integrating a performing organizational culture is essential. The modern enterprise operates in a dynamic, environmentally-friendly environment that brings about constant changes and considerable investment efforts to take advantage of the opportunities it is offered. Of course, connecting to environmental opportunities is not an option but a necessity, especially in the current globalization process. In this article, the author describes the typology of organizational cultures, simultaneously characterizing the premises, components and cultural values specific to tourism enterprises.

  7. A Context of Organizational Culture on Business Management.

    Directory of Open Access Journals (Sweden)

    Leonard Sergiu Bălan

    2012-06-01

    Full Text Available Organizations are culturally constructed through social as well as political and business processes. As such they are created and changed by the management of meanings, partly by organizational leaders who are given that role by the subordinates. While the gender aspects of organizations have been studied widely in recent years, many of these studies are based on a critical understanding of individual life patterns and their organizationally bound behavior, biased because the differences between men and women are not taken into account in studies classically con-ducted by male researchers. Since organizations are products of culture and they produce culture, the managers – male and female – have a significant role in this process as well as in its single gender-biased incidents.

  8. A Case Study on the Influence of Organizational Culture on Language Classroom

    Science.gov (United States)

    Liu, Zhihui

    2009-01-01

    This paper tries to probe the influence of the organizational culture on language classroom at a newly-established local college. It firstly reviews the knowledge of the organizational culture and finds out its features, and then discusses how the organizational culture was greatly influenced by the host educational environment. On the basis of…

  9. Organizational Culture as a Function of Institutional Type in Higher Education

    Science.gov (United States)

    Kaufman, Jason A.

    2013-01-01

    The purpose of the present study was to examine whether organizational culture varies as a function of institutional type in higher education, and to identify whether there exists congruence between organizational culture type and leader behavior. Utilizing the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn…

  10. Organizational safety culture and medical error reporting by Israeli nurses.

    Science.gov (United States)

    Kagan, Ilya; Barnoy, Sivia

    2013-09-01

    To investigate the association between patient safety culture (PSC) and the incidence and reporting rate of medical errors by Israeli nurses. Self-administered structured questionnaires were distributed to a convenience sample of 247 registered nurses enrolled in training programs at Tel Aviv University (response rate = 91%). The questionnaire's three sections examined the incidence of medication mistakes in clinical practice, the reporting rate for these errors, and the participants' views and perceptions of the safety culture in their workplace at three levels (organizational, departmental, and individual performance). Pearson correlation coefficients, t tests, and multiple regression analysis were used to analyze the data. Most nurses encountered medical errors from a daily to a weekly basis. Six percent of the sample never reported their own errors, while half reported their own errors "rarely or sometimes." The level of PSC was positively and significantly correlated with the error reporting rate. PSC, place of birth, error incidence, and not having an academic nursing degree were significant predictors of error reporting, together explaining 28% of variance. This study confirms the influence of an organizational safety climate on readiness to report errors. Senior healthcare executives and managers can make a major impact on safety culture development by creating and promoting a vision and strategy for quality and safety and fostering their employees' motivation to implement improvement programs at the departmental and individual level. A positive, carefully designed organizational safety culture can encourage error reporting by staff and so improve patient safety. © 2013 Sigma Theta Tau International.

  11. The association of strategic group and organizational culture with hospital performance in China.

    Science.gov (United States)

    Xue, Di; Zhou, Ping; Bundorf, M Kate; Huang, Jin Xin; Chang, Ji Le

    2013-01-01

    The policy environment in China is rapidly changing. Strategic planning may enable hospitals to respond more effectively to changes in their external environment, little evidence exists on the extent to which public hospitals in China adopt different strategies and the relationship between strategic decision-making and hospital performance. The purposes of our study were to determine the extent to which different hospitals adopt different strategies, whether strategies are associated with organizational culture and whether hospital strategies are associated with hospital performance. Presidents (or vice presidents), employees, and patients from 87 public hospitals were surveyed during 2009. Measures of strategic group were developed using cluster analysis based on the three dimensions of product position, competitive posture, and market position. Culture was measured using a tool developed by the investigators. Performance was measured based on profitability, patient satisfaction, and employee satisfaction with overall hospital development in the recent 5 years. The association of strategic group and organizational culture with hospital performance was analyzed using multivariate models. Chinese public general hospitals were classified into five strategic groups that had significant differences in product positioning, competitive posture, and market position. Hospitals of similar types based on regulation adopted different strategies. Organizational culture was not strongly associated with hospital strategic group. Although strategic group was associated with hospital profitability and patient satisfaction in the models with or without control for hospital location, these effects did not persist after controlling for organizational culture, hospital level, and hospital location. It is important for public hospitals in China to make effective strategic planning and align their organizational culture with the strategies for better execution and therefore better

  12. Employee commitment in MNCs: impacts of organizational culture, HRM and top management orientations

    OpenAIRE

    Taylor, Sully; Levy, Orly; Beechler, Schon; Boyacıgiller, Nakiye Avdan; Boyacigiller, Nakiye Avdan

    2006-01-01

    This paper examines the impact of organizational culture and HRM system on employee commitment of core employees in multinational companies (MNCs). In addition, it identifies two top management team orientations global orientation and geocentric orientation that are seen as contributing uniquely to employee commitment in international firms. We found strong overall support for the model. The results also suggest that High Performance Work Practices have a positive impact on commitment r...

  13. The Risk of Hyper-Culture: How to Avoid It and Work With Real Organizational Culture

    International Nuclear Information System (INIS)

    Alvesson, M.

    2016-01-01

    The talk addresses the issue of work with organizational culture often circling around nicely formulated, vague and idealistic words — hyper culture. These look good on power point presentations and in policy documents. They seldom work well in practical use. But senior managers, consultants, staff people and educators like the nice-sounding. It is good for status and self-esteem. And we all like what is pedagogical, astetic and reassuring. The talk addresses the phenomenon of hyper culture. And points at ways to avoid these and work with organizational practices in relation to culture. The talk draws on the presenter’s book THE TRIUMPH OF EMPTINESS. Oxford University Press. (author)

  14. The role of organizational culture in retaining nursing workforce.

    Science.gov (United States)

    Banaszak-Holl, Jane; Castle, Nicholas G; Lin, Michael K; Shrivastwa, Nijika; Spreitzer, Gretchen

    2015-06-01

    We examined how organizational culture in nursing homes affects staff turnover, because culture is a first step to creating satisfactory work environments. Nursing home administrators were asked in 2009 to report on facility culture and staff turnover. We received responses from 419 of 1,056 administrators contacted. Respondents reported the strength of cultural values using scales from a Competing Values Framework and percent of staff leaving annually for Registered Nurse (RN), Licensed Practice Nurse (LPN), and nursing aide (NA) staff. We estimated negative binomial models predicting turnover.  Turnover rates are lower than found in past but remain significantly higher among NAs than among RNs or LPNs. Facilities with stronger market values had increased turnover among RNs and LPNs, and among NAs when turnover was adjusted for facilities with few staff. Facilities emphasizing hierarchical internal processes had lower RN turnover. Group and developmental values focusing on staff and innovation only lowered LPN turnover. Finally, effects on NA turnover become insignificant when turnover was adjusted if voluntary turnover was reported. Organizational culture had differential effects on the turnover of RN, LPN, and NA staff that should be addressed in developing culture-change strategies. More flexible organizational culture values were important for LPN staff only, whereas unexpectedly, greater emphasis on rigid internal rules helped facilities retain RNs. Facilities with a stronger focus on customer needs had higher turnover among all staff. © The Author 2013. Published by Oxford University Press on behalf of The Gerontological Society of America. All rights reserved. For permissions, please e-mail: journals.permissions@oup.com.

  15. [Job satisfaction and organizational culture as predictors of absenteeism].

    Science.gov (United States)

    Mendoza Llanos, Rodolfo

    2015-08-01

    Absenteeism caused by sick leaves generates an important economic burden. To determine if job satisfaction, psychological climate, hierarchic level and age are predictors of absenteeism caused by sick leaves. FOCUS-93 survey that measures organizational culture and the satisfaction scale of Warr, Cook and Wall were distributed to 1387 workers of a hospital and answered by 874. Absenteeism data was obtained from the justified absenteeism registry of the Chilean Health Services. Absenteeism is influenced by job satisfaction and organizational culture. Age has no influence. Hierarchic level has a negative influence on absenteeism among men and a negligible effect among women. Those workers that are not satisfied with their work have higher rates of absenteeism.

  16. The impact of leadership styles on organizational culture in Mapsa company

    Directory of Open Access Journals (Sweden)

    Dariush Gholamzadeh

    2014-09-01

    Full Text Available This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM showed that Transformational and Transactional leadership styles could positively influence on organizational culture. Laissez-fair leadership has a negative effect on organizational culture. In conclusion, transformational leadership style was recommended to balance all four traits of Denison’s organizational culture.

  17. Role of the reward system in managing changes of organizational culture

    Directory of Open Access Journals (Sweden)

    Bogićević-Milikić Biljana

    2007-01-01

    Full Text Available The paper intends to investigate how companies can efficiently manage their organizational cultures through changes in the reward system. The paper is based on a research which has taken place in one Serbian company which decided to change its organizational culture, as a prerequisite for further organizational changes. As the main instrument for changing organizational culture, the top management used changes in the reward system. The findings suggest that in the short run only narrow changes of organizational culture are likely to occur. The influence of the reward system on cultural changes is quite limited, and therefore should be strengthened by using various HRM policies.

  18. An Investigation of Organizational Culture Changes and Effectiveness at Jefferson College: 1963-Present

    Science.gov (United States)

    McCaffrey, Dena M.

    2012-01-01

    A fundamental factor in the internal dynamics of a college is its culture. Central to understanding organizational culture is to minimize the occurrence and consequences of cultural conflict and help foster the development of shared goals. Modifying organizational culture is important. Without culture change, there is little hope of enduring…

  19. A study on relationship between organizational culture and communication apprehension

    Directory of Open Access Journals (Sweden)

    Aliakbar Farhangi

    2013-07-01

    Full Text Available This paper presents a study to investigate the relationship between organizational culture and communication apprehension among some employees who worked for Iran broadcasting channel. The study has adopted two well-known questionnaires developed by Hofstede (1984 [Hofstede, G. (1984. Culture's Consequences: International Differences in Work-Related Values (2nd ed.. Beverly Hills CA: SAGE Publications. ISBN 0-8039-1444-X] for organizational culture and McCroskey et al. (1985 [McCroskey, J. C., Beatty, M. J., Kearney, P., & Plax, T. G. (1985. The content validity of the PRCA‐24 as a measure of communication apprehension across communication contexts. Communication Quarterly, 33(3, 165-173.] for communication apprehension (CA. We have used Chi-Square test to verify different hypotheses of the survey and the results of the survey have indicated that while there was no relationship between CA and three components including cultures of masculinity, individualistic culture and ambiguity aversion, there was a significance relationship between CA and power distance. The results of our survey indicate that as the power distance increases we may expect a higher level on CA.

  20. Agent-based organizational modelling for analysis of safety culture at an air navigation service provider

    International Nuclear Information System (INIS)

    Stroeve, Sybert H.; Sharpanskykh, Alexei; Kirwan, Barry

    2011-01-01

    Assessment of safety culture is done predominantly by questionnaire-based studies, which tend to reveal attitudes on immaterial characteristics (values, beliefs, norms). There is a need for a better understanding of the implications of the material aspects of an organization (structures, processes, etc.) for safety culture and their interactions with the immaterial characteristics. This paper presents a new agent-based organizational modelling approach for integrated and systematic evaluation of material and immaterial characteristics of socio-technical organizations in safety culture analysis. It uniquely considers both the formal organization and the value- and belief-driven behaviour of individuals in the organization. Results are presented of a model for safety occurrence reporting at an air navigation service provider. Model predictions consistent with questionnaire-based results are achieved. A sensitivity analysis provides insight in organizational factors that strongly influence safety culture indicators. The modelling approach can be used in combination with attitude-focused safety culture research, towards an integrated evaluation of material and immaterial characteristics of socio-technical organizations. By using this approach an organization is able to gain a deeper understanding of causes of diverse problems and inefficiencies both in the formal organization and in the behaviour of organizational agents, and to systematically identify and evaluate improvement options.

  1. Organizational architecture, ethical culture, and perceived unethical behavior towards customers : Evidence from wholesale banking

    NARCIS (Netherlands)

    Zaal, Raymond O.S.; Jeurissen, Ronald J.M.; Groenland, Edward A.G.

    2018-01-01

    In this study, we propose and test a model of the effects of organizational ethical culture and organizational architecture on the perceived unethical behavior of employees towards customers. This study also examines the relationship between organizational ethical culture and moral acceptability

  2. Organizational Learning Culture, Learning Transfer Climate and Perceived Innovation in Jordanian Organizations

    Science.gov (United States)

    Bates, Reid; Khasawneh, Samer

    2005-01-01

    This paper examines the relationship between organizational learning culture, learning transfer climate, and organizational innovation. The objective was to test the ability of learning organization culture to account for variance in learning transfer climate and subsequent organizational innovation, and to examine the role of learning transfer…

  3. A Common Methodology: Using Cluster Analysis to Identify Organizational Culture across Two Workforce Datasets

    Science.gov (United States)

    Munn, Sunny L.

    2016-01-01

    Organizational structures are comprised of an organizational culture created by the beliefs, values, traditions, policies and processes carried out by the organization. The work-life system in which individuals use work-life initiatives to achieve a work-life balance can be influenced by the type of organizational culture within one's workplace,…

  4. Organizational Cultural Assessment of the Idaho National Engineering Laboratory

    Energy Technology Data Exchange (ETDEWEB)

    1991-06-01

    An Organizational Cultural Assessment (OCA) was performed at the Idaho National Engineering Laboratory (INEL) by administering an Organizational Culture Survey (OCS) that queried employees on the subjects of organizational culture, various aspects of communications, employee commitment, work group cohesion, coordination of work, environmental concerns, hazardous nature of work, safety and overall job satisfaction. Many of these subjects are assessed in the OCS through highly developed and validated scales that have been administered in many different types of organizations. The purpose of the OCS is to measure in a quantitative and objective way the notion of culture;'' that is, the values, attitudes, and beliefs of the individuals working within the organization. In addition, through the OCS, a broad sample of individuals can be reached that would probably not be interviewed or observed during the course of a typical assessment. The OCS also provides a descriptive profile of the organization at one point in time that can then be compared to a profile taken at a different point in time to assess changes in the culture of the organization. The OCS administration at the INEL was the sixth to occur at a Department of Energy (DOE) facility. The INEL Organization is somewhat different from other DOE facilities are which the OCS was administered, due to the presence of six different major operating contractors. The seven organizations assessed at the INEL are: (1) Argonne National Laboratory -- West; (2) DOE Fire Department/Radiological and Environmental Sciences Laboratory; (3) EG G Idaho Incorporated; (4) MK Ferguson; (5) Protection Technology Incorporated; (6) Rockwell; and (7) Westinghouse Idaho Nuclear Company Incorporated. All data from the OCS is presented in group summaries by organization, Supervisory Level, Staff Classification, and department within organization. Statistically significant differences between groups are identified and discussed.

  5. Organizational Cultural Assessment of the Solar Energy Research Institute

    Energy Technology Data Exchange (ETDEWEB)

    None

    1991-06-01

    An Organizational Cultural Assessment (OCA) was performed at the Solar Energy Research Institute (SERI) by administering an Organizational Culture Survey (OCS) that queried employees on the subjects of organizational culture, various aspects of communications, employee commitment, work group cohesion, coordination of work, environmental concerns, hazardous nature of work, safety and overall job satisfaction. The purpose of the OCS is to measure in a quantitative and objective way the notion of culture;'' that is, the values, attitudes, and beliefs of the individuals working within the organization. In addition, through the OCS, a broad simple of individuals can be reached that would probably not be interviewed or observed during the course of a typical assessment. The OCS also provides a descriptive profile of the organization at one point in time that can then be compared to a profile taken at a different point in time to assess changes in the culture of the organization. All data from the OCS is presented in group summaries, by division, supervisory level, and staff classification. Statistically significant differences between groups are identified and discussed. The most notable finding which emerges from the OCA conducted at SERI is that it is a very homogeneous organization as indicated by the few statistically significant differences found between divisions/offices, staff classifications, and supervisory levels. The results also indicate SERI to be an organization which places a large amount of emphasis on those behaviors which are considered constructive'' (i.e., Humanistic-Encouraging, Affiliative, Achievement, Self-Actualizing) and, although to a lesser extent, on those behaviors which could be regarded as passive/defensive'' (i.e., Approval, Conventional, Dependent, Avoidance). 9 refs., 11 figs., 6 tabs.

  6. The Study of Relationship between Organizational Culture and Organizational Belonging in Employees of Varamin County Office of Education

    Science.gov (United States)

    Tabatabaee, Seyed Mahmoud; Koohi, Amirhasan; Ghandali, Abbas; Tajik, Tayebeh

    2016-01-01

    The purpose of the present research is to study the relationship between organizational culture and organizational belonging among employees of Varamin County ministry of education. This is a descriptive-survey study. The statistical population is consisted of all 274 official and contract employees of ministry of education in Varamin County of…

  7. The Role of Transformational Leadership, Organizational Culture and Organizational Learning in Improving the Performance of Iranian Agricultural Faculties

    Science.gov (United States)

    Abbasi, Enayat; Zamani-Miandashti, Naser

    2013-01-01

    This empirical research was conducted to investigate the role of transformational leadership, organizational culture and organizational learning in improving the performance of Iranian agricultural faculties and leading them to become learning organizations. The research population consisted of all faculty members of public agricultural faculties…

  8. Analyzing the Relationship of Organizational Trust and Organizational Culture with Knowledge Sharing Behavior in Teachers of Second Intermediate Period

    Science.gov (United States)

    Shahhosseini, Sakineh; Nadi, Mohammad Ali

    2015-01-01

    The present paper aims to study the relationship of organizational trust, organizational culture with knowledge sharing behavior among teachers of Second Intermediate Period in the City of Isfahan. Research method was correlation and statistical population included all teachers of Second Intermediate Period of Isfahan in academic year 2013-2014 (N…

  9. Information and communications technology, culture, and medical universities; organizational culture and netiquette among academic staff.

    Science.gov (United States)

    Yarmohammadian, Mohammad Hossein; Iravani, Hoorsana; Abzari, Mehdi

    2012-01-01

    Netiquette is appropriate behavioral etiquette when communicating through computer networks or virtual space. Identification of a dominant organizational culture and its relationship with a network culture offers applied guidelines to top managers of the university to expand communications and develop and learn organization through the use of the internet. The aim of this research was to examine the relationship between netiquette and organizational culture among faculty members of the Isfahan University of Medical Sciences (IUMS), Iran. To achieve this aim, the research method in this study was correlational research, which belonged to the category of descriptive survey research. The target population comprised of 594 faculty members of the IUMS, from which a sample of 150 was randomly selected, based on a simple stratified sampling method. For collecting the required data, two researcher-made questionnaires were formulated. Even as the first questionnaire tended to measure the selected sample members' organizational culture according to Rabbin's model (1999), the latter was designed in the Health Management and Economic Research Center (HMERC), to evaluate netiquette. The reliability of the questionnaires was computed by Choronbach's alpha coefficient formula and they happened to be 0.97 and 0.89, respectively. Ultimately, SPSS Version #15 was used for the statistical analysis of the data. The findings revealed that the organizational culture and netiquette were below average level among the sample members, signifying a considerable gap in the mean. In spite of that, there was no significant relationship between netiquette and the organizational culture of the faculty members. Emphasizing the importance of cultural preparation and a network user's training, this research suggests that the expansion of network culture rules among IUMS and organizational official communications, through the use of internet networks, in order to promote university netiquette and

  10. Information and communications technology, culture, and medical universities; organizational culture and netiquette among academic staff

    Science.gov (United States)

    Yarmohammadian, Mohammad Hossein; Iravani, Hoorsana; Abzari, Mehdi

    2012-01-01

    Introduction: Netiquette is appropriate behavioral etiquette when communicating through computer networks or virtual space. Identification of a dominant organizational culture and its relationship with a network culture offers applied guidelines to top managers of the university to expand communications and develop and learn organization through the use of the internet. The aim of this research was to examine the relationship between netiquette and organizational culture among faculty members of the Isfahan University of Medical Sciences (IUMS), Iran. Materials and Methods: To achieve this aim, the research method in this study was correlational research, which belonged to the category of descriptive survey research. The target population comprised of 594 faculty members of the IUMS, from which a sample of 150 was randomly selected, based on a simple stratified sampling method. For collecting the required data, two researcher-made questionnaires were formulated. Even as the first questionnaire tended to measure the selected sample members’ organizational culture according to Rabbin's model (1999), the latter was designed in the Health Management and Economic Research Center (HMERC), to evaluate netiquette. The reliability of the questionnaires was computed by Choronbach's alpha coefficient formula and they happened to be 0.97 and 0.89, respectively. Ultimately, SPSS Version #15 was used for the statistical analysis of the data. Results: The findings revealed that the organizational culture and netiquette were below average level among the sample members, signifying a considerable gap in the mean. In spite of that, there was no significant relationship between netiquette and the organizational culture of the faculty members. Conclusion: Emphasizing the importance of cultural preparation and a network user's training, this research suggests that the expansion of network culture rules among IUMS and organizational official communications, through the use of internet

  11. ANALYSIS OF THE CORRELATION BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE INDICATORS

    Directory of Open Access Journals (Sweden)

    Nicu MARCU

    2017-10-01

    Full Text Available The Romanian economic environment is often subjected to dramatic and rapid changes, so the private environment is experiencing these turbulences. In this context, private companies need to adapt to these changes, to be flexible and to migrate from external integration, i.e. customer or supplier focus, to internal integration, that is to pay attention to the increased human resources of the company. A first aspect would be detachment from the stellar concepts that extrinsic motivation is the most important motivation and channel its attention to intrinsic motivation. In this respect, modern companies are looking for ways to define themselves as flexible organizations, capable of taking over the information from the outside environment and transforming them into forecasts, as well as embracing both structural and mental changes as opportune. For this reason, the studies attach importance to the phenomenon of organizational culture, as well as to the relationship established between it and the organizational.

  12. Organizational Communication Based on Organizational Justice Theory for Motivating Workers with Different Cultural Values

    OpenAIRE

    山口,生史

    2002-01-01

    This study is based on organizational justice theory. Although organizational justice theory is useful for explaining organizational behavior, it has not focused on motivation, per se. ln this study, the linkage between organizational justice and motivation is explored with the mediating effect of interpersonal communication in an organization (i.e.,organizational communication).

  13. On the relation between organizational culture and leadership: An empirical analysis

    Directory of Open Access Journals (Sweden)

    Antoniοs D. Kargas

    2015-12-01

    Full Text Available Leadership and organizational culture are considered to be two of the most crucial organizational elements in order for firms to compete successfully and to gain sustainable advantage. We examine the interconnection between the aforementioned elements and create an empirical link based on data drawn from a competitive industry. The results indicate a strong relationship between these two operational factors, while factors’ coordination (identical cultural type and leadership style enforces this relationship. Moreover, it is investigated whether market conditions, such as strength of competition and “operational age and size,” can determine the extent and the direction of the relationship. Market competition seems to affect the direction of the relationship, while operational age and size affect the relevant extent.

  14. Influence of organizational culture on quality healthcare delivery.

    Science.gov (United States)

    Carney, Marie

    2011-01-01

    The purpose of this paper is to identify if aspects of organizational culture may indicate a new terrain in the cultural influences-quality healthcare relationship. This research stems from the author's belief that viewing the role of head of department or directorate as pivotal to health care management is critical to health care planning and quality healthcare delivery. Interviews were undertaken among 50 professional clinician and non-clinician managers working in the role of head of department, in acute care hospitals in Ireland. The sample was drawn from the total population of 850 managers, utilized in a previous survey study. Organizational culture is more complex than was previously thought. Several cultural influences such as excellence in care delivery, ethical values, involvement, professionalism, value-for-money, cost of care, commitment to quality and strategic thinking were found to be key cultural determinants in quality care delivery. Health care managers perceive that in order to deliver quality focused care they need to act in a professional, committed manner and to place excellence at the forefront of care delivery, whilst at the same time being capable of managing the tensions that exist between cost effectiveness and quality of care. These tensions require further research in order to determine if quality of care is affected in a negative manner by those tensions. Originality relates to the new cultural terrain presented in this paper that recognizes the potential of health service managers to influence the organizations' culture and through this influence to take a greater part in ensuring that quality health care is delivered to their patients. It also seems to be important that value-for-money is viewed as an ethical means of delivering healthcare, and not as a conflict between quality and cost.

  15. Organizational culture, team climate and diabetes care in small office-based practices.

    Science.gov (United States)

    Bosch, Marije; Dijkstra, Rob; Wensing, Michel; van der Weijden, Trudy; Grol, Richard

    2008-08-21

    Redesigning care has been proposed as a lever for improving chronic illness care. Within primary care, diabetes care is the most widespread example of restructured integrated care. Our goal was to assess to what extent important aspects of restructured care such as multidisciplinary teamwork and different types of organizational culture are associated with high quality diabetes care in small office-based general practices. We conducted cross-sectional analyses of data from 83 health care professionals involved in diabetes care from 30 primary care practices in the Netherlands, with a total of 752 diabetes mellitus type II patients participating in an improvement study. We used self-reported measures of team climate (Team Climate Inventory) and organizational culture (Competing Values Framework), and measures of quality of diabetes care and clinical patient characteristics from medical records and self-report. We conducted multivariate analyses of the relationship between culture, climate and HbA1c, total cholesterol, systolic blood pressure and a sum score on process indicators for the quality of diabetes care, adjusting for potential patient- and practice level confounders and practice-level clustering. A strong group culture was negatively associated to the quality of diabetes care provided to patients (beta = -0.04; p = 0.04), whereas a more 'balanced culture' was positively associated to diabetes care quality (beta = 5.97; p = 0.03). No associations were found between organizational culture, team climate and clinical patient outcomes. Although some significant associations were found between high quality diabetes care in general practice and different organizational cultures, relations were rather marginal. Variation in clinical patient outcomes could not be attributed to organizational culture or teamwork. This study therefore contributes to the discussion about the legitimacy of the widespread idea that aspects of redesigning care such as teamwork and culture

  16. Organizational culture, team climate and diabetes care in small office-based practices

    Directory of Open Access Journals (Sweden)

    van der Weijden Trudy

    2008-08-01

    Full Text Available Abstract Background Redesigning care has been proposed as a lever for improving chronic illness care. Within primary care, diabetes care is the most widespread example of restructured integrated care. Our goal was to assess to what extent important aspects of restructured care such as multidisciplinary teamwork and different types of organizational culture are associated with high quality diabetes care in small office-based general practices. Methods We conducted cross-sectional analyses of data from 83 health care professionals involved in diabetes care from 30 primary care practices in the Netherlands, with a total of 752 diabetes mellitus type II patients participating in an improvement study. We used self-reported measures of team climate (Team Climate Inventory and organizational culture (Competing Values Framework, and measures of quality of diabetes care and clinical patient characteristics from medical records and self-report. We conducted multivariate analyses of the relationship between culture, climate and HbA1c, total cholesterol, systolic blood pressure and a sum score on process indicators for the quality of diabetes care, adjusting for potential patient- and practice level confounders and practice-level clustering. Results A strong group culture was negatively associated to the quality of diabetes care provided to patients (β = -0.04; p = 0.04, whereas a more 'balanced culture' was positively associated to diabetes care quality (β = 5.97; p = 0.03. No associations were found between organizational culture, team climate and clinical patient outcomes. Conclusion Although some significant associations were found between high quality diabetes care in general practice and different organizational cultures, relations were rather marginal. Variation in clinical patient outcomes could not be attributed to organizational culture or teamwork. This study therefore contributes to the discussion about the legitimacy of the widespread idea

  17. Multilevel Analysis of Employee Satisfaction on Commitment to Organizational Culture: Case Study of Chinese State-Owned Enterprises

    Directory of Open Access Journals (Sweden)

    Fangtao Liu

    2017-11-01

    Full Text Available This study analyzes the effects of employee satisfaction and demographic indicators on employee commitment to organizational culture at the enterprise level. With data from a survey of 3029 employees from 27 state-owned enterprises (SOEs, a hierarchical linear model (HLM is used to identify the influencing factors of employee commitment to organizational culture at the enterprise level. An empirical study indicates that apart from the factors of employee satisfaction and demographic background, four contextual variables of enterprises, namely, comprehensive management, energy intensity, cost-income ratio, and capacity-load ratio, also influence commitment to organizational culture levels. Results show that applying HLM can substantially improve the explanatory power of employee satisfaction factors on commitment to organizational culture using nested enterprise contextual variables. Although measurement scales and satisfaction models have been proposed over the years, only a few studies have addressed the particular nature inherent in Chinese SOEs. HLM, which accounts for the nested data structure and determines the effects of employee satisfaction factors on commitment to organizational culture without bias, is developed in this study. Through an insider view based on empirical work, this research can improve the ability of senior managers to understand the culture and dynamics of organizations, to deliver strong leadership, and to enhance corporate internal management.

  18. PRACTICAL ASPECTS OF OSAI METHODOLOGY IN ASSESSING THE ORGANIZATIONAL CULTURE OF AN ENGINEERING COMPANY

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    Aleksandra Biletskaya

    2015-11-01

    Full Text Available This article is intended to generalize and highlight the practical application of certain science-based approaches to assessment of an engineering company’s organizational culture. The OSAI method application has enabled determining the type of the organizational culture existing within a company and the desirable type thereof, i.e. the one which would produce a positive effect on the competitive status of a company, as well as on the utilization of its human resources. This is important because an appropriate level of the organizational culture within a company would enhance the psychological climate within a company and would provide an opportunity for improving its performance. Methodology. In order to attain the goal of our research, it is necessary to diagnose the type of the organizational culture of some selected companies and draw a conclusion as to amendment of their organizational culture. In order to ensure the successful outcome of the corporate organizational culture diagnosing procedure, let us use the OSAI tool to determine the foundation of such culture. This organizational culture assessment tool helps to define the organizational culture which members of a company are to achieve in order to meet the demands and to respond to the dynamic changes in the business environment. The results showed that the assessment of organizational culture using the method made it possible to determine the OSAI required type of organizational culture on the test plants. Practical implications. Definition of recommendation type of organizational culture has enabled the leadership to change the style of his behavior and better motivate the labor collective. Pay attention to the existing problems and improve the psychological atmosphere in the team, as well as improve the efficiency of plant personnel. Value/originality. The data obtained for the four businesses lead to the conclusion that it is the method of evaluation the optimum procedure for

  19. The Impact of Organizational Commitment and Nursing Organizational Culture on Job Satisfaction in Korean American Registered Nurses.

    Science.gov (United States)

    Kim, Young Im; Geun, Hyo Geun; Choi, SookJa; Lee, Young Sil

    2016-09-01

    This study aimed to describe the perceived level of organizational commitment and organizational culture of Korean American Registered Nurses (KARNs) and to investigate predictors of job satisfaction. A total of 163 KARNs working in U.S. hospitals responded to a Web survey. Descriptive analysis, t test, analysis of variance, and stepwise regressions were used for data analysis. KARNs reported moderate levels of job satisfaction (3.5 ± 0.58). Job satisfaction was positively correlated with both organizational commitment (r = .85, p culture (r = .66, p Organizational commitment, culture, marital status, and workplace were significant predictors of and explained 76.8% of the variance in job satisfaction. This study provides evidence to help nursing managers and health policy makers develop educational programs aimed at enhancing job satisfaction and retention of KARNs. © The Author(s) 2016.

  20. THE LINK BETWEEN ORGANIZATIONAL CULTURE AND CORPORATE PERFORMANCE – AN OVERVIEW

    Directory of Open Access Journals (Sweden)

    Liviu Ilies

    2008-05-01

    Full Text Available The object of this paper is to examine organizational culture and organizational performance through an analysis of the existent culture models and the empirical studies conducted to examine the corporate culture and organizational performance link. Even though a wide literature has focused on this relationship, the link between these two variables remains unclear because of the mixing results of the empirical studies.

  1. Reforming the Norwegian Police - Cultural Change as a Restoration of Organizational Ideologies, Myths and Practices

    OpenAIRE

    Stig O. Johannessen

    2015-01-01

    The paper lays out the origins of the organizational culture myth and how ideas from populist movements of cultural change together with organizational control ideologies have come to be adopted as the panacea for the ills of the Norwegian Police. The paper then draws attention to how the above trends can be explored from a process theoretical perspective with a view towards organizational culture as practices emerging from patterns of communication, power, identity and moral ethics. The disc...

  2. The Relationships among Different Organizational Culture and Leadership Types with Organizational Commitment: A Field Study on Logistics Firms

    Directory of Open Access Journals (Sweden)

    A. Zafer ACAR

    2013-06-01

    Full Text Available Logistics industry contributes to the adaptation of the firms to the requirements of global competitiveness by ensuring the movement of goods. Despite the changes and developments in context of telecommunication and transportation technologies logistics industry is still having a labor-intensive structure. Thus, to sustain organizational capabilities that created through employees is an important factor to achieve competitive advantage. According to the literature, desirable work outcomes of employees are related with their organizational commitment behavior to their organizations. Moreover in logistics firms, to adapt competitive environment and to create organizational capabilities through employees, leaders have to demonstrate leadership behaviors as forming and supporting a capability creating organizational culture. Thus the aim of this study is to explore the effects of organizational culture and leadership styles on employees’ commitment. To reach this aim a questionnaire survey is performed and data collected from 448 employees of 39 logistics firms analyzed by using SPSS v.15 statistical program. Findings of this research are supported the positive effects of leadership and organizational culture on the organizational commitment in context of logistics industry.

  3. Organizational Culture and Entrepreneurial Performance in Business Administration

    Directory of Open Access Journals (Sweden)

    Loredana Narcisa POSTEUCĂ

    2013-06-01

    Full Text Available In the market economy an overview is visible, according to which organizational culture is correlated with the entrepreneurial performance. Therefore, the economic actors’ behaviour is an essential component in the formation and development of entrepreneurial performance, and also is evident the correlation between the theoretic field and practices, regarding the relationship between an organizational culture and the entrepreneurial performance Moreover, methodological openings towards the new paradigms reflect different ways of approaching the knowable contents. It is about the objective analysis of the contextual situations, analysis which reflects the transmission and reception of entrepreneurial typologies that are effective on the social level. Furthermore, adopting a consensual methodology to the level of entrepreneurial dimensions legitimize precisely those social responsibilities designed to support efficiency and educational performance. For this purpose, we consider that it should be granted an important role to the connection between entrepreneurship methodology and knowledge system, depending on which the strategies initiated are operationalized. Therefore, such connections depend on the strategies assumed in the process of materialize the business performance.

  4. The role of organizational culture in improvement of professional ethics in research organizations

    Directory of Open Access Journals (Sweden)

    Ali Baqi

    2013-06-01

    Full Text Available Culture is the soul of an organization, which can cause advance or retrogress of the organization. This paper investigates the role of organizational culture on improvement and effectiveness of organizations. We identify and recognize the role of important components of organizational culture in effectiveness of professional ethics within organizations. The results show that there was a meaningful relationship between organizational interest and commitment, enhancement of stability and compatibility, teamwork moral, giving identity to the staff and the quality of professional ethics. The results obtained from the data analysis also indicate that organizational culture deeply affects the employees' behavior of an organization.

  5. Challenges Facing Military Organizational Cultural Reform: A study of the 2004 Air Force Materiel Command Reorganization

    Science.gov (United States)

    2006-03-01

    job satisfaction and encourage production (Chapman, 2005). Maslow’s Hierarchy of Needs has been adopted as an explanation for...Organizational Culture Reform Movements.........................................................10 Organizational Theory – Job Satisfaction ...effect on the organizations employees, especially with their job satisfaction . 11 Organizational Theory – Job Satisfaction Job satisfaction

  6. Organizational Resilience and Culture a Model for Information Technology Service Management (ITSM)

    Science.gov (United States)

    Granito, Francis A.

    2011-01-01

    Organizational change and organizational culture have been studied and written about by many authors, most notably by Edgar Schein (1990, 1992), and are named as critical components of organizational maturity through such industry standards as The Capability Maturity Model Integration (CMMI), Control Objectives for Information and Related…

  7. Goal Translation: How To Create a Results-Focused Organizational Culture.

    Science.gov (United States)

    Mourier, Pierre

    2000-01-01

    Presents a model for changing human and organizational behavior. Highlights include behavioral dynamics; expectations; alignment; organizational structure; organizational culture; individual skills and training; leadership; management systems; developing corporate-level goals; communicating goals to the organization; and developing employee goals.…

  8. Small Business Leadership and Organizational Culture, Job Satisfaction and Performance: Correlational Research

    Science.gov (United States)

    Frazier, Eugene

    2013-01-01

    This study investigated the relationship among organizational leadership styles (criterion variables), organizational culture, and employee job satisfaction, and organizational performance (predictor variables). The study research method was the quantitative method using a correlational research design that investigated the relationship among the…

  9. Cross-cultural industrial organizational psychology and organizational behavior: A hundred-year journey.

    Science.gov (United States)

    Gelfand, Michele J; Aycan, Zeynep; Erez, Miriam; Leung, Kwok

    2017-03-01

    In celebration of the anniversary of the Journal of Applied Psychology ( JAP ), we take a hundred-year journey to examine how the science of cross-cultural industrial/organizational psychology and organizational behavior (CCIO/OB) has evolved, both in JAP and in the larger field. We review broad trends and provide illustrative examples in the theoretical, methodological, and analytic advances in CCIO/OB during 4 main periods: the early years (1917-1949), the middle 20th century (1950-1979), the later 20th century (1980-2000), and the 21st century (2000 to the present). Within each period, we discuss key historical and societal events that influenced the development of the science of CCIO/OB, major trends in research on CCIO/OB in the field in general and JAP in particular, and important milestones and breakthroughs achieved. We highlight pitfalls in research on CCIO/OB and opportunities for growth. We conclude with recommendations for the next 100 years of CC IO/OB research in JAP and beyond. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  10. Effects of Business Model Development Projects on Organizational Culture: A Multiple Case Study of SMEs

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    Ulla Santti

    2017-08-01

    Full Text Available Previous research has shown that links between organizational culture and innovativeness/performance may act as a “social glue” that helps a company develop organizational culture as a competitive advantage. In this study of three case companies, the organizational culture change due business model development projects is studied using the Competing Values Framework (CVF tool and interviews with respondents about discovered changes. To reveal intervention and implied effects between business model development project and organizational culture changes, we used CIMO logic (context, intervention, mechanism, and outcome to bridge practice and theory by explanatory, backward-looking research. Our case studies of companies in relatively short-duration business model development projects indicate that organizational culture may have some dynamic characteristics, for example, an increase of the adhocracy organizational type in all case companies or an increase in the hierarchical leadership type in one case company. Thus, the development of an organizational culture type can be partly controlled. Our results also indicated business model development projects do have a minor effect on organizational culture, even when development activities have not been put fully into practice. However, the more comprehensively business model development project activities have been put into practice, the larger the effect on organizational culture.

  11. Do sexist organizational cultures create the Queen Bee?

    Science.gov (United States)

    Derks, Belle; Ellemers, Naomi; van Laar, Colette; de Groot, Kim

    2011-09-01

    'Queen Bees' are senior women in masculine organizational cultures who have fulfilled their career aspirations by dissociating themselves from their gender while simultaneously contributing to the gender stereotyping of other women. It is often assumed that this phenomenon contributes to gender discrimination in organizations, and is inherent to the personalities of successful career women. We argue for a social identity explanation and examine organizational conditions that foster the Queen Bee phenomenon. Participants were 94 women holding senior positions in diverse companies in The Netherlands who participated in an on-line survey. In line with predictions, indicators of the Queen Bee phenomenon (increased gender stereotyping and masculine self-descriptions) were found mostly among women who indicated they had started their career with low gender identification and who had subsequently experienced a high degree of gender discrimination on their way up. By contrast, the experience of gender discrimination was unrelated to signs of the Queen Bee phenomenon among women who indicated to be highly identified when they started their career. Results are discussed in light of social identity theory, interpreting the Queen Bee phenomenon as an individual mobility response of low gender identified women to the gender discrimination they encounter in their work. ©2010 The British Psychological Society.

  12. Burnout, Engagement, and Organizational Culture: Differences between Physicians and Nurses.

    Science.gov (United States)

    Mijakoski, Dragan; Karadzinska-Bislimovska, Jovanka; Basarovska, Vera; Montgomery, Anthony; Panagopoulou, Efharis; Stoleski, Sasho; Minov, Jordan

    2015-09-15

    Burnout results from a prolonged response to chronic emotional and interpersonal workplace stressors. The focus of research has been widened to job engagement. Purpose of the study was to examine associations between burnout, job engagement, work demands, and organisational culture (OC) and to demonstrate differences between physicians and nurses working in general hospital in Skopje, Republic of Macedonia. Maslach Burnout Inventory and Utrecht Work Engagement Scale were used for assessment of burnout and job engagement. Work demands and OC were measured with Hospital Experience Scale and Competing Values Framework, respectively. Higher scores of dedication, hierarchy OC, and organizational work demands were found in physicians. Nurses demonstrated higher scores of clan OC. Burnout negatively correlated with clan and market OC in physicians and nurses. Job engagement positively correlated with clan and market OC in nurses. Different work demands were related to different dimensions of burnout and/or job engagement. Our findings support job demands-resources (JD-R) model (Demerouti and Bakker). Data obtained can be used in implementation of specific organizational interventions in the hospital setting. Providing adequate JD-R interaction can lead to prevention of burnout in health professionals (HPs) and contribute positively to better job engagement in HPs and higher quality of patient care.

  13. Organizational Culture and Its Implementation in the Choice of Strategic Option - Case Study Montenegro

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    Gordana NIKČEVIĆ

    2014-10-01

    Full Text Available The topic of this paper is to examine the influence of organizational culture on determination and implementation of the appropriate strategy within the company. Specifically, the author has tested the hypothesis about the influence of organizational culture on determination of strategy in Montenegrin companies. Firstly, in the theoretical part of the paper, the author defined organizational culture and business strategy and then analyzed the nature and manner of influence of organizational culture on formulation and implementation of strategy, as well as influence of implemented strategy on organizational culture. Organizational culture affects formulation of strategy determining information gathering, perception and interpretation of the environment. Namely, culture can facilitate or prevent implementation of the strategy through legitimization process. In the same way, the application of chosen strategy may, through its institutionalization process, reinforce or change the existing organizational culture. The empirical part of the paper refers to research results and testing of hypotheses about the influence of organizational culture on strategy of companies in Montenegro carried out on sample of 16 companies (324 respondents in Montenegro.

  14. Conversation at the Border Between Organizational Culture Theory and Institutional Theory

    DEFF Research Database (Denmark)

    Hatch, Mary Jo; Zilber, Tammar

    2012-01-01

    - taken for grantedness and meanings. We ask what is taken for granted about institutions and organizational culture and how institutions and organizational cultures materialize? Our conversation reveals that although the notion of the taken for granted is important to institutional theory......This paper reflects our conversation at the border - a dividing line but also a potential meeting place - of organizational culture theory and institutional theory. First, we discuss the border between institutional theory and organizational culture theory by exploring two notions central to both...... and organizational culture theory, what this means and implies is quite different for each. We also found that even though institutions and cultures involve meaning and evolve through meaning making, the two are understood and hence explored methodologically in quite different ways. So what seemed to be similar...

  15. Organizational culture: essence and basic characteristics in the conditions of the globalizatio

    Directory of Open Access Journals (Sweden)

    E. B. Bannikova

    2015-09-01

    Full Text Available The article presents an analysis of the concept of «organizational culture» through the prism of a phenomenon of culture and different approaches to organizational culture are crystallizes. Culture is defined as historically certain level of society development and man, that expressed in the types and forms of human life organization, and material and spiritual values, which created by them. It is shown that one of the classifications of culture divided it into three types: monoactive (or linearly arranged, poliactive and reactive. Each of these types is characterized by a particular style of the information collection that defines the possibility of decisions making management when using this classification in organizations. The features of the interpretation of the concept of «organizational culture» are defined. The essence of the organizational culture is a set of values, which are the guidelines of behavior of employees, management decision-making guidelines, as well as a system of symbols and rituals that serve as a set of rules approved behavior of employees in an organization. Marked constituent elements of organizational culture: system of values, leadership style, the characters of organization, ceremonies and rituals, cultural organization’s network. The main characteristics of organizational culture are: universality, informality, stability. It is shown that the components of organizational culture changing in the conditions of globalization, which calls for new forms and methods of work with personnel in modern organizations.

  16. A multilevel model of organizational health culture and the effectiveness of health promotion.

    Science.gov (United States)

    Lin, Yea-Wen; Lin, Yueh-Ysen

    2014-01-01

    Organizational health culture is a health-oriented core characteristic of the organization that is shared by all members. It is effective in regulating health-related behavior for employees and could therefore influence the effectiveness of health promotion efforts among organizations and employees. This study applied a multilevel analysis to verify the effects of organizational health culture on the organizational and individual effectiveness of health promotion. At the organizational level, we investigated the effect of organizational health culture on the organizational effectiveness of health promotion. At the individual level, we adopted a cross-level analysis to determine if organizational health culture affects employee effectiveness through the mediating effect of employee health behavior. The study setting consisted of the workplaces of various enterprises. We selected 54 enterprises in Taiwan and surveyed 20 full-time employees from each organization, for a total sample of 1011 employees. We developed the Organizational Health Culture Scale to measure employee perceptions and aggregated the individual data to formulate organization-level data. Organizational effectiveness of health promotion included four dimensions: planning effectiveness, production, outcome, and quality, which were measured by scale or objective indicators. The Health Promotion Lifestyle Scale was adopted for the measurement of health behavior. Employee effectiveness was measured subjectively in three dimensions: self-evaluated performance, altruism, and happiness. Following the calculation of descriptive statistics, hierarchical linear modeling (HLM) was used to test the multilevel hypotheses. Organizational health culture had a significant effect on the planning effectiveness (β = .356, p organizational health culture on three dimensions of employee effectiveness were completely mediated by health behavior. The construct connections established in this multilevel model will help in

  17. School Organizational Culture in Improving to the Teachers’ Performance

    Directory of Open Access Journals (Sweden)

    Paulus Mikku Ate

    2015-02-01

    Key Words: organizational culture, teacher performance   Abstrak: Tujuan penelitian ini untuk mengetahui proses terbentuknya budaya organisasi dalam meningkatkan kinerja guru. Penelitian ini menggunakan metode kualitatif dengan rancangan studi multi kasus. Lokasi penelitian di dua sekolah swasta di Kabupaten Sumba Barat Daya, Nusa Tenggara Timur, pengumpulan data dilakukan dengan wawancara, pengamatan dan dokumentasi. Analisis data menggunakan model interaktif Milles dan Huberman, dan analisis lintas kasus secara induktif konseptual. Hasil penelitian adalah budaya organisasi sekolah dipengaruhi nilai-nilai pokok yang dianut, dihidupi, dan ditanamkan para pendiri, pengganti, dan pemimpin; budaya organisasi mempengaruhi kinerja guru; dan upaya melanggengkan budaya organisasi melalui penentuan pemimpin oleh yayasan, penggunaan seragam, penegakan disiplin, dan melaksanakan perayaan.  Kata kunci: budaya organisasi, kinerja guru

  18. A framework for the organizational assumptions underlying safety culture

    International Nuclear Information System (INIS)

    Packer, Charles

    2002-01-01

    The safety culture of the nuclear organization can be addressed at the three levels of culture proposed by Edgar Schein. The industry literature provides a great deal of insight at the artefact and espoused value levels, although as yet it remains somewhat disorganized. There is, however, an overall lack of understanding of the assumption level of safety culture. This paper describes a possible framework for conceptualizing the assumption level, suggesting that safety culture is grounded in unconscious beliefs about the nature of the safety problem, its solution and how to organize to achieve the solution. Using this framework, the organization can begin to uncover the assumptions at play in its normal operation, decisions and events and, if necessary, engage in a process to shift them towards assumptions more supportive of a strong safety culture. (author)

  19. Resilient leadership and the organizational culture of resilience: construct validation.

    Science.gov (United States)

    Everly, George S; Smith, Kenneth J; Lobo, Rachel

    2013-01-01

    Political, economic, and social unrest and uncertainty seem replete throughout the world. Within the United States, political vitriol and economic volatility have led to severe economic restrictions. Both government and private sector organizations are being asked to do more with less. The specter of dramatic changes in healthcare creates a condition of uncertainty affecting budget allocations and hiring practices. If ever there was a time when a "resilient culture" was needed, it is now. In this paper we shall discuss the application of "tipping point" theory (Gladwell, 2000) operationalized through a special form of leadership: "resilient leadership" (Everly, Strouse, Everly, 2010). Resilient leadership is consistent with Gladwells "Law of the Few" and strives to create an organizational culture of resilience by implementing an initial change within no more than 20% of an organization's workforce. It is expected that such a minority, if chosen correctly, will "tip" the rest of the organization toward enhanced resilience, ideally creating a self-sustaining culture of resilience. This paper reports on the empirical foundations and construct validation of "resilient leadership".

  20. Redefining Organizational Cultures: An Interpretative Anthropological Approach to Corporate Narratives

    Directory of Open Access Journals (Sweden)

    Jasmin Mahadevan

    2009-01-01

    Full Text Available Hardly any management theory nowadays fails to take culture's influence on today's organizations into account. At the very foundation lies the belief that the intercultural boundary can be determined externally—by etic view. In my paper I show how much emic organizational reality differs from etic view. Hereby, I refer to two years of fieldwork that I conducted in a global high-tech company at sites in Germany, Austria and India. I choose this approach to trace culture as an open process of sense-making in practice. Through interpretative anthropological means, I identified several discourses of collective identity that were constructed narratively—often regardless of the presumed etic border of "Germans" vs. "Indians." In summary, this paper makes the following contributions: Firstly, it shows how emic and etic categorizations of the cultural other can differ in a complex environment. Secondly, it looks in depth into the emic categorizations of "the Other" and how they are constructed narratively. Thirdly, it draws conclusions for the field of intercultural communication. URN: urn:nbn:de:0114-fqs0901440

  1. The Association of Organizational Culture and Quality Improvement Implementation With Neonatal Outcomes in the NICU.

    Science.gov (United States)

    Mahl, Sukhy; Lee, Shoo K; Baker, G Ross; Cronin, Catherine M G; Stevens, Bonnie; Ye, Xiang Y

    2015-01-01

    Studies of adult patient populations suggest that organizational culture is associated with quality improvement (QI) implementation, as well as patient outcomes. However, very little research on organizational culture has been performed in neonatal patient populations. This combined cross-sectional survey and retrospective cohort study assessed employee perceptions of organizational culture and QI implementation within 18 Canadian neonatal intensive care units. The associations between these data and neonatal outcomes in extremely preterm infants (born at culture and QI implementation varied according to occupation and age. Higher hierarchical culture was associated with increased survival without major morbidities (odds ratio, 1.04; 95% confidence interval, 1.01-1.06), as were higher QI implementation scores (odds ratio range, 1.20-1.36 by culture type). Our data suggest that organizational culture, particularly hierarchical culture, and level of QI implementation may play a role in neonatal outcomes. Copyright © 2015 National Association of Pediatric Nurse Practitioners. Published by Elsevier Inc. All rights reserved.

  2. Positive and negative spillover from work to home : The role of organizational culture and supportive arrangements

    NARCIS (Netherlands)

    Sok, J.; Blomme, R.J.; Tromp, D.M.

    2014-01-01

    For today's managers, striking a sound work-home balance is an important matter. In this paper we investigate the relationship between organizational culture and work-to-home spillover. Two types of organizational culture, supportive and innovative, were compared with regard to work-to-home

  3. Perceptions of Organizational Culture of a Multi-Campus Community College District: Mixed Methods in Concert

    Science.gov (United States)

    Kuster Dale, Kimberly

    2012-01-01

    This concurrent, mixed-methods case study analyzed perceptions of current and preferred organizational culture within a rural, multi-campus community college district. This phenomenon was examined by analyzing and comparing data collected by surveying all full-time employees utilizing the Organizational Culture Assessment Instrument (OCAI) and…

  4. Faculty Perceptions of Organizational Culture and Collegiality at Protestant Christian Universities in the Pacific Northwest

    Science.gov (United States)

    Johnson, Jamie R.

    2013-01-01

    This study focused on faculty perceptions of organizational culture and collegiality at denominationally affiliated Christian colleges and universities in the Pacific Northwest. It was found that while faculty members perceive tension around their experience of organizational culture, the extent of their relationships as cultivated through formal…

  5. The Relationship between an Effective Organizational Culture and Student Discipline in a Boarding School

    Science.gov (United States)

    van der Westhuizen, Philip C.; Oosthuizen, Izak; Wolhuter, C. C.

    2008-01-01

    This article investigates the relationship between effective organizational culture and student discipline in a boys' boarding house at an urban South African school. Ethnographical methods (observation and interviews) were employed. The study reports on the results pertaining to organizational culture, namely, tangible manifestations of the…

  6. The Mediating Roles of Generative Cognition and Organizational Culture between Personality Traits and Student Imagination

    Science.gov (United States)

    Liu, Yi-Lin; Liang, Chaoyun

    2014-01-01

    Using science majors as an example, we analyzed how generative cognition, organizational culture, and personality traits affect student imagination, and examined the mediating effects of generative cognition and organizational culture. A total of 473 undergraduates enrolled in physical, chemical, mathematical, and biological science programs…

  7. The Influence of Organizational Culture on Affinity for Knowledge Management Practices of Registered Nurses

    Science.gov (United States)

    Allen, Gregory

    2013-01-01

    This study addressed the problems of hospitals' duplicated effort and ad hoc knowledge management (KM) practices. The purpose of this quantitative study was to examine the focus and type of organizational culture in order to describe and predict the relationship between organizational culture and the affinity for KM of nurses working in health…

  8. Connection between Organizational Culture and Development of Achievement Motive of Students of the Faculty of Management

    Science.gov (United States)

    Bubulj, Milan; Arsenijevi, Olja; Simic, Jelena

    2011-01-01

    The authors of this paper are engaged in studying the organizational culture and achievement motive, by carrying out their studies among the students of the Faculty of Management in Novi Sad, AP Vojvodina, Serbia. The problem of this paper's research was set by the question: is there a connection of a dominantly present organizational culture and…

  9. Validating a Measure of Organizational Cultural Competence in Voluntary Child Welfare

    Science.gov (United States)

    Schudrich, Wendy Zeitlin

    2014-01-01

    Objective: This research examines the psychometric properties of two subscales of the Association of University Centers on Disabilities (AUCD) Multicultural Council's Organizational Cultural Competence Assessment, which together have been used to assess organizational cultural competence in child welfare agencies. Method: Confirmatory factor…

  10. The influence of organizational and national culture on new product performance

    OpenAIRE

    Eisend, Martin; Evanschitzky, Heiner; Gilliland, David I.

    2016-01-01

    The authors conduct a meta-analysis on the combined influence of organizational and national culture on new product performance. For this purpose, they refer to the effectiveness of value congruency and develop a conceptual model describing the fit between organizational culture types as suggested by the competing values framework and national culture, as described by Hofstede's cultural dimensions. The meta-analysis is based on 489 effect sizes taken from 123 manuscripts. The findings show t...

  11. On the Effects of Organizational Culture on E-Learning Readiness: An Iranian Experience

    OpenAIRE

    Seyed Yaghoub Hosseini; Khodakaram Salimifard; Shahrbanoo Yadollahi

    2012-01-01

    An organization’s success in implementing e-learning depends on the supports provided by the organizational culture. This paper is aimed to evaluate the impacts of organizational culture on e-learning readiness. To test the research hypothesis, Beta coefficient test was used. Research results indicated a significant positive impact of Clan and Adhocracy cultures on e-learning readiness. It was found that Market culture has a negative impact on e-learning readiness. Research findings cannot ...

  12. The Leadership Style Model That Builds Work Behavior Through Organizational Culture

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-09-01

    Full Text Available The changes in organizational culture and work behavior is an important process for companies to survive in competition. And a change of leadership that is part of the change will pose challenges and reactions to the interests of its human resources. The research approach used quantitative research and included explanatory research to explain the causal relationship among variables through hypothesis testing with partial least squares path modeling (PLS-SEM analysis technique. The results showed the influence of leadership style on positive work behavior but not significant. Reward and punishment no significant effect on work behavior. The organizational culture had a positive and significant effect on work behavior. The leadership style had a positive and significant effect on organizational culture. The reward and punishment had positive and significant effect on organizational culture. The findings of this study showed that participative leadership style model using reward and punishment mechanism could improve work behavior and organizational culture.

  13. Analysis of the effect of leadership and organizational culture on the organizational effectiveness of radiological technologist's working environments

    Energy Technology Data Exchange (ETDEWEB)

    Kim, J.H.; Kim, C.S. [Department of Radiological Science, College of Health sciences, Catholic University of Pusan, Bugok 3-Dong, Geumjeong-gu, Busan 607-757 (Korea, Republic of); Kim, J.M., E-mail: donald@cup.ac.kr [Department of Computer Education, Graduate School, Korea University, Anam-dong Seongbuk - gu, Seoul 136-701 (Korea, Republic of)

    2011-08-15

    Purpose: The purpose of this study was to present ideas to upgrade job performance and improve organizational management by analyzing leadership aspects and organizational cultures of radiological technologist organizations. Method: A questionnaire was used to collect data from 261 radiological technologists working in the city of Busan. Then, SPSS/PC + Win 13 was used to statistically analyze the collected data. One-way ANOVA was adopted to test differences among groups, and multiple regression analyses were conducted to examine the effect of organizational culture and leadership upon organizational effectiveness. Results: First, it was found that radiological technologists stressed consensus most among the 4 types of organizational culture and regarded core transformational leadership as the right type of leadership. Second, regarding the relationship between leadership and organizational effectiveness, transformational leadership had the highest influence upon organizational effectiveness. Third, as for the relationship between organizational culture and organizational effectiveness, it was found that a developmental culture has the highest influence upon organizational effectiveness, followed by a culture of consensus. Conclusion: If transformational leadership and consensual culture are used properly for upgrading job performance in the organization, conflicts among radiological technologists might be reduced, thereby enhancing organizational effectiveness.

  14. Mechanisms of Change in the ARC Organizational Strategy: Increasing Mental Health Clinicians' EBP Adoption Through Improved Organizational Culture and Capacity.

    Science.gov (United States)

    Williams, Nathaniel J; Glisson, Charles; Hemmelgarn, Anthony; Green, Philip

    2017-03-01

    The development of efficient and scalable implementation strategies in mental health is restricted by poor understanding of the change mechanisms that increase clinicians' evidence-based practice (EBP) adoption. This study tests the cross-level change mechanisms that link an empirically-supported organizational strategy for supporting implementation (labeled ARC for Availability, Responsiveness, and Continuity) to mental health clinicians' EBP adoption and use. Four hundred seventy-five mental health clinicians in 14 children's mental health agencies were randomly assigned to the ARC intervention or a control condition. Measures of organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers were collected before, during, and upon completion of the three-year ARC intervention. EBP adoption and use were assessed at 12-month follow-up. Multilevel mediation analyses tested changes in organizational culture, clinicians' intentions to adopt EBPs, and job-related EBP barriers as linking mechanisms explaining the effects of ARC on clinicians' EBP adoption and use. ARC increased clinicians' EBP adoption (OR = 3.19, p = .003) and use (81 vs. 56 %, d = .79, p = .003) at 12-month follow-up. These effects were mediated by improvement in organizational proficiency culture leading to increased clinician intentions to adopt EBPs and by reduced job-related EBP barriers. A combined mediation analysis indicated the organizational culture-EBP intentions mechanism was the primary carrier of ARC's effects on clinicians' EBP adoption and use. ARC increases clinicians' EBP adoption and use by creating proficient organizational cultures that increase clinicians' intentions to adopt EBPs.

  15. Mechanisms of change in the ARC organizational strategy: Increasing mental health clinicians’ EBP adoption through improved organizational culture and capacity

    Science.gov (United States)

    Williams, Nathaniel J.; Glisson, Charles; Hemmelgarn, Anthony; Green, Philip

    2016-01-01

    Background The development of efficient and scalable implementation strategies in mental health is restricted by poor understanding of the change mechanisms that increase clinicians’ evidence-based practice (EBP) adoption. This study tests the cross-level change mechanisms that link an empirically-supported organizational strategy for supporting implementation (labeled ARC for Availability, Responsiveness, and Continuity) to mental health clinicians’ EBP adoption and use. Method Four hundred seventy five mental health clinicians in 14 children’s mental health agencies were randomly assigned to the ARC intervention or a control condition. Measures of organizational culture, clinicians’ intentions to adopt EBPs, and job-related EBP barriers were collected before, during, and upon completion of the three-year ARC intervention. EBP adoption and use were assessed at 12-month follow-up. Multilevel mediation analyses tested changes in organizational culture, clinicians’ intentions to adopt EBPs, and job-related EBP barriers as linking mechanisms explaining the effects of ARC on clinicians’ EBP adoption and use. Results ARC increased clinicians’ EBP adoption (OR = 3.19, p = .003) and use (81% vs. 56%, d = .79, p = .003) at 12-month follow-up. These effects were mediated by improvement in organizational proficiency culture leading to increased clinician intentions to adopt EBPs and by reduced job-related EBP barriers. A combined mediation analysis indicated the organizational culture-EBP intentions mechanism was the primary carrier of ARC’s effects on clinicians’ EBP adoption and use. Conclusions ARC increases clinicians’ EBP adoption and use by creating proficient organizational cultures that increase clinicians’ intentions to adopt EBPs. PMID:27236457

  16. Organizational culture affecting quality of care: guideline adherence in perioperative antibiotic use.

    Science.gov (United States)

    Ukawa, Naoto; Tanaka, Masayuki; Morishima, Toshitaka; Imanaka, Yuichi

    2015-02-01

    The objective of this work was to elucidate aspects of organizational culture associated with hospital performance in perioperative antibiotic prophylaxis using quantitative data in a multicenter and multidimensional study. Cross-sectional retrospective study using a survey data and administrative data. Eighty-three acute hospitals in Japan. A total of 4856 respondents in the organizational culture study, and 23 172 patients for the quality indicator analysis. Multilevel models of various cultural dimensions were used to analyze the association between hospital organizational culture and guideline adherence. The dependent variable was adherence or non-adherence to Japanese and CDC guidelines at the patient level and main independent variable was hospital groups categorized according to organizational culture score. Other control variables included hospital characteristics such as ownership, bed capacity, region and urbanization level of location. The multilevel analysis showed that hospitals with a high score in organizational culture were more likely to adhere to the Japanese and CDC guidelines when compared with lower scoring hospitals. In particular, the hospital group with high scores in the 'collaboration' and 'professional growth' dimensions had three times the odds for Japanese guideline adherence in comparison with low-scoring hospitals. Our study revealed that various aspects of organizational culture were associated with adherence to guidelines for perioperative antibiotic use. Hospital managers aiming to improve quality of care may benefit from improving hospital organizational culture. © The Author 2014. Published by Oxford University Press in association with the International Society for Quality in Health Care; all rights reserved.

  17. HIV health-care providers' burnout: can organizational culture make a difference?

    Science.gov (United States)

    Ginossar, Tamar; Oetzel, John; Hill, Ricky; Avila, Magdalena; Archiopoli, Ashley; Wilcox, Bryan

    2014-01-01

    One of the major challenges facing those working with people living with HIV (PLWH) is the increased potential for burnout, which results in increased turnover and reduces quality of care provided for PLWH. The goal of this study was to examine the relationship among HIV health-care providers' burnout (emotional exhaustion and depersonalization) and organizational culture including teamwork, involvement in decision-making, and critical appraisal. Health-care providers for PLWH (N = 47) in federally funded clinics in a southwestern state completed a cross-sectional survey questionnaire about their perceptions of organizational culture and burnout. The results of multiple regression analysis indicated that positive organizational culture (i.e., teamwork) was negatively related to emotional burnout (p organizational culture (i.e., critical appraisal) was positively related to depersonalization (p organizational communication interventions might protect HIV health-care providers from burnout.

  18. The Relationship of Leadership Styles and Organizational Culture Case Study of an Oil and Gas Company in Indonesia

    OpenAIRE

    Darwis, Tommy K; Djajadiningrat, Surna Tjahja

    2010-01-01

    This study explores relationship between leadership styles and organizational culture in an oil and Gas Company in Indonesia. The respondents are employees of an oil and Gas Company in Indonesia. This study use Multifactor leadership questionnaires to define leadership styles and Denison's Organizational Culture Model to measure Organizational Culture. These questionnaires were used to measure leadership styles of immediate or direct supervisor and organizational culture ...

  19. University-Community-Hospice Partnership to Address Organizational Barriers to Cultural Competence.

    Science.gov (United States)

    Reese, Dona J; Buila, Sarah; Cox, Sarah; Davis, Jessica; Olsen, Meaghan; Jurkowski, Elaine

    2017-02-01

    Research documents a lack of access to, utilization of, and satisfaction with hospice care for African Americans. Models for culturally competent hospice services have been developed but are not in general use. Major organizational barriers include (1) lack of funding/budgeting for additional staff for community outreach, (2) lack of applications from culturally diverse professionals, (3) lack of funding/budgeting for additional staff for development of culturally competent services, (4) lack of knowledge about diverse cultures, and (5) lack of awareness of which cultural groups are not being served. A participatory action research project addressed these organizational barriers through a multicultural social work student field placement in 1 rural hospice. The effectiveness of the student interventions was evaluated, including addressing organizational barriers, cultural competence training of staff, and community outreach. Results indicated that students can provide a valuable service in addressing organizational barriers through a hospice field placement.

  20. BUILDING COMPETITIVE ADVANTAGE OF THE COMPANY BASED ON CHANGING ORGANIZATIONAL CULTURE

    OpenAIRE

    Hariz Muratović

    2013-01-01

    In the theory and practice of the organization and management in the developed countries, the organizational culture becomes more andmore important source of discreet, obscure but powerful and long sustainable competitive advantage, if it is developed as especiallyeffective and established to strengthen its content which enables value creation in accordance with the selected way of competing.In this sense, the need for developing suitable culture content i.e. maintaining organizational cultur...

  1. Types of analysis of trompenaar's (1994 organizational culture prevailing in the area of controllership in family businesses in textile industry

    Directory of Open Access Journals (Sweden)

    Vanderlei dos Santos

    2010-01-01

    Full Text Available The study aims to identify the types of analysis of Trompenaar's (1994 organizational culture prevailing in the area of controllership in family businesses in textile industry. Descriptive research was performed, with quantitative and qualitative approach, using a multiple case study. Data were collected through interviews with the controller of the companies. In the four basic culture types suggested by Trompenaars (1994, it is concluded that there isn´t a pure kind, but there is a strong presence of family culture among the companies surveyed in dimensions relationship between employees, attitude in relation to the ways of change, forms of motivation and reward

  2. THE MECHANISM OF ORGANIZATIONAL CULTURE TRANSFORMATION ININNOVATION COMPETITIVE ADVANTAGE FOR INTERNATIONAL BUSINESSSTRUCTURES

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    Lidia S. Leontieva

    2015-01-01

    Full Text Available The article presents mechanisms of organizational culture formation and development in the conditions of cross-cultural interaction on the example of the international enterprise structures - Hyundai Motor Corporation group of companies and its affiliated structures are considered: «Hyundai Glovis» and Russian company «Hyundai Glovis Russia». The Russian and Korean cultural aspects of business and daily communication feature of mentality of two cultures, the priority directions of development of organizational culture based on cross-cultural interaction are analyzed for this purpose.

  3. Relationship between organizational culture and commitment of employees in health care centers in west of Iran.

    Science.gov (United States)

    Hamidi, Yadollah; Mohammadibakhsh, Roghayeh; Soltanian, Alireza; Behzadifar, Masoud

    2017-01-01

    Presence of committed personnel in each organization not only reduces their absenteeism, delays, and displacements but also leads to a dramatic increase in performance and efficiency of an organization, mental freshness of employees, better manifestation of noble objectives, and organizational mission as well as fulfillment of personal goals. Therefore, the purpose of this study was to determine the relationship between organizational culture and organizational commitment of employees in administrative units of health care centers in the cities of Hamedan Province based on the Denison model in 2015. In this cross-sectional study, 177 employees in administrative units of health care centers in the cities of Hamedan Province were selected by a multistage stratified sampling method. The data collection instruments included the standardized Denison organizational culture survey and organizational commitment questionnaire by Meyer and Allen. Data were analyzed by IBM-SPSS version 21 using descriptive statistics and Pearson product-moment coefficient. Among the 12 indicators of organizational culture, the highest mean scores were assigned to empowerment (16.74), organizational learning (16.41), vision (16.4), and strategic direction (16.35); respectively. Furthermore, the indicators of capability development (14.2), core values (15.31), team orientation (15.45), and goals (15.46) received the lowest mean scores in this respect. Among the four dimensions of organizational culture, the highest mean score was related to "mission" in organizational culture and the lowest score was associated with "involvement." Meyer and Allen's organizational commitment model also had three components in which affective commitment in this study obtained the highest score (26.63) and continuance commitment received the lowest score (24.73). In this study, there was a significant correlation between all the components of organizational culture and organizational commitment of employees in

  4. Organizational Culture, Absorptive Capacity, Innovation Performace and Competitive Advantage: An Integrated Assessment in Indonesian Banking Industry

    Directory of Open Access Journals (Sweden)

    Ahmad Adriansyah

    2015-06-01

    Full Text Available The positive impact of absorptive capacity (ACAP on innovation and the positive impact of innovation on competitive advantage have been proven in different research contexts. However, current knowledge on organizational culture that affects ACAP, innovation and competitive advantage as a whole, remains unclear. This article proposes a model to examine how organizational culture (developmental culture and rational culture affects ACAP, innovation and competitive advantage, directly and indirectly as well.  Surveyed data (in Indonesian Banking Industry shows that both of organizational culture have a direct impact on ACAP. Only developmental culture has a direct impact on innovation. There is no culture type affects competitive advantage directly. In this research, culture affects competitive advantage through ACAP and innovation.    

  5. The effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank of Tehran

    Directory of Open Access Journals (Sweden)

    Narges Rabie

    2016-06-01

    Full Text Available The purpose of this study was to evaluate the effect of transformational leadership style and organizational culture on the formation of organizational cynicism in the Agricultural Bank in city of Tehran. The population of this study consisted of 1022 employees of the Agricultural Bank of Tehran. A total of 304 questionnaires were distributed, of which 264 valid questionnaires were collected. These questionnaires were distributed randomly among the male and female employees in Tehran branches of Agricultural Bank. Standard questionnaire of transformational leadership model, standard questionnaire of organizational culture model and organizational cynicism were applied in this study. In this study SPSS19 and Smart PLS software were used to analyze the collected data. Hypothesis testing showed that at first, Transformational leadership style had no significant effect on the formation of organizational cynicism in the Agricultural Bank in Tehran, and organizational culture had a significant negative impact on the formation of organizational cynicism in the Agricultural Bank in the second hypothesis.

  6. Organizational culture - a factor of potential positive influence on the collectivities of any organization

    Directory of Open Access Journals (Sweden)

    Ramona-Andreea MIHALACHE

    2016-07-01

    Full Text Available Organizational culture is a relatively new and rapidly expanding concept, but partly invisible and therefore very difficult analyze, offering in the same time the possibility to carry out complex studies. This paper was drawn up into two different organizations - Pentalog Romania, an IT service provider, and House of Dracula Hotel, a tourist unit - and it is based on a research carried out in order to highlight the importance of organizational culture within any entity. Considered a powerful strategic tool, the organizational culture can be used for focusing companies and their staff on joint goals, for mobilizing the initiatives, ensuring loyalty and facilitating intercommunication.

  7. Organizational culture as a predictor of job satisfaction: The role of age and gender

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    Pooja Sharma

    2017-01-01

    Full Text Available This paper studies the impact of organizational culture on job satisfaction of the employees taking into account their gender and age. The current study was conducted in three Information Technology companies in the city of Pune, state of Maharashtra (India, with an effective sample of 220 IT professionals. The responses from employees were collected using organizational cultural profile and job descriptive index. Data was analysed using descriptive analyses, stepwise regression and t- test. The findings reveal that organizational cultural values such as fairness, growth opportunities and reputation of organization have a positive effect on the job satisfaction, whereas organizational traits like aggressiveness have a negative influence on job satisfaction. Further analysis revealed that there is a gender difference in the perception of organizational values.

  8. Endangerment of cultural heritage sites by strong rain

    Science.gov (United States)

    Krauß, Thomas; Fischer, Peter

    2017-09-01

    Due to climate change extreme weather conditions become more and more frequent in the last years. Especially in Germany nearly every year a large flood event happens. Most of these events are caused by strong rain. There are at most two causes for these floodings: The first is locally strong rain in the area of damage, the second happens at damage sites located near confluxes and strong rain in the upper stream areas of the joining rivers. The amount of damage is often strongly correlated with unreasonable designation of new construction in such endangered regions. Our presented study is based on an earlier project together with a German insurance company. In this project we analyzed correlations of geographical settings with the insurance data of flood damages over ten years. The result of this study was a strong relation of the terrain with the amount and the probability of damages. Further investigations allow us to derive a system for estimating potential endangerment due to strong rain just from suitable digital terrain models (DTMs). In the presented study we apply this method to different types of cultural heritage (CH) sites in Germany and other parts of the world to detect which type of CH sites were build with potential endangerment of strong rain events in mind and which ones are prone to such events.

  9. Organizational transformation: a model for joint optimization of culture change and evidence-based design.

    Science.gov (United States)

    Hamilton, D Kirk; Orr, Robin Diane; Raboin, W Ellen

    2008-01-01

    Healthcare organizations face continuous and accelerating external change and thus must be prepared to manage their own change initiatives proactively. Given that many believe that the U.S. healthcare system is broken and most healthcare organizations are dealing with pervasive problems, some organizations may choose to seek transformational change to achieve the six aims identified by the Institute of Medicine: healthcare that is safe, effective, patient-centered, timely, efficient, and equitable. Transformational change will almost certainly involve organizational culture. Culture change may be most effective when linked to other organizational change initiatives such as organizational strategy, structure, policies, procedures, and recruiting. Significant organizational change often requires accompanying facility change. There is an interdependent relationship between facility design and organizational culture. They affect each other and both impact organizational performance. Sociotechnical theory promotes joint optimization of the social (culture) and technical (facilities) aspects of an organization to achieve sustained positive change. To achieve organizational transformation and to sustain positive change, organizations must be prepared to adopt collaborative efforts in culture change and facility design. The authors propose a model for accomplishing joint optimization of culture change and evidence-based facility design.

  10. The Cultural Analysis of Soft Systems Methodology and the Configuration Model of Organizational Culture

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    Jürgen Staadt

    2015-06-01

    Full Text Available Organizations that find themselves within a problematic situation connected with cultural issues such as politics and power require adaptable research and corresponding modeling approaches so as to grasp the arrangements of that situation and their impact on the organizational development. This article originates from an insider-ethnographic intervention into the problematic situation of the leading public housing provider in Luxembourg. Its aim is to describe how the more action-oriented cultural analysis of soft systems methodology and the theory-driven configuration model of organizational culture are mutually beneficial rather than contradictory. The data collected between 2007 and 2013 were analyzed manually as well as by means of ATLAS.ti. Results demonstrate that the cultural analysis enables an in-depth understanding of the power-laden environment within the organization bringing about the so-called “socio-political system” and that the configuration model makes it possible to depict the influence of that system on the whole organization. The overall research approach thus contributes toward a better understanding of the influence and the impact of oppressive social environments and evolving power relations on the development of an organization.

  11. THE EFFECT OF ORGANIZATIONAL CULTURE ON IT EMPLOYEES TURNOVER INTENTION IN ISRAEL

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    Kessler Ladelsky Limor

    2014-07-01

    Full Text Available Employee voluntary turnover is very expensive from the point of view of the organization, has significant negative effects on the organization and hence remains a critical issue for organizations.Most of the causes discussed in the literature are classic causes coming from conservative theories such as psychological and sociological organizational behavior etc. Field literature review shows that these general causes affecting voluntary turnover intention could be grouped in the following broad categories: 1 organizational causes, related to: Human Resource Management (HRM, organizational culture, job structure and content, leadership style and internal marketing strategies, policies and practices; 2 extra organizational causes, related to: individual characteristics and labor market aspects. One of the classical causes of voluntary turnover that has been researched but still needing attention is organizational culture. The purpose of this paper is to present a new explanation of the phenomenon of voluntary turnover of IT employees in the IT sector in Israel, i.e. from the corporate culture perspective. It focuses on the correlations between organizational culture and voluntary turnover intention among IT employees in Hi-Tech companies in Israel. This correlation was researched in an extensive empirical study among two population groups: IT employees and IT managers and by means of mixed methods research (combination of quantitative and qualitative research.The findings show that only one type of organizational culture influences voluntary turnover intention:Type C Marketing culture, which focuses on results and objectives. It is also shown that this type of organizational culture has a positive effect on voluntary turnover intention among IT employees in Hi-Tech companies in Israel. This finding has to be adopted by IT organizations and management who have to develop a way to prevent voluntary turnover among IT employees and have to develop an

  12. The Ideal Worker or the Ideal Father: Organizational Structures and Culture in the Gendered University

    Science.gov (United States)

    Sallee, Margaret W.

    2012-01-01

    While literature has focused on the ways in which organizational structures exclude women from the workplace, this article suggests that the inverse is also true: organizational structures and culture prevent men from being involved in the home. Using theories of gendered organizations as a guide, this article draws on interviews with 70 faculty…

  13. The Influence of National and Organizational Culture on the Use of Performance Improvement Interventions

    Science.gov (United States)

    Vadivelu, Ramaswamy N.; Klein, James D.

    2011-01-01

    This exploratory study examined the influence of national and organizational culture on the use of various performance improvement interventions. Data on intervention use were collected from practitioners in the United States and South Asia. Results revealed that orientation programs, organizational communication, instructor-led training, and…

  14. Person-Organization (Culture) Fit and Employee Commitment under Conditions of Organizational Change: A Longitudinal Study

    Science.gov (United States)

    Meyer, John P.; Hecht, Tracy D.; Gill, Harjinder; Toplonytsky, Laryssa

    2010-01-01

    This longitudinal study examines how person-organization fit, operationalized as congruence between perceived and preferred organizational culture, relates to employees' affective commitment and intention to stay with an organization during the early stages of a strategic organizational change. Employees in a large energy company completed surveys…

  15. Organizational culture, team climate, and quality management in an important patient safety issue: nosocomial pressure ulcers

    NARCIS (Netherlands)

    Bosch, M.; Halfens, R.J.; Weijden, T.T. van der; Wensing, M.J.P.; Akkermans, R.P.; Grol, R.P.

    2011-01-01

    BACKGROUND: Increasingly, policy reform in health care is discussed in terms of changing organizational culture, creating practice teams, and organizational quality management. Yet, the evidence for these suggested determinants of high-quality care is inconsistent. AIMS: To determine if the type of

  16. Pengaruh Servant Leadership Terhadap Employee Empowerment, Organizational Culture Dan Competitive Advantage Pada Universitas Di Surabaya

    OpenAIRE

    Kwistianus, Hendri

    2015-01-01

    This study aimed to know whether there was influence between the Servant Leadership to Employee Empowerment, Organizational Culture and Competitive Advantage. Servant Leadership variables were measured from five indicators, namely altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship. Competitive Advantage variables were measured from five indicators: differentiation and quality of the products, cost of products, innovation, growth, and alliances. E...

  17. How Do People Make Continence Care Happen? An Analysis of Organizational Culture in Two Nursing Homes

    Science.gov (United States)

    Lyons, Stacie Salsbury

    2010-01-01

    Purpose: Although nursing homes (NHs) are criticized for offering poor quality continence care, little is known about the organizational processes that underlie this care. This study investigated the influence of organizational culture on continence care practices in two NHs. Design and Methods: This ethnographic study explored continence care…

  18. Defined by Outcomes or Culture? Constructing an Organizational Identity for Hispanic-Serving Institutions

    Science.gov (United States)

    Garcia, Gina A.

    2017-01-01

    While Hispanic-Serving Institutions (HSIs) enroll at least 25% Latinx students, the perennial question facing HSIs is, "What does it mean for postsecondary institutions to be Latinx-serving"--essentially an organizational identity question. Guided by the extant literature on organizational identity, culture, and institutionalism and…

  19. The interactive role of organizational strategy and culture : a strategic management approach

    OpenAIRE

    2015-01-01

    M.Com. This study has been undertaken with the specific objective of acquiring an insight into the concept "organizational culture" within a strategic management context, as well as the role played by the concept in the formulation and implementation of organizational strategy. Researchers from within various disciplines, such as anthropology, industrial psychology and strategic management, have analysed various aspects of the concept ...

  20. Improving performance of high risk organizations Spanish nuclear sector from the analysis of organizational culture factors

    International Nuclear Information System (INIS)

    La Salabarnada, E.; German, S.; Silla, I.; Navajas, J.

    2012-01-01

    This paper presents the research project funded by UNESA and conducted by the CISOT-CIEMAT that aims to contribute to improving the operating performance of the Spanish nuclear power plants. This paper aims to identify the factors and key organizational processes to improve efficiency, in order to advance knowledge about the influence of organizational culture on the safety of high reliability organizations.

  1. The impact of organizational culture on perceptions and experiences of sexual harassment

    NARCIS (Netherlands)

    Timmerman, M.C.; Bajema, C.W.

    2000-01-01

    In sexual harassment research, the importance of organizational variables has become increasingly clear. Utilizing the results of a survey conducted at a telecommunications company in 1997 (N = 458), this study elaborates on the impact of organizational culture on the incidence of unwanted sexual

  2. A PORTRAIT OF CHINESE ENTERPRISE THROUGH THE LENS OF ORGANIZATIONAL CULTURE

    Directory of Open Access Journals (Sweden)

    Siew-Huat Kong

    2003-01-01

    Full Text Available By adopting a cultural perspective of organizations, and more specifically, using the structural model of culture as a framework, this investigation attempts to discover the underlying structure of reality in mainland Chinese organizations.This study proposes that at the heart of Chinese organizational culture lie three dominant assumptions, namely "the ever hostile environment", "social reality in hierarchical order", and the "self-seeking human being", which relate to the environment, group, and individual respectively. This triad of assumptions not only animates Chinese organizational culture but also constitutes a unifying thread connecting the different components of this culture. The outward manifestations of this mix of organizational assumptions can best be depicted as a clash of two cultural elitist forces – power and role culture. While power culture is characterized by bonds of personal patronage, personal connections, and displays of personal authority and subservience, role culture emphasizes institutional authority, the rule of law, and meritocracy. The former is presently in command of organizational leadership while the latter has emerged principally as a response to the excesses of the former. Interestingly, although the two cultures are supported by two different sets of values, they rest on a common set of organizational assumptions.

  3. Organizational culture predicts job satisfaction and perceived clinical effectiveness in pediatric primary care practices.

    Science.gov (United States)

    Brazil, Kevin; Wakefield, Dorothy B; Cloutier, Michelle M; Tennen, Howard; Hall, Charles B

    2010-01-01

    In recent years, there has been a growing understanding that organizational culture is related to an organization's performance. However, few studies have examined organizational culture in medical group practices. The purpose of this study was to examine the relationship of organizational culture on provider job satisfaction and perceived clinical effectiveness in primary care pediatric practices. This cross-sectional study included 36 primary care pediatric practices located in Connecticut. There were 374 participants in this study, which included 127 clinicians and 247 nonclinicians. Office managers completed a questionnaire that recorded staff and practice characteristics; all participants completed the Organizational Culture Scale, a questionnaire that assessed the practice on four cultural domains (i.e., group, developmental, rational, and hierarchical), and the Primary Care Organizational Questionnaire that evaluated perceived effectiveness and job satisfaction. Hierarchical linear models using a restricted maximum likelihood estimation method were used to evaluate whether the practice culture types predicted job satisfaction and perceived effectiveness. Group culture was positively associated with both satisfaction and perceived effectiveness. In contrast, hierarchical and rational culture were negatively associated with both job satisfaction and perceived effectiveness. These relationships were true for clinicians, nonclinicians, and the practice as a whole. Our study demonstrates that practice culture is associated with job satisfaction and perceived clinical effectiveness and that a group culture was associated with high job satisfaction and perceived effectiveness.

  4. ORGANIZATIONAL CULTURE AS CUSTOMER-ORIENTED TECHNOLOGY TO IMPROVE THE COMPETITIVENESS OF THE UNIVERSITY

    Directory of Open Access Journals (Sweden)

    I. A. Demenenko

    2017-01-01

    Full Text Available The article discusses the features of formation and development of organizational culture of the University as customer-centric technology. The phenomenon of organizational culture is an essential resource for improving the competitiveness of the University, innovative development, indicators of international and research activities of the University. Stream organizational culture external (students, parents, employers and internal (students, faculty, University administration, staff/employees customers of the University determines the integration of elements of organizational culture of University in business environment of enterprises, through the involvement of graduates in professional environment. Organizational culture plays a very active role in the governance of higher education institution. At the present level of development of the market of educational services with the introduction of the national project of modernization of the education system organizational culture becomes a significant part of the formation of the University as an economic entity. It is a powerful factor in increasing the attractiveness of higher education institutions for potential consumers of educational and other services, as well as his staff. Organizational culture affects each student during his adaptation and socialization, psychological growth and learning at the University. Organizational culture and, after graduation, is in a symbiotic relationship with the employee as the object of professional activity. Potential employee during the period of study at the University “consumes” the historically established values of the University, participates in the established and developing its traditions, abides by the norms and rules of behavior, adapts to the society through various kinds of symbolism of the University, etc. In turn, the organizational culture of the University, as a basis for the development and socialization of a young man, becoming an

  5. The Relationship between Organizational Culture Types and Innovation in Aerospace Companies

    Science.gov (United States)

    Nelson, Adaora N.

    Innovation in the aerospace industry has proven to be an effective strategy for competitiveness and sustainability. The organizational culture of the firm must be conducive to innovation. The problem was that although innovation is needed for aerospace companies to be competitive and sustainable, certain organizational culture issues might hinder leaders from successfully innovating (Emery, 2010; Ramanigopal, 2012). The purpose of this study was to assess the relationship of hierarchical, clan, adhocracy and market organizational types and innovation in aerospace companies within the U.S while controlling for company size and length of time in business. The non-experimental quantitative study included a random sample of 136 aerospace leaders in the U.S. There was a significant relationship between market organizational culture and innovation, F(1,132) = 4.559, p = .035. No significant relationships were found between hierarchical organizational culture and innovation and between clan culture and innovation. The relationship between adhocracy culture and innovation was not significant, possible due to inadequate sample size. Company size was shown to be a justifiable covariate in the study, due to a significant relationship with innovative (F(1, 130) = 4.66, p market organizational cultures are more likely to result in innovative outcomes in the aerospace industry. Organizational leaders are encouraged to adopt a market culture and adopt smaller organizational structures. Recommendations for further research include investigating the relationship between adhocracy culture and innovation using an adequate sample size. Research is needed to determine other variables that predict innovation. This study should be repeated at periodic intervals and across other industrial sectors and countries.

  6. Organizational Culture and Socio-Cultural Values: Perceptions of Managers and Employees in Five Economies in Transition

    Science.gov (United States)

    Cseh, Maria; Ardichvili, Alexandre; Gasparishvili, Alexander; Krisztian, Bela; Nemeskeri, Zsolt

    2004-01-01

    This survey-based study compared socio-cultural values and perceptions of organizational culture characteristics held by more than 3,300 managers and employees in twelve business organizations in Hungary, Russia, Georgia, Kazakhstan, and the Kyrgyz Republic. Significant differences were found between the five countries on all socio-cultural and…

  7. Concordance Between Administrator and Clinician Ratings of Organizational Culture and Climate.

    Science.gov (United States)

    Beidas, Rinad S; Williams, Nathaniel J; Green, Philip D; Aarons, Gregory A; Becker-Haimes, Emily M; Evans, Arthur C; Rubin, Ronnie; Adams, Danielle R; Marcus, Steven C

    2018-01-01

    Organizational culture and climate are important determinants of behavioral health service delivery for youth. The Organizational Social Context measure is a well validated assessment of organizational culture and climate that has been developed and extensively used in public sector behavioral health service settings. The degree of concordance between administrators and clinicians in their reports of organizational culture and climate may have implications for research design, inferences, and organizational intervention. However, the extent to which administrators' and clinicians' reports demonstrate concordance is just beginning to garner attention in public behavioral health settings in the United States. We investigated the concordance between 73 administrators (i.e., supervisors, clinical directors, and executive directors) and 247 clinicians in 28 child-serving programs in a public behavioral health system. Findings suggest that administrators, compared to clinicians, reported more positive cultures and climates. Organizational size moderated this relationship such that administrators in small programs (climate in contrast to administrators in large programs (≥466 youth clients served annually) who reported more positive cultures and climates than clinicians. We propose a research agenda that examines the effect of concordance between administrators and clinicians on organizational outcomes in public behavioral health service settings.

  8. The role of transformational leadership and organizational culture in service delivery within a public service organization

    Directory of Open Access Journals (Sweden)

    Ophillia Ledimo

    2014-08-01

    Full Text Available Continuous changes in the external environment deriving from legislative, economic and technological factors, puts pressure not only to corporate organizations, but also to public service organizations. These changes have increased pressure on service delivery and calls for accountability in public service organizations. With this increased pressure comes the need for public service organizations to discover how to most effectively enhance their organizational performance. Two of the most effective ways to improve performance are through the organizational leadership and culture. Although many studies were conducted on transformational leadership and organizational culture, there is still a need to investigate the link between these constructs in public service organizations. Hence the objective of this study was to explore the relationship between transformational leadership and organizational culture for service delivery practices. The Leadership Practice Inventory (LPI and Organizational Culture Inventory (OCI were administered to a random sample size of N=238, from a population of 4350 employees working within the public service organization. Descriptive statistics and Pearson’s correlation were conducted to analyse the data. The results of this study indicated a significant positive relationship between transformational leadership and the constructive dimension of organizational culture within a public service organization. In terms of contributions and practical implications, insight gained from the findings may be used in proposing leadership and organizational development interventions and future research

  9. A Cultural Competence Organizational Review for Community Health Services: Insights From a Participatory Approach.

    Science.gov (United States)

    Truong, Mandy; Gibbs, Lisa; Pradel, Veronika; Morris, Michal; Gwatirisa, Pauline; Tadic, Maryanne; de Silva, Andrea; Hall, Martin; Young, Dana; Riggs, Elisha; Calache, Hanny; Gussy, Mark; Watt, Richard; Gondal, Iqbal; Waters, Elizabeth

    2017-05-01

    Cultural competence is an important aspect of health service access and delivery in health promotion and community health. Although a number of frameworks and tools are available to assist health service organizations improve their services to diverse communities, there are few published studies describing organizational cultural competence assessments and the extent to which these tools facilitate cultural competence. This article addresses this gap by describing the development of a cultural competence assessment, intervention, and evaluation tool called the Cultural Competence Organizational Review (CORe) and its implementation in three community sector organizations. Baseline and follow-up staff surveys and document audits were conducted at each participating organization. Process data and organizational documentation were used to evaluate and monitor the experience of CORe within the organizations. Results at follow-up indicated an overall positive trend in organizational cultural competence at each organization in terms of both policy and practice. Organizations that are able to embed actions to improve organizational cultural competence within broader organizational plans increase the likelihood of sustainable changes to policies, procedures, and practice within the organization. The benefits and lessons learned from the implementation of CORe are discussed.

  10. Discrepancies in Leader and Follower Ratings of Transformational Leadership: Relationship with Organizational Culture in Mental Health.

    Science.gov (United States)

    Aarons, Gregory A; Ehrhart, Mark G; Farahnak, Lauren R; Sklar, Marisa; Horowitz, Jonathan

    2017-07-01

    The role of leadership in the management and delivery of health and allied health services is often discussed but lacks empirical research. Discrepancies are often found between leaders' self-ratings and followers' ratings of the leader. To our knowledge no research has examined leader-follower discrepancies and their association with organizational culture in mental health clinics. The current study examines congruence, discrepancy, and directionality of discrepancy in relation to organizational culture in 38 mental health teams (N = 276). Supervisors and providers completed surveys including ratings of the supervisor transformational leadership and organizational culture. Polynomial regression and response surface analysis models were computed examining the associations of leadership discrepancy and defensive organizational culture and its subscales. Discrepancies between supervisor and provider reports of transformational leadership were associated with a more negative organizational culture. Culture suffered more where supervisors rated themselves more positively than providers, in contrast to supervisors rating themselves lower than the provider ratings of the supervisor. Leadership and leader discrepancy should be a consideration in improving organizational culture and for strategic initiatives such as quality of care and the implementation and sustainment of evidence-based practice.

  11. THE IMPACT OF LEADERSHIP STYLE AND WORK ENVIRONMENT TO EMPLOYEE’S JOB SATISFACTION WITH ORGANIZATIONAL CULTURE AS MODERATING VARIABLE AT BALAI KESEHATAN PENERBANGAN JAKARTA

    Directory of Open Access Journals (Sweden)

    Kusnendar Sutaryo

    2017-04-01

    Full Text Available The research aims to analyze the impact of leadership style and work environment to employee’s job satisfaction with organizational culture as moderating variable at balai kesehatan penerbangan Jakarta. the research used quantitative method. The data were analyzed using structural equation modeling-partial least square. 84 public services were used as samples, but 78 samples were given questionnaire back. The research revealed that: a leadership style has impact on work environment (0,549; b leadership style influences significantly to organizational culture (0,454; c work environment does not have impact on organizational culture (0,161; d organizational culture has strong relation to job satisfaction (0,840; e leadership style has not effect on job satisfaction (0,038; f work environment has not influence on job satisfaction (0,037; g thought organizational culture, leadership style has significant effect on job satisfaction (0,660; and h through organizational culture, work environment has not significant effect on job satisfaction (0,129.

  12. [Role of self-leadership in the relationship between organizational culture and informatics competency].

    Science.gov (United States)

    Kim, Myoung Soo

    2009-10-01

    The purpose of this study was to identify the moderating and mediating effects of self-leadership in the relationship between organizational culture and nurses' informatics competency. Participants in this study were 297 nurses from the cities of Busan and Ulsan. The scales of organizational culture, self-leadership and informatics competency for nurses were used in this study. Descriptive statistics, Pearson correlation coefficient, stepwise multiple regression were used for data analysis. Nursing informatics competency of the participants was relatively low with a mean score 3.02. There were significant positive correlations between subcategories of perceived organizational culture, self-leadership and nursing informatics competency. Self-leadership was a moderator and a mediator between organizational culture and informatics competency. Based on the results of this study, self-leadership promotion strategies to improve nursing informatics competency are needed.

  13. Shaping the Organizational Culture in Conditions of Increasing the Competitiveness of Enterprises

    Directory of Open Access Journals (Sweden)

    Joanna Rębisz

    2010-10-01

    Full Text Available The organizational culture is one of key factors which can influence the organizational success in building the long-lasting domination of an enterprise. The article is an attempt to introduce and at the same time to present the understanding of the culture in terms of expected bearings which can explain why organizational individuals (or entire organizations promote only the behaviors which are in accordance with the value and the mission of the enterprises. The author draws attention to the level of expectations and behavior, which is usually the result of team work. A lot of attention has also been paid to the phenomenon of crossing of two relations: organizational culture with the function of leadership. The author has also discussed the role of a manager as a means of shaping and supporting an organization culture in conditions of increasing competition.

  14. Components of a Measure to Describe Organizational Culture in Academic Pharmacy.

    Science.gov (United States)

    Desselle, Shane; Rosenthal, Meagen; Holmes, Erin R; Andrews, Brienna; Lui, Julia; Raja, Leela

    2017-12-01

    Objective. To develop a measure of organizational culture in academic pharmacy and identify characteristics of an academic pharmacy program that would be impactful for internal (eg, students, employees) and external (eg, preceptors, practitioners) clients of the program. Methods. A three-round Delphi procedure of 24 panelists from pharmacy schools in the U.S. and Canada generated items based on the Organizational Culture Profile (OCP), which were then evaluated and refined for inclusion in subsequent rounds. Items were assessed for appropriateness and impact. Results. The panel produced 35 items across six domains that measured organizational culture in academic pharmacy: competitiveness, performance orientation, social responsibility, innovation, emphasis on collegial support, and stability. Conclusion. The items generated require testing for validation and reliability in a large sample to finalize this measure of organizational culture.

  15. The Effects of Organizational Culture on Mental Health Service Engagement of Transition Age Youth.

    Science.gov (United States)

    Kim, HyunSoo; Tracy, Elizabeth M; Biegel, David E; Min, Meeyoung O; Munson, Michelle R

    2015-10-01

    Nationwide, there is a growing concern in understanding mental health service engagement among transition age youth. The ecological perspective suggests that there are multiple barriers to service engagement which exist on varying levels of the ecosystem. Based on the socio-technical theory and organizational culture theory, this study examined the impact of organization-level characteristics on perceived service engagement and the moderating role of organizational culture on practitioner-level characteristics affecting youth service engagement. A cross-sectional survey research design was used to address the research questions. The data were collected from 279 practitioners from 27 mental health service organizations representing three major metropolitan areas in Ohio. Hierarchical linear modeling was used to address a nested structure. Findings revealed that location of organization, service setting, and organizational culture had significant effects on the continuation of services. In addition, the relationship between service coordination and resource knowledge and service engagement was moderated by organizational culture.

  16. Organizational Citizenship Behavior and Counterproductive Work Behavior: Cross-cultural comparisons between Turkey and the Netherlands

    NARCIS (Netherlands)

    N. Cem-Ersoy (Nevra)

    2010-01-01

    textabstractThis research project explores cultural determinants that facilitate positive employee behavior. In the literature, this behavior is identified as organizational citizenship behavior (OCB). The dissertation also focuses on factors related to counterproductive work behavior (CWB). CWB is

  17. An empirical study on relationship between organizational culture and administrative corruption

    OpenAIRE

    Saeed Sehhat; Mehdi Jafarzadeh kenari; Mohsen Mijani

    2012-01-01

    Bureaucratic corruption is an organizational phenomenon, which faces the trend of countries’ development with serious problems. In spite of all planning and respects of countries to fight against this phenomenon, we are still observing its growth in various aspects of the community. The basic approach emphasized by present study is that it is necessary to establish a corruption prevention system whose central element is social culture and organizational culture rather than relying upon the tr...

  18. The Effect of Transformational Leadership Behavior on Organizational Culture: An Application in Pharmaceutical Industry

    Directory of Open Access Journals (Sweden)

    Sinem Aydogdu

    2011-01-01

    Full Text Available In this study, conducted on 96 employees from production sector in a pharmaceutical company, the effect of transformational leadership behavior on organizational culture is investigated to determine statistically significant relations. The results of the study support the hypotheses. Transformational leadership behavior has a positive and significant correlation between the components of organizational culture such as long / short term orientation, masculinity / feminity, power distance, individualism / collectivisim and uncertainity avoidance.

  19. MULTISECTORAL MODELS FOR ADVANCED KNOWLEDGE IN CULTURE AND SPORTS ORGANIZATIONAL ENTITIES, IN SMALL AND MEDIUM COMPANIES

    OpenAIRE

    Mihai-Daian, CEAUSU

    2015-01-01

    The article used to identify functional and operational links, and determining the quasi-unlimited ecoknowledge in organizational culture and sports entities, in small and medium firms. It is shown that, in fact, increased in absolute economic indicators of ontemporary productive firms, in organizational culture and sports entities explained increasingly by innovation, springing from some new features, on specific contemporary environment organized / structured in corporate regime, by functi...

  20. The impact of leadership styles on organizational culture in Mapsa company

    OpenAIRE

    Dariush Gholamzadeh; Azadeh Tahvildar Khazaneh; Manijeh Salimi Nabi

    2014-01-01

    This paper examines the effect of leadership styles on organizational culture by testing a hypothesized model. A quantitative survey using questionnaire was conducted among 93 employees from diverse work units of Mapsa Company in October 2012. They filled out multifactor leadership questionnaire and the Denison organizational culture survey. Results of structural equation modeling (SEM) showed that Transformational and Transactional leadership styles could positively influence on organization...

  1. THE INFLUENCE OF SPIRITUAL INTELLIGENCE,LEADERSHIP, AND ORGANIZATIONAL CULTURE ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR: A STUDY TO ISLAMIC BANK IN MAKASSAR CITY

    Directory of Open Access Journals (Sweden)

    Muhdar. HM

    2015-06-01

    Full Text Available The aims of this study are to find out and to analys: (1 the influence of spiritual intelligence on organizational citizenship behavior; (2 the influence of leadership on organizational citizenship behavior; (3 the influence of organizationan culture on organizational citizenship behaviorThe population included all employees of Islamic Bank in Makassar City. There were 178 samples determined by using Slovin formula. The samples were selected in two stages: proportional and purposive sampling. The data were analyzed by using path analysis with the AMOS 21 program. The results show that: spiritual intelligence has a positive and significant influence on organizational citizenship behavior; leadership has a positive and significant influence on organizational citizenship behavior; organizational culture has a positive and significant influence on organizational citizenship behavior.

  2. Urban FFA Members' Sense of the Organizational Culture of the FFA

    Science.gov (United States)

    Martin, Michael J.; Kitchel, Tracy

    2014-01-01

    Organizational culture shapes how members of a group act. The culture has the power to exclude potential new members who do not fit into the culture of the organization. Research on urban school-based agriculture programs has indicated that urban agriculture students face barriers to their participation in the National FFA Organization (FFA).…

  3. Impact of Individual Perception of Organizational Culture on the Learning Transfer Environment

    Science.gov (United States)

    Chatterjee, Aindrila; Pereira, Arun; Bates, Reid

    2018-01-01

    This research is an empirical study of the relationship between organization culture, as perceived by employees, and the work-environment-related learning transfer factors in organizations, which we call learning transfer environment (LTE). To measure perceptions of organization culture, we use the Organizational Culture Assessment Instrument and…

  4. The Effects of Organizational Learning Culture and Job Satisfaction on Motivation to Transfer Learning and Turnover Intention

    Science.gov (United States)

    Egan, Toby Marshall; Yang, Baiyin; Bartlett, Kenneth R.

    2004-01-01

    Although organizational learning theory and practice have been clarified by practitioners and scholars over the past several years, there is much to be explored regarding interactions between organizational learning culture and employee learning and performance outcomes. This study examined the relationship of organizational learning culture, job…

  5. Cultural revelations: shining a light on organizational dynamics.

    Science.gov (United States)

    Noumair, Debra A

    2013-04-01

    The aim of this paper is to provide a model for how elements of group relations and organization development perspectives can be combined in a successful organizational consultancy and to demonstrate through a case analysis what blending the two can look like in practice. The further aim of this paper is to provide readers-group therapists in particular-with an increased understanding of how to use therapeutic skills and theories in organizational consultation. The case study is provided to illustrate actual interventions and depict the use of self-as-instrument as one tool available to organizational change consultants. Throughout the paper, ideas are offered on how to engage organizational clients to work with what is irrational and unconscious as well as what is rational and conscious.

  6. The role of organizational culture and leadership in water safety plan implementation for improved risk management.

    Science.gov (United States)

    Summerill, Corinna; Pollard, Simon J T; Smith, Jennifer A

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation. Copyright 2010 Elsevier B.V. All rights reserved.

  7. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    International Nuclear Information System (INIS)

    Summerill, Corinna; Pollard, Simon J.T.; Smith, Jennifer A.

    2010-01-01

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  8. The role of organizational culture and leadership in water safety plan implementation for improved risk management

    Energy Technology Data Exchange (ETDEWEB)

    Summerill, Corinna, E-mail: c.summerill@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Pollard, Simon J.T., E-mail: s.pollard@cranfield.ac.uk [Collaborative Centre of Excellence in Understanding and Managing Natural and Environmental Risks, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom); Smith, Jennifer A., E-mail: j.a.smith@cranfield.ac.uk [Cranfield University, Centre for Water Science, School of Applied Sciences, Cranfield, Bedfordshire, MK43 0AL (United Kingdom)

    2010-09-15

    Appropriate implementation of WSPs offers an important opportunity to engage in and promote preventative risk management within water utilities. To ensure success, the whole organization, especially executive management, need to be advocates. Illustrated by two case studies, we discuss the influence of organizational culture on buy-in and commitment to public health protection and WSPs. Despite an internal desire to undertake risk management, some aspects of organizational culture prevented these from reaching full potential. Enabling cultural features included: camaraderie; competition; proactive, involved leaders; community focus; customer service mentality; transparency; accountability; competent workforce; empowerment; appreciation of successes, and a continual improvement culture. Blocking features included: poor communication; inflexibility; complacency; lack of awareness, interest or reward and coercion. We urge water utilities to consider the influence of organizational culture on the success and sustainability of WSP adoption, and better understand how effective leadership can mould culture to support implementation.

  9. Effect of Organizational Culture Factors on Knowledge Management Processes Implementation in Technology & Deputy Tax Planning Agency

    Directory of Open Access Journals (Sweden)

    Hamid Rahimian

    2011-10-01

    Full Text Available This research was a case study to evaluate the effect of organizational culture on knowledge management processes implementation in Technology & Deputy Tax Planning Agency was done by Survey Method. Population of the study was experts in Technology & Deputy Tax planning of the organization. Research tools included two questionnaires: the organizational culture profile and the processes of knowledge management. The first questionnaire has surveyed the seven components of organizational culture (competitiveness, social responsibility, supportiveness, innovation, emphasis on rewards, performance orientation, and stability. The second has explored six processes such as creation, capture, organization, storage, dissemination and application of knowledge. The results of this research showed that according to the experts the components of organizational culture and knowledge management were in the intermediate level. Between each of the seven components of organizational culture was 70% positive and significant relationship with knowledge management processes. Also, among each of the seven components of organizational culture was positive and significant relationship with knowledge management processes. Regression analysis gave the same result that only two components of social responsibility and performance orientation in predicting the changing role of knowledge management processes have been effective.

  10. Organizational Culture and Safety Performance in the Manufacturing Companies in Malaysia: A Conceptual Analysis

    OpenAIRE

    Ong Choon Hee; Lim Lee Ping

    2014-01-01

    The purpose of this paper is to provide a conceptual analysis of organizational culture and safety performance in the manufacturing companies in Malaysia. Our conceptual analysis suggests that manufacturing companies that adopt group culture or hierarchical culture are more likely to demonstrate safety compliance and safety participation. Manufacturing companies that adopt rational culture or developmental culture are less likely to demonstrate safety compliance and safety participation. Give...

  11. A Study of Organizational Culture in the Context of the Ethnometric Approach

    Directory of Open Access Journals (Sweden)

    E M Gudzenko

    2012-06-01

    Full Text Available The article describes the current areas of research in the field of national particular features and cross-cultural distinctions in the framework of the ethnometric approach. The author analyzes the following conceptions: G. Hofstede's cultural dimensions theory, F. Trompenaars' method of studying the cross-cultural interaction and types of organizational culture. Special attention is given to the World Values Survey project initiated by R. Inglehart and devoted to studying cultural particular features in different countries.

  12. The Effect of Organizational Culture, Leadership Style, and Functional Position on Organizational Commitment and Their Impact on the Performance of Internal Auditors in Aceh, Indonesia

    Directory of Open Access Journals (Sweden)

    M. Shabri Abd. Majid

    2016-06-01

    Full Text Available This study aims at empirically examining the influence of the organizational culture, leadership style, and functional position of an auditor on organizational commitment and their impact on the performance of government internal auditors in Aceh, Indonesia. All 183 of the governmental internal auditors at the district level within the Province of Aceh, Indonesia, were investigated. Data, which are gathered by distributing questionnaires to the entire population, are then analysed by the Structural Equation Modelling (SEM technique.The study found that organizational culture, leadership style, and functional auditor have affected the performance of the governmental internal auditor either directly or indirectly through organizational commitment.Keywords: Organizational Culture, Leadership Style, Functional Auditor, Organizational Commitment, Internal Auditor Performance.

  13. Innovative culture in long-term care settings: the influence of organizational characteristics.

    Science.gov (United States)

    Nieboer, Anna P; Strating, Mathilde M H

    2012-01-01

    Innovative cultures have been reported to enhance the creation and implementation of new ideas and working methods in organizations. Although there is considerable research on the impact of organizational context on the innovativeness of organizations, the same is not the case for research on the organizational characteristics responsible for an innovative culture in (long-term) care settings. The aim of this study was to identify organizational characteristics that explain innovative culture in the (long-term) care sector. A large cross-sectional study in Dutch long-term care-nursing homes and/or elderly homes, care organizations for the handicapped, and long-term mental health care organizations-was conducted. A total of 432 managers and care professionals in 37 organizations participated. The Group Innovation Inventory was used to measure innovative culture in long-term care organizations. Structural characteristics of the organization were centralization and formalization, environmental dynamism and competitiveness, internal and external exchange of information, leadership style, commitment to quality improvement, and the organization's innovative strategy. The determinants of an innovative culture were estimated with a two-level random-intercepts and fixed-slopes model. Multilevel regression models were used to account for the organizational clustering of individuals within the 37 care organizations. Environmental dynamism, job codification, formal external exchange of information, transformational leadership, commitment to quality, and an exploratory and exploitative innovation strategy were all significantly correlated with an innovative culture in the multivariate multilevel analysis; the other characteristics were not. The explained organizational- and individual-level variance was 52.5% and 49.2%, respectively. The results point to substantial differences in innovative cultures between and within care organizations that can, in part, be explained by

  14. The Impact of Social Media and Crowdsourcing on Organizational Innovation Culture

    DEFF Research Database (Denmark)

    Scupola, Ada; Nicolajsen, Hanne Westh

    In this article we investigate how social media-based crowdsourcing systems can be used to reengineer the innovation culture in an organization. Based on a case study of a large engineering consultancy’s use of a social media crowdsourcing system we investigate the impact on the organizations...... innovation culture using theory on organizational culture and crowdsourcing. The analysis shows that the organizational crowdsourcing event has supported an innovation culture change in the case company towards a more open approach to innovation; creating a new and different awareness of innovation, allowing...

  15. An exploration study to find important factors influencing on multi-dimensional organizational culture

    Directory of Open Access Journals (Sweden)

    Naser Azad

    2013-08-01

    Full Text Available This paper presents an empirical investigation to find important factors influencing multi-dimensional organizational culture. The proposed study designs a questionnaire in Likert scale consists of 21 questions, distributes it among 300 people who worked for different business units and collects 283 filled ones. Cronbach alpha is calculated as 0.799. In addition, Kaiser-Meyer-Olkin Measure of Sampling Adequacy and Approx. Chi-Square are 0.821 and 1395.74, respectively. The study has implemented principal component analysis and the results have indicated that there were four factors influencing organizational culture including, diversity in culture, connection based culture, integrated culture and structure of culture. In terms of diversity in culture, sensitivity to quality data and cultural flexibility are the most influential sub-factors while connection based marketing and relational satisfaction are two important sub-factors associated with diversity in culture. The study discusses other issues.

  16. The Affordable Care Act: the ethical call to transform the organizational culture.

    Science.gov (United States)

    Piper, Llewellyn E

    2014-01-01

    The Patient Protection and Affordable Care Act will require health care leaders and managers to develop strategies and implement organizational tactics for their organization to survive and thrive under the federal mandates of this new health care law. Successful health care organizations and health care systems will be defined by their adaptability in the new value-based marketplace created by the Affordable Care Act. The most critical underlining challenge for this success will be the effective transformation of the organizational culture. Transformational value-based leadership is now needed to answer the ethical call for transforming the organizational culture. This article provides a model and recommendations to influence change in the most difficult leadership duty-transforming the organizational culture.

  17. The relationship between organizational culture and implementation of clinical practice guidelines: a narrative review.

    Science.gov (United States)

    Dodek, Peter; Cahill, Naomi E; Heyland, Daren K

    2010-01-01

    The context in which critical care providers work has been shown to be associated with adherence to recommendations of clinical practice guidelines (CPGs). Consideration of contextual factors such as organizational culture may therefore be important when implementing guidelines. Organizational culture has been defined simply as "how things are around here" and encompasses leadership, communication, teamwork, conflict resolution, and other domains. This narrative review highlights the results of recent quantitative and qualitative studies, including studies on adherence to nutrition guidelines in the critical care setting, which demonstrate that elements of organizational culture, such as leadership support, interprofessional collaboration, and shared beliefs about the utility of guidelines, influence adherence to guideline recommendations. Outside nutrition therapy, there is emerging evidence that strategies focusing on organizational change (eg, revision of professional roles, interdisciplinary teams, integrated care delivery, computer systems, and continuous quality improvement) can favorably influence professional performance and patient outcomes. Consequently, future interventions aimed at implementing nutrition guidelines should aim to measure and take into account organizational culture, in addition to considering the characteristics of the patient, provider, and guideline. Further high quality, multimethod studies are required to improve our understanding of how culture influences guideline implementation, and which organizational change strategies might be most effective in optimizing nutrition therapy.

  18. Conflict cultures in organizations: how leaders shape conflict cultures and their organizational-level consequences.

    Science.gov (United States)

    Gelfand, Michele J; Leslie, Lisa M; Keller, Kirsten; de Dreu, Carsten

    2012-11-01

    Anecdotal evidence abounds that organizations have distinct conflict cultures, or socially shared norms for how conflict should be managed. However, research to date has largely focused on conflict management styles at the individual and small group level, and has yet to examine whether organizations create socially shared and normative ways to manage conflict. In a sample of leaders and members from 92 branches of a large bank, factor analysis and aggregation analyses show that 3 conflict cultures-collaborative, dominating, and avoidant-operate at the unit level of analysis. Building on Lewin, Lippitt, and White's (1939) classic work, we find that leaders' own conflict management behaviors are associated with distinct unit conflict cultures. The results also demonstrate that conflict cultures have implications for macro branch-level outcomes, including branch viability (i.e., cohesion, potency, and burnout) and branch performance (i.e., creativity and customer service). A conflict culture perspective moves beyond the individual level and provides new insight into the dynamics of conflict management in organizational contexts. (c) 2012 APA, all rights reserved.

  19. ETHICS AND ORGANIZATIONAL CULTURE – KEY ELEMENTS REGARDING THE DEVELOPMENT OF ECONOMIC ACTIVITIES

    Directory of Open Access Journals (Sweden)

    Loredana TEREC-VLAD

    2016-02-01

    Full Text Available The aim of this paper is to analyse the organizational culture within the business environment. The paper analyzes the ethical criteria of the entrepreneurs and the way they relate to the consumer, as well as the reinforcement of the moral values so that the final result of the economic activity is represented by sustainability and economic profit. We thought it would be important to point out that promoting an ethical firm can ensure the well-needed trust capital in a constantly changing society. In this context, corporate responsibility is a key element that ensures both the sustainability of the company as well as the sustainability of the relations with the business partners. In our view, a strong corporate culture must integrate ethics and responsibility in all its activities, since the focus is often laid on obtaining profit, not on the values ​​that should lead the organization towards success over a long period of time. Since our society provides both positive and negative information regarding any company or organization, the focus should be laid increasingly more on the ethics and responsibility of the human resources in regard to the external environment of the company. We thought it would be appropriate to bring up these issues since the issue of building an organizational culture is at a very early stage in our country, and most entrepreneurs only aim at obtaining short-term profit. The fees and taxes are high and the thick legislation often does not provide alternatives; therefore, one must take into account the fact that the real profit is not represented by the short-term benefits, but rather by the benefits obtained in a constant manner over medium-long periods of time.

  20. Understanding childbirth practices as an organizational cultural phenomenon: a conceptual framework.

    Science.gov (United States)

    Behruzi, Roxana; Hatem, Marie; Goulet, Lise; Fraser, William; Misago, Chizuru

    2013-11-11

    Understanding the main values and beliefs that might promote humanized birth practices in the specialized hospitals requires articulating the theoretical knowledge of the social and cultural characteristics of the childbirth field and the relations between these and the institution. This paper aims to provide a conceptual framework allowing examination of childbirth practices through the lens of an organizational culture theory. A literature review performed to extrapolate the social and cultural factors contribute to birth practices and the factors likely overlap and mutually reinforce one another, instead of complying with the organizational culture of the birth place. The proposed conceptual framework in this paper examined childbirth patterns as an organizational cultural phenomenon in a highly specialized hospital, in Montreal, Canada. Allaire and Firsirotu's organizational culture theory served as a guide in the development of the framework. We discussed the application of our conceptual model in understanding the influences of organizational culture components in the humanization of birth practices in the highly specialized hospitals and explained how these components configure both the birth practice and women's choice in highly specialized hospitals. The proposed framework can be used as a tool for understanding the barriers and facilitating factors encountered birth practices in specialized hospitals.

  1. Multidimensional Structure for Definingthe Effect of Organizational Culture and Supply Chain Culture on Knowledge Sharing in Supply Chain of Automotive Industry: With Emphasis on Improving Supply Chain Performance

    Directory of Open Access Journals (Sweden)

    Mohsen Shafiei Nikabadi

    2012-12-01

    Full Text Available : One of the key aspects of knowledge management is organizational culture. Finding an appropriate culture and key indicators for culture in implementation and execution of knowledge management are one the most important matter in knowledge management implementation in any organization. So, the main purpose of this article was presenting a multidimensional structure for organizational culture and supply chain culture with the aim of effective knowledge sharing in supply chain of automotive industry of Iran. First, according to the literature review, key indicators for any dimension of multidimensional structure of the research were defined. Then, key indicators were revised, adjusted and modified by three industry experts and three college professors, so 4 questions and 5 hypotheses were offered. Next, that multidimensional structure has been assessed as a survey and cause-effect study in supply chains of Iran Khodro Company and Saipa Company.115 industry professionals have participated in this study. In the research, after testing co-linearity between variables, relations between different dimensions of the multidimensional structure have been assessed with the help of path analysis. Research findings showed that the multidimensional structure introduced in the study had an appropriate fitness in automotive industry. The results of path analysis also showed that the culture of the supply chain has had the greatest impact of Business culture. On the other hand, business culture had a strong but indirect effect on supply chain performance. And finally, the greatest effect of knowledge sharing and transferring was on non-financial performance of supply chain.

  2. Implementing CRM System in a Global Organization National vs. Organizational Culture

    DEFF Research Database (Denmark)

    Frygell, Linda; Hedman, Jonas; Carlsson, Sven

    2017-01-01

    global subsidiaries, and has planned the implementation well, the implementation was not a complete success. The study has identified that the cultural factor are important, but not stressed enough in the current CRM literature. Understanding the difference between the organizational culture in which...... the system is developed and the national culture in which the system is implemented, as well as having a strategy for how to embrace and control/adjust to cultural values, is vital for a successful system implementation....

  3. Characteristics of organizational culture and climate in knowledge-intensive organisations

    Directory of Open Access Journals (Sweden)

    Cristina Leovaridis

    2016-04-01

    Full Text Available The article focuses on organizational culture and climate in knowledge-intensive organizations, aiming to identify the specific values and features of climate for each sector.The sample of organizations included organizations from five sectors: higher education, banking and financial, research and development, IT and marketing-advertising. The qualitative design of research included near 80 in-depth interviews with employees and managers. The results showed that climate was based on various characteristics: human relations and friendship in small marketing-advertising agencies and IT companies, competition in large advertising companies. In the research development sector, the climate was based on achieving goals in the private area of the sector ( in higher education as well, while in the public areat of the sector it was based on freedom and creativity. The climate in the banking sector was very different, being based on discipline and obeying rules. From the point of view of the organizational culture, all the interviewed employees of the advertising, IT and banking sector experienced, inside the company, the presence of certain forms of organizational culture. Only half of the interviewees from the higher education sector admit to the presence of an organizational culture in their institution while in the public funded research-development sector, employees reportedly did not experience visible manifestations of any type of organizational culture.S

  4. An empirical study on relationship between organizational culture and administrative corruption

    Directory of Open Access Journals (Sweden)

    Saeed Sehhat

    2012-08-01

    Full Text Available Bureaucratic corruption is an organizational phenomenon, which faces the trend of countries’ development with serious problems. In spite of all planning and respects of countries to fight against this phenomenon, we are still observing its growth in various aspects of the community. The basic approach emphasized by present study is that it is necessary to establish a corruption prevention system whose central element is social culture and organizational culture rather than relying upon the trends based on punishment after corruption. To perceive the relationship between organizational culture and bureaucratic health of organizations, we used a field approach and selected four governmental organizations namely “governorship”, “municipality”, “traffic police” and “customs to gather the data. We used two questionnaires A and B to gather the data on organizational culture and the relationship between culture and corruption, respectively. Initially, by distributing questionnaire A, we evaluated all four organizations in a manner that two organizations have bureaucratic culture and two organizations with organic culture. Then, questionnaire B was distributed among employees and clients of studied organizations (to acquire realer information on bureaucratic health rate to study the relationship between the type of organizational culture and bureaucratic health. Research statistical population consists of all employees and clients of bureaucratic organizations in Chabahar province located in south east of Iran. Statistical sample consists of 146 clients and 146 employees of all four studied organizations. The results from data analysis show that there is no significant relationship between organic or mechanic organizational culture and employees’ bureaucratic health.

  5. Burnout, Engagement, and Organizational Culture: Differences between Physicians and Nurses

    Directory of Open Access Journals (Sweden)

    Dragan Mijakoski

    2015-08-01

    CONCLUSIONS: Data obtained can be used in implementation of specific organizational interventions in the hospital setting. Providing adequate JD-R interaction can lead to prevention of burnout in health professionals (HPs and contribute positively to better job engagement in HPs and higher quality of patient care.

  6. Shaping the Culture: Organizational Development through Team Building.

    Science.gov (United States)

    Yeager, James F.

    This practicum developed and implemented an organization development plan to improve agency and team effectiveness and staff satisfaction at a private agency that provides educational and treatment services to children with emotional, mental, or behavioral disorders. An extensive literature review on organizational development was conducted and…

  7. Creating a climate and culture for sustainable organizational change

    Directory of Open Access Journals (Sweden)

    Mahsa Zolghadr

    2016-11-01

    Full Text Available The objective of this research is to investigate the balance between employees’ organizational behavior and the method of managers’ decision making in creating a good organizational climate in Gas Company of Zanjan province, Iran. The statistical population of this research includes 180 professions, staffs, and managers of the company and the study selects 120 people according to random sampling and by the use of Cochran formula. The descriptive-survey research method is cross sectional type. The questionnaire made by researcher was used for data gathering and its reliability and validity was approved. SPSS software was used for data analysis, correlation test was used for the effectiveness, and the effectiveness was specified. Also, LISREL software has been used for performing structural equations of model. The results of the research state that the variables of the balance between organizational behavior of staffs such as the balance of management commitment, balance of leadership, balance of communications, balance of learning, and balance of motivation were effective on its effectiveness in creating good organizational climate in the Gas Company of Zanjan province by managers’ decision making methods.

  8. A Dynamic Simulation Model of Organizational Culture and Business Strategy Effects on Performance

    Science.gov (United States)

    Trivellas, Panagiotis; Reklitis, Panagiotis; Konstantopoulos, Nikolaos

    2007-12-01

    In the past two decades, organizational culture literature has gained tremendous interest for both academic and practitioners. This is based not only on the suggestion that culture is related to performance, but also on the view that it is subject of direct managerial control and manipulation to the desired direction. In the present paper, we adopt Competing Values Framework (CVF) to operationalise organizational culture and Porter's typology to conceptualize business strategy (cost leadership, innovative and marketing differentiation, and focus). Although simulation of social events is a quite difficult task, since there are so many considerations (not all well understood) involved, in the present study we developed a dynamic model to simulate the organizational culture and strategy effects on financial performance. Data obtained from a six-year survey in the banking sector of a European developing economy was used for the proposed dynamic model development.

  9. An Organizational Culture Perspective of Strategic Leadership and Organizational Change: Shaping the Future of the Army

    Science.gov (United States)

    1991-04-02

    theory , practice and research in strategy formulation, leadership , and organizational development and endeavors to integrate these concepts with the...its senior leadership . However, all subordinate leaders or managers in ar organization are part of the strategic process to lesser and varying degrees...e.g., Hersey and Blanchard’s Situational Leadership Theory , which claims follower maturity determines the best leader behavior. Recently, Richard M

  10. Leadership-organizational culture relationship in nursing units of acute care hospitals.

    Science.gov (United States)

    Casida, Jesus; Pinto-Zipp, Genevieve

    2008-01-01

    The phenomena of leadership and organizational culture (OC) has been defined as the driving forces in the success or failure of an organization. Today, nurse managers must demonstrate leadership behaviors or styles that are appropriate for the constantly changing, complex, and turbulent health care delivery system. In this study, researchers explored the relationship between nurse managers' leadership styles and OC of nursing units within an acute care hospital that had achieved excellent organizational performance as demonstrated by a consistent increase in patient satisfaction ratings. The data from this study support that transformational and transactional contingent reward leaderships as nurse manager leadership styles that are associated with nursing unit OC that have the ability to balance the dynamics of flexibility and stability within their nursing units and are essential for maintaining organizational effectiveness. It is essential for first-line nursing leaders to acquire knowledge and skills on organizational cultural competence.

  11. Organizational Cultures and Employees' Propensity to File Claims and/or Engage in Litigious Conduct

    Science.gov (United States)

    Abracosa, Gerilynn P.

    2013-01-01

    Purpose: The purposes of this study were to (a) investigate the connections between aspects of organizational cultures and employees' propensity to file claims and/or engage in litigious conduct against their organization, (b) ascertain behaviors of managers and supervisors implicitly sanctioned by the organization's culture that trigger employees…

  12. University Organizational Culture through Insider Eyes: A Case Study of a Writing Program

    Science.gov (United States)

    Orton, Haley; Conley, Sharon

    2016-01-01

    Using a case study approach, the authors examined university administrator and instructor perspectives about a writing program's organizational culture. In so doing, members of the writing program were invited to participate in interviews over a three-year period. This qualitative case study suggests that examples of culture through a three-lens…

  13. Organizational Cultural Competence in Mental Health Service Delivery: A Multilevel Analysis

    Science.gov (United States)

    Darnell, Adam J.; Kuperminc, Gabriel P.

    2006-01-01

    Statistical associations between individual and organizational dimensions of cultural competence were examined. Participants were 350 employees of 12 public mental health agencies in Atlanta. Results from hierarchical linear modeling indicated that agencies with culturally competent mission statements and training had significantly higher member…

  14. Relationships among Organizational Commitment, Job Satisfaction, and Learning Organization Culture in One Korean Private Organization

    Science.gov (United States)

    Lim, Taejo

    2010-01-01

    The purpose of this study is to identify dynamic relationships among organizational commitment, job satisfaction, and learning organization culture in a Korean private company. Using a sample of 669 employees from five subsidiaries of a Korean conglomerate, this research found that learning organization culture is moderately and positively related…

  15. Impact of Confucian Concepts of Feelings on Organizational Culture in Korean Higher Education.

    Science.gov (United States)

    Lee, Jeong-Kyu

    2001-01-01

    This paper discusses the impact of Confucian concepts of feelings, especially paternalism and favoritism, on the organizational culture of current higher education in South Korea. A descriptive analysis approach is taken through the lens of a cross cultural perspective. The influence of paternalism and favoritism on Korean institutional…

  16. The Impact of Educational Interventions on Organizational Culture at an Urban Federal Agency. Ph.D. Thesis - Old Dominion Univ.

    Science.gov (United States)

    Mckenzie, Janet Myrick

    1994-01-01

    This study on the impact of educational interventions on organizational culture is an evaluation of a major educational initiative undertaken by an urban federal agency, namely the National Aeronautics and Space Administration's Langley Research Center (NASA-LaRC). The design of this educational evaluation captures the essence of NASA-LaRC's efforts to continue its distinguished and international stature in the aeronautical research community following the Challenger tragedy. More specifically, this study is an evaluation of the educational initiative designed to ameliorate organizational culture via educational interventions, with emphasis on communications, rewards and recognition, and career development. After completing a review of the related literature, chronicling the educational initiative, interviewing senior managers and employees, and critically examining thousands of free responses on employee perceptions of organizational culture, it is found that previous definitions of organizational culture are more accurately classified as manifestations of organizational culture. This research has endeared to redefine 'organizational culture' by offering a more accurate and diagnostic perspective.

  17. COMPONENTS ANALYSIS OF ORGANIZATIONAL CULTURE ON WORK AND JOB SATISFACTION IN A PUBLIC INSTITUTION

    Directory of Open Access Journals (Sweden)

    ILEANA DANUȚ

    2016-02-01

    Full Text Available Public sector organizations face increasing pressure to adapt to new requirements from users, generated by phenomena such as the expansion of information technologies, globalization, increasing citizens' awareness of their rights. These new requirements involve changes in cultures of such organizations. While the rules, procedures, activities of public organizations are constantly evolving, culture of an organization change is an effort that requires a very long period. To some extent, cultural change process is lengthy due to the resistance that may arise in the event of planned changes in the culture of an organization. To facilitate the process of cultural change is necessary to know the particularities of organizational culture, in particular those related to work, job satisfaction and human resources policies. In this work we intend to research and interpret employee perceptions of organizational culture Gendarmerie Calarasi on issues related to work, job satisfaction and human resources policies to improve those aspects aiming human resource satisfaction.

  18. The Influence of Corporate Culture on Organizational Commitment of Pakistani Banks an Empirical Study

    OpenAIRE

    Sadia Majeed; Hassan Mujtaba Nawaz Saleem; Saba Saleem; Tariq Aziz; Muhammad Usman

    2012-01-01

    The purpose of this study is to examine the influence of four dimensions of corporate culture on employees’ organizational commitment in the banking sector of Pakistan. Correlation and Regression analysis are employed to test the research hypothesis. The results revealed that all of the four dimensions that are teamwork, communication, reward and recognition, and training and development have significant and positive impact on organizational commitment. The study shows that communication is p...

  19. Organizational culture, leadership style and effectiveness: A case study of middle eastern construction clients

    OpenAIRE

    Alnasseri, Nasser; Osborne, Allan; Steel, Glenn

    2013-01-01

    During the last few decades, organizational effectiveness has received a great deal of attention in many industrial sectors. As a result, a variety of models have been formulated which measure organizational performance. In the construction industry, two factors have subsequently captured the imagination and interest of researchers and practitioners alike: the culture of the organization and the leadership style of project managers. This focus places a requirement upon construction organizati...

  20. The Relationship between Organizational Culture and Innovative Work Behavior for Sports Services in Tourism Enterprises

    Directory of Open Access Journals (Sweden)

    Eskiler Ersin

    2016-03-01

    Full Text Available The innovative behavior of individuals in the workplace is the foundation of any high-performance organization, and thus a study on the factors that motivate or enable individuals’ innovative behavior is critical (Scott, & Bruce, 1994. Therefore, the aim of this research was to find the relationship between organizational culture and innovative work behavior (IWB in tourism enterprises that market sports services. Considering the fact that IWB is crucial for tourism enterprises, exploring the factors that influence IWB could be beneficial. Correlation analysis revealed that IWB was found to be significantly correlating with cooperativeness (r=0.442, p<0.05, innovativeness (r=0.510, p<0.05, consistency (r=0.522, p<0.05, and effectiveness (r=0.554, p<0.05. Additionally, stepwise regression analysis, which was conducted to discover whether organizational culture predicts IWB, showed a significant model: F(2-131=33.775, p<0.05. The model explained 33% of the variance in IWB (Adjusted R2=0.33. In general, our findings suggest that there is a relationship between organizational culture and IWB and that organizational culture significantly predicts IWB. As IWB is crucial for the enhanced performance and success of any organization, organizational culture should be organized in order to encourage employees in terms of IWB.

  1. Organizational models as configurations of structure, culture, leadership, control, and change strategy

    Directory of Open Access Journals (Sweden)

    Janićijević Nebojša

    2017-01-01

    Full Text Available Starting from the axioms of consistency, stability, contingency, and configuration, research on organizational structure, culture, control, leadership, and change management strategy has shown that their typical configurations, or models, can be differentiated according to the same two criteria: distribution of power and dominant organizational dimension. On the one hand there are models of structure, culture, control, leadership, and change management strategy that are based on an unequal, or authoritarian, distribution of power within organizations, while on the other hand there are models that are based on democratic, or equal, distribution of power. Also, on the one hand there are models of structure, culture, control, leadership, and change strategy that are based on work structure and tasks, while on the other hand there are models of these organizational components that are based on social structure, people, and their relationships. Harmonization of typical configurations of organizational structure, culture, control, leadership, and change strategy occurs due to the harmonization of the differentiation criteria. Based on this harmonization, four organizational models have been identified as typical configurations of structure, culture, control, leadership, and change strategy: the autocratic, bureaucratic, innovative, and task models. Each of these models is effective in a different environmental contingency.

  2. MEASURING ORGANIZATIONAL CULTURE: A QUANTITATIVE-COMPARATIVE ANALYSIS [doi: 10.5329/RECADM.20100902007

    Directory of Open Access Journals (Sweden)

    Valderí de Castro Alcântara

    2010-11-01

    Full Text Available This article aims at the analysis of the organizational culture at enterprises located in two towns with distinct quantitative traits, Rio Paranaíba and Araxá. While the surveyed enterprises in Rio Paranaíba are mostly micro and small enterprises (86%, in Araxá there are mostly medium and large companies (53%. The overall objective is to verify if there are significant differences in organizational culture among these enterprises and if they can be explained by the organization size. The research was quantitative and instruments for data collection were a questionnaire and a scale for measuring organizational culture containing four dimensions: Hierarchical Distance Index (IDH, Individualism Index (INDI, Masculinity Index (MASC and the Uncertainty Control Index (CINC. Tabulation and analysis of data were performed using the PASW Statistics 18, doing descriptive and inferential statistical procedures. Using a Reduction Factor (-21 the achieved indexes were classified into 5 intensity categories (from "very low" to "very high". The Student t test for two means was performed, revealing significant differences in Hierarchical Distance and Individualism between Araxá and Rio Paranaíba enterprises (p <0.05.   Keywords Organizational Culture; Dimensions of Organizational Culture; Araxá; Rio Paranaíba.

  3. A Study of the Organizational Culture at a Higher Education Institution [Case Study: Plekhanov Russian University of Economics (PRUE)

    Science.gov (United States)

    Vasyakin, Bogdan S.; Ivleva, Marina I.; Pozharskaya, Yelena L.; Shcherbakova, Olga I.

    2016-01-01

    The article offers an analysis of the organizational culture at a higher education institution as in the case of the Plekhanov Russian University of Economics, conducted in order to study the students' involvement in this culture and to draw conclusions as to what organizational culture principles are internalized by the students. The study used…

  4. The Relationship of Organizational Corruption with Organizational Culture, Attitude towards Work and Work Ethics: A Search on Turkish High School Teachers

    Science.gov (United States)

    Balci, Ali; Ozdemir, Murat; Apaydin, Cigdem; Ozen, Fatmanur

    2012-01-01

    The aim of this study is to analyse organizational corruption and to determine its level of relation to attitude towards work, work ethics and organizational culture. The data in study have been collected from 441 public high school teachers employed in the central districts of Ankara in the school year of 2008-2009. Data have been collected…

  5. Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.

    Science.gov (United States)

    Hartnell, Chad A; Ou, Amy Yi; Kinicki, Angelo

    2011-07-01

    We apply Quinn and Rohrbaugh's (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the framework's nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVF's nomological validity and fail to support aspects of the CVF's proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.

  6. Evaluation of the organizational cultural competence of a community health center: a multimethod approach.

    Science.gov (United States)

    Cherner, Rebecca; Olavarria, Marcela; Young, Marta; Aubry, Tim; Marchant, Christina

    2014-09-01

    Cultural competence is an important component of client-centered care in health promotion and community health services, especially considering the changing demographics of North America. Although a number of tools for evaluating cultural competence have been developed, few studies have reported on the results of organizational cultural competence evaluations in health care or social services settings. This article aims to fill this gap by providing a description of a cultural competence evaluation of a community health center serving a diverse population. Data collection included reviewing documents, and surveying staff, management, and the Board of Directors. The organization fully met 28 of 53 standards of cultural competence, partially met 21 standards, and did not meet 2 standards, and 2 standards could not be assessed due to missing information. The advantages and lessons learned from this organizational cultural competence evaluation are discussed. © 2014 Society for Public Health Education.

  7. Improvements of the Regulatory Framework for Nuclear Installations in the Areas of Human and Organizational Factors and Safety Culture

    International Nuclear Information System (INIS)

    Tronea, M.; Ciurea, C.

    2016-01-01

    The paper presents the development of regulatory requirements in the area of human and organizational factors taking account of the lessons learned from major accidents in the nuclear industry and in particular of the factors that contributed to the Fukushima Daiichi accident and the improvement of the regulatory oversight of nuclear safety culture. New requirements have been elaborated by the National Commission for Nuclear Activities Control (CNCAN) on the nuclear safety policy of licencees for nuclear installations, on independent nuclear safety oversight, on safety conscious work environment and on the assessment of nuclear safety culture. The regulatory process for the oversight of nuclear safety culture within licencees’ organizations operating nuclear installations and the associated procedure and guidelines, based on the IAEA Safety Standards, have been developed in 2010-2011. CNCAN has used the 37 IAEA attributes for a strong safety culture, grouped into five areas corresponding to safety culture characteristics, as the basis for its regulatory guidelines providing support to the reviewers and inspectors, in their routine activities, for recognising and gathering information relevant to safety culture. The safety culture oversight process, procedure and guidelines are in process of being reviewed and revised to improve their effectiveness and to align with the current international practices, using lessons learned from the Fukushima Daiichi accident. Starting with July 2014, Romania has a National Strategy for Nuclear Safety and Security, which includes strategic objectives, associated directions for action and concrete actions for promoting nuclear safety culture in all the organizations in the nuclear sector. The progress with the implementation of this strategy with regard to nuclear safety culture is described in the paper. CNCAN started to define its own organizational culture model and identifying the elements that promote and support safety

  8. PARTICULARITIES OF ORGANIZATIONAL COMMITMENT IN THE SPECIFIC CULTURE OF THE ROMANIAN COMPANIES

    Directory of Open Access Journals (Sweden)

    Oprea-Valentin BUȘU

    2017-08-01

    Full Text Available Organizational culture and organizational commitment represent two of the most important concepts to be considered în an well-functioning organization, having a direct influence over employees` lives in that company. Organizational culture, a scientific concept appeared in the field literature at the end of 1980`, in an increasingly unstable business environment, could be defined as a defined series of collective attitudes, ideas, beliefs, symbols and meanings, values and ideologies, rules and norms, feelings or behaviors, as a model and structure of stable practices shared by all the members of that organization and which, by being implemented, come to merge with the structure of organization and its control systems, with the purpose of producing behavioral norms, this way keeping  the unit of organization. In the same time, organizational commitment represents the feeling of membership, of belonging felt by the employee toward the company he/she works in, reflecting the degree to which those characteristics and organizational perspectives are internalized and adopted in his behavior by the subject. Commitment could be also seen as a model of thinking of an employee taking into consideration the level to which personal values and goals are congruent with those of the company. On the other hand, behavioral commitment refers to the process of one employee becoming committed or even stacked into the organization and the way he manage the situation. Our motivation for choosing the theme of this research lays on one hand in the desire to understand the construct of organizational culture and the organizational development, field which I`m interested in,  and on the other hand because the lack of similar research regarding the Romanian companies. The research We have made revealed that there are many studies linking the two concepts with the organizational development in companies from other countries, but only two studies realized in our country

  9. Development and Psychometric Properties of a Scale to Measure Hospital Organizational Culture for Cardiovascular Care.

    Science.gov (United States)

    Bradley, Elizabeth H; Brewster, Amanda L; Fosburgh, Heather; Cherlin, Emily J; Curry, Leslie A

    2017-03-01

    Because organizational culture is increasingly understood as fundamental to achieving high performance in hospital and other healthcare settings, the ability to measure this nuanced concept empirically has gained importance. Aside from measures of patient safety culture, no measure of organizational culture has been widely endorsed in the medical literature, limiting replication of previous findings and broader use in interventional studies. We sought to develop and assess the validity and reliability of a scale for assessing organizational culture in the context of hospitals' efforts to reducing 30-day risk-standardized mortality after acute myocardial infarction. The 31-item scale was completed by 147 individuals representing 10 hospitals during August and September 2014. The resulting organizational culture scale demonstrated high level of construct validity and internal consistency. Factor analyses indicated that the 31 items loaded well (loading values 0.48-0.90), supporting distinguishable domains of (1) learning environment, (2) psychological safety, (3) commitment to the organization, (4) senior management support, and (5) time for improvement efforts. Cronbach α coefficients were 0.94 for the scale and ranged from 0.77 to 0.88 for the subscales. The scale displayed reasonable convergent validity and statistically significant variability across hospitals, with hospital identity accounting for 11.3% of variance in culture scores across respondents. We developed and validated a relatively easy-to-administer survey that was able to detect substantial variability in organizational culture across different hospitals and may be useful in measuring hospital culture and evaluating changes in culture over time as part performance improvement efforts. © 2017 American Heart Association, Inc.

  10. The impact of organizational culture on the ultimate performance of a company

    Directory of Open Access Journals (Sweden)

    Gavrić Gordana

    2016-01-01

    Full Text Available The tendency towards the realization of profits, efficiency and growth of companies, emphasized in capitalism, has encouraged organizations to think about what is common for successful companies and what differentiates them from those considered unsuccessful. Thus, the organizational culture has become one of the most common themes in management theory and practice. As a means of regulating the conduct of an organization's members, organizational culture permeates all of its factors, manifesting itself as a cause and as a consequence of their behavior. Naturally, its impact can be felt in all aspects of the business, reflecting itself on the final results. Organizational culture should be cultivated, set in the function of company's success, but its negative impacts should be avoided.

  11. Business Culture and Incapacity of Organizational Learning in smes of Durango Capital

    Directory of Open Access Journals (Sweden)

    Jose Gerardo Ignacio Gómez Romero

    2017-05-01

    Full Text Available The objective of this paper focuses on determine the possible relationship between business culture ad learning organizational incapacities in micro, small and medium enterprises (smes in the city of Durango, as well as stablish which is the dominant business culture and the organizational learning incapacity that is presented with more frequency in the studied enterprises. To achieve this a questionnaire based in Yeung, Ulrich, Nason and Von Glinow (2000, adapted and validated in the Mexican context by Gómez Romero (2008, was applied to a sample of 200 smes diagnosing both variables and applying analysis of variance (Anova and to determine the relationship lineal regression models were used. Once the appropriate analyses were done, it was found evidence in favor of the significate relationship between business culture and learning organizational incapacities.

  12. Culture Matters in Successful Curriculum Change: An International Study of the Influence of National and Organizational Culture Tested With Multilevel Structural Equation Modeling

    NARCIS (Netherlands)

    Jippes, M.; Driessen, E.W.; Broers, N.J.; Majoor, G.D.; Gijselaers, W.H.; Vleuten, C.P.M. van der

    2015-01-01

    PURPOSE: National culture has been shown to play a role in curriculum change in medical schools, and business literature has described a similar influence of organizational culture on change processes in organizations. This study investigated the impact of both national and organizational culture on

  13. Reforming the Norwegian Police - Cultural Change as a Restoration of Organizational Ideologies, Myths and Practices

    Directory of Open Access Journals (Sweden)

    Stig O. Johannessen

    2015-09-01

    Full Text Available The paper lays out the origins of the organizational culture myth and how ideas from populist movements of cultural change together with organizational control ideologies have come to be adopted as the panacea for the ills of the Norwegian Police. The paper then draws attention to how the above trends can be explored from a process theoretical perspective with a view towards organizational culture as practices emerging from patterns of communication, power, identity and moral ethics. The discussion further deconstructs changes in the mythology of official statements to demonstrate how the changes in the official values are solidifying a fantasy of sectarian unity, which at the same time threatens to collapse the functionality of the police organization. A recent example of whistleblowing demonstrates the antithesis of this development: the importance of breaking the unity in order to avoid organizational collapse and regain constructive functionality by a different understanding of leadership and moral ethics. The paper is a contribution to a broader discussion and a call for deeper knowledge of what organizational and cultural change and reform means both in the Norwegian police and other police organizations undergoing similar processes.

  14. "Does organizational culture influence the ethical behavior in the pharmaceutical industry?".

    Science.gov (United States)

    Nagashekhara, Molugulu; Agil, Syed Omar Syed

    2011-12-01

    Study of ethical behavior among medical representatives in the profession is an under-portrayed component that deserves further perusal in the pharmaceutical industry. The purpose of this study is to find out the influence of organizational culture on ethical behavior of medical representatives. Medical representatives working for both domestic and multinational companies constitutes the sample (n=300). Data is collected using a simple random and cluster sampling through a structured questionnaire. The research design is hypothesis testing. It is a cross-sectional and correlational study, conducted under non-contrived settings. Chi-square tests were shows that there is an association between the organizational culture and ethical behavior of medical representatives. In addition, the strength of the association is measured which report to Cramer's V of 63.1% and Phi Value of 2.749. Results indicate that multinational company medical reps are more ethical compared to domestic company medical representatives vast difference in both variance and in t test results. Through better organizational culture, pharmaceutical companies can create the most desirable behavior among their employees. Authors conclude that apart from organizational culture, the study of additional organizational, individual and external factors are imperative for better understanding of ethical behavior of medical representatives in the pharmaceutical industry in India.

  15. Improve Organizational Effectiveness, Culture, and Climate Through Servant Leadership

    Science.gov (United States)

    2017-06-09

    doctrine establishes the foundation to build servant leadership behaviors into practical application within organization level units. Army culture ...into practical application within organization level units. Army culture provides the existing conditions required for the model of servant...honorable service, trust, and stewardship of the profession.8 The third challenge is that Army culture reinforces a results-based organization

  16. International Conference on Human and Organizational Aspects of Assuring Nuclear Safety. Exploring 30 years of Safety Culture. Programme and Abstracts

    International Nuclear Information System (INIS)

    2016-01-01

    Thirty years ago, the International Nuclear Safety Advisory Group concluded, in its investigation of the Chernobyl accident, that one of the key lessons to be learned from that accident was the importance of a strong safety culture to maintain safe operations. Almost five years have now passed since the accident at the Fukushima Daiichi nuclear power plant, and the need to implement a systemic approach to safety that takes into account the complex and dynamic sociotechnical systems comprising nuclear infrastructure is one of the main lessons emerging from investigations. This conference will allow an international audience to take a step back and reflect upon the knowledge accumulated in the areas of human and organizational factors (HOF), safety culture and leadership for safety over the past 30 years. The objectives of the conference are to: • Review the experience gained with regard to HOF, safety culture and leadership for safety; • Share and gather experiences related to current developments, approaches, methods and research in the areas of HOF, safety culture and leadership for safety; and • Identify the future needs for building organizational resilience capabilities in order to further strengthen defence in depth for nuclear facilities and activities. The special focus of the conference will be on safety culture and the past 30 years of developments in this area.

  17. Relationship of organizational culture, teamwork and job satisfaction in interprofessional teams.

    Science.gov (United States)

    Körner, Mirjam; Wirtz, Markus A; Bengel, Jürgen; Göritz, Anja S

    2015-06-23

    Team effectiveness is often explained on the basis of input-process-output (IPO) models. According to these models a relationship between organizational culture (input = I), interprofessional teamwork (process = P) and job satisfaction (output = O) is postulated. The aim of this study was to examine the relationship between these three aspects using structural analysis. A multi-center cross-sectional study with a survey of 272 employees was conducted in fifteen rehabilitation clinics with different indication fields in Germany. Structural equation modeling (SEM) was carried out using AMOS software version 20.0 (maximum-likelihood method). Of 661 questionnaires sent out to members of the health care teams in the medical rehabilitation clinics, 275 were returned (41.6%). Three questionnaires were excluded (missing data greater than 30%), yielding a total of 272 employees that could be analyzed. The confirmatory models were supported by the data. The results showed that 35% of job satisfaction is predicted by a structural equation model that includes both organizational culture and teamwork. The comparison of this predictive IPO model (organizational culture (I), interprofessional teamwork (P), job satisfaction (O)) and the predictive IO model (organizational culture (I), job satisfaction (O)) showed that the effect of organizational culture is completely mediated by interprofessional teamwork. The global fit indices are a little better for the IO model (TLI: .967, CFI: .972, RMSEA .052) than for the IPO model (TLI: .934, CFI: .943, RMSEA: .61), but the prediction of job satisfaction is better in the IPO model (R(2) = 35%) than in the IO model (R(2) = 24%). Our study results underpin the importance of interprofessional teamwork in health care organizations. To enhance interprofessional teamwork, team interventions can be recommended and should be supported. Further studies investigating the organizational culture and its impact on interprofessional

  18. Organizational culture in general hospitals and its relationship with job satisfaction

    Directory of Open Access Journals (Sweden)

    Katja Skinder Savić

    2014-06-01

    Full Text Available Introduction: Organizational culture is formed via communication, resolving conflicts, team work and interconnection. The aim of the study was to present the connections between organizational culture and job satisfaction indicators. Methods: A quantitative descriptive approach was used. The study included nursing employees and medical practitioners in six Slovenian hospitals. A 30 per cent quota sample was used, with a response rate of 35.2 % (n = 310. The Organization Culture Assessment Instrument (OCAI (α = 0,818 and Index of Work Satisfaction (α = 0,921 questionnaires were used. The data was processed with SPSS 20.0 statistical software by using the t-test, single variance analysis, correlation, factor and regression analysis. Results: The greatest total average value among employees of both job groups with regard to organizational culture was the market (x = 28.21 and hierarchy (x = 27.57. Job satisfaction indicators (collaboration, leadership, decision-making, autonomy can be explained in 20 % of cases with adhocracy organizational culture (β = 0.318, p < 0.001, market (β = 0.219, p < 0.001 and clan (β = 0.161, p = 0.006. Discussion and conclusion: In Slovenian hospitals, control over work, abiding by the rules and attaining, goals prevails. An overview of the literature reveals the influence of culture on satisfaction. Other factors affecting satisfaction, including stress and abuse of hierarchical power, should be studied.

  19. Organizational culture and its relationship with hospital performance in public hospitals in China.

    Science.gov (United States)

    Zhou, Ping; Bundorf, Kate; Le Chang, Ji; Huang, Jin Xin; Xue, Di

    2011-12-01

    To measure perceptions of organizational culture among employees of public hospitals in China and to determine whether perceptions are associated with hospital performance. Hospital, employee, and patient surveys from 87 Chinese public hospitals conducted during 2009. Developed and administered a tool to assess organizational culture in Chinese public hospitals. Used factor analysis to create measures of organizational culture. Analyzed the relationships between employee type and perceptions of culture and between perceptions of culture and hospital performance using multivariate models. Employees perceived the culture of Chinese public hospitals as stronger in internal rules and regulations, and weaker in empowerment. Hospitals in which employees perceived that the culture emphasized cost control were more profitable and had higher rates of outpatient visits and bed days per physician per day but also had lower levels of patient satisfaction. Hospitals with cultures perceived as customer-focused had longer length of stay but lower patient satisfaction. Managers in Chinese public hospitals should consider whether the culture of their organization will enable them to respond effectively to their changing environment. © Health Research and Educational Trust.

  20. Promotion and Support of Strong Safety Culture at the Hungarian Regulatory Body

    International Nuclear Information System (INIS)

    Bódis, Z.

    2016-01-01

    The Hungarian Atomic Energy Authority (HAEA) in 2014 carried out a self-assessment in order to preparation for IAEA IRRS mission. As a result of the SWOT analysis it was concluded that for the promotion, development and improvement of safety culture at the HAEA is displayed only on the policy level. In order to obtain a greater emphasis on safety culture within the organization a working group was created. The task of the working group was to define the proposed actions to develop the organizational safety culture. The working group reviewed the current situation, the international experiences and proposed on this basis the elaboration of a guideline regarding to organizational safety culture, to integrate this guideline into the organizational training program so as to apply to all levels of the organization and presentation of the safety culture as part of the training of new comers. Results so far: The working group has defined the main tasks and the connecting milestones in order to develop and improve the organizational safety culture at the HAEA. HAEA has elaborated a guideline for performing safety culture self-assessment based on IAEA and other relevant documents.

  1. A multilevel model of patient safety culture: cross-level relationship between organizational culture and patient safety behavior in Taiwan's hospitals.

    Science.gov (United States)

    Chen, I-Chi; Ng, Hui-Fuang; Li, Hung-Hui

    2012-01-01

    As health-care organizations endeavor to improve their quality of care, there is a growing recognition of the importance of establishing a culture of patient safety. The main objective of this study was to investigate the cross-level influences of organizational culture on patient safety behavior in Taiwan's hospitals. The authors measured organizational culture (bureaucratic, supportive and innovative culture), patient safety culture and behavior from 788 hospital workers among 42 hospitals in Taiwan. Multilevel analysis was applied to explore the relationship between organizational culture (group level) and patient safety behavior (individual level). Patient safety culture had positive impact on patient safety behavior in Taiwan's hospitals. The results also indicated that bureaucratic, innovative and supportive organizational cultures all had direct influence on patient safety behavior. However, only supportive culture demonstrated significant moderation effect on the relationship between patient safety culture and patient safety behavior. Furthermore, organizational culture strength was shown correlated negatively with patient safety culture variability. Overall, organizational culture plays an important role in patient safety activities. Safety behaviors of hospital staff are partly influenced by the prevailing cultural norms in their organizations and work groups. For management implications, constructed patient priority from management commitment to leadership is necessary. For academic implications, research on patient safety should consider leadership, group dynamics and organizational learning. These factors are important for understanding the barriers and the possibilities embedded in patient safety. Copyright © 2011 John Wiley & Sons, Ltd.

  2. An organizational culture gap analysis in 6 New Zealand community pharmacies.

    Science.gov (United States)

    Scahill, Shane L; Carswell, Peter; Harrison, Jeff

    2011-09-01

    The barriers to moving forward and meeting the expectations of policy makers and professional pharmacy bodies appear to relate to the organizational culture of community pharmacy. Despite the importance of cultural change for business transformation, organizational culture has largely gone unnoticed in community pharmacy practice research. To perform an organizational culture gap analysis in 6 New Zealand community pharmacies. Mean scores from a cultural rating survey (n=47) were calculated for 8 cultural clusters and mapped onto a typical and a beneficial pattern match (ladder diagram) for each case site. These ladder diagrams provide an understanding of the gap between the 2 ratings based on the gradient of the lines joining cultural clusters-the rungs of the ladder. Software can be used to generate a Pearson correlation describing the strength of the relationship between the typical and beneficial ratings. Eight cultural clusters were mapped: "leadership and staff management"; "valuing each other and the team"; "free-thinking, fun and, open to challenge"; "trusted behavior"; "customer relations"; "focus on external integration"; "provision of systematic advice"; and the "embracing of innovation." Analysis suggested a high level of correlation between the means of the typical and beneficial ratings. Although the variance between average ratings might be quite small, the relative difference can still be meaningful to participants in the cultural setting. The diagrams suggest a requirement for external integration, the provision of systematic advice, and the embracing of innovation to become more typical in most pharmacies. Trusted behavior is the most typical and most beneficial cultural dimension in most pharmacies, whereas valuing each other and the team is the least beneficial. Gaps in organizational culture have been identified through the use of a rating survey. The dimensions of focus on external integration, providing systematic advice, and embracing

  3. Developing Expert Teams with a Strong Safety Culture

    Science.gov (United States)

    Rogers, David G.

    2010-01-01

    Would you like to lead a world renowned team that draws out all the talents and expertise of its members and consistently out performs all others in the industry? Ever wonder why so many organizations fail to truly learn from past mistakes only to repeat the same ones at a later date? Are you a program/project manager or team member in a high-risk organization where the decisions made often carry the highest of consequences? Leadership, communication, team building, critical decision-making and continuous team improvement skills and behaviors are mere talking points without the attitudes, commitment and strategies necessary to make them the very fabric of a team. Developing Expert Teams with a Strong Safety Culture, will provide you with proven knowledge and strategies to take your team soaring to heights you may have not thought possible. A myriad of teams have applied these strategies and techniques within their organization team environments: military and commercial aviation, astronaut flight crews, Shuttle flight controllers, members of the Space Shuttle Program Mission Management Team, air traffic controllers, nuclear power control teams, surgical teams, and the fire service report having spectacular success. Many industry leaders are beginning to realize that although the circumstances and environments of these teams may differ greatly to their own, the core elements, governing principles and dynamics involved in managing and building a stellar safety conscious team remain identical.

  4. THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA

    Directory of Open Access Journals (Sweden)

    Dobre Ovidiu Iliuta

    2014-07-01

    Taking into account the relation between these variables and organizational performance, it is important to retain key employees that are aware of the organizational goals and values. Therefore, the organization should implement practices that increase job security and career development. In this manner, the organization will not only decrease turnover rates, but it would also form a stronger organizational culture by keeping the employees that are already accustomed with the values, beliefs and norms of the corporation. In order to analyze the data collected from the employees working in IT field, regression and correlation statistical analysis have been used. The results show that adaptability is highly correlated to the mission. The implications of my research for the field of organizational behavior is that the models that were developed for developed economies also applies to developing economies, such as the one from Romania.

  5. Using test of Colour Semantic Differential for research into organizational culture

    Directory of Open Access Journals (Sweden)

    Martina Rešlová

    2013-01-01

    Full Text Available The aim of this article is to show the possibility of using a combination of the Values Survey Module 1994 (VSM 94 and the Test of Colour Semantic Differential (TCSD for research into organizational culture. The results of the VSM 94 enable the researcher to determine which poles of Hofstede’s cultural dimensions a particular working group is in fact approaching while the data obtained through TCSD make it possible to define how employees consciously rate and unconsciously perceive expressions related to Hofstede’s cultural dimensions, or how they identify themselves with the researched values, respectively. The final values from the VSM 94 are compared with Hofstede’s national values and it is investigated whether it is possible to speak about the impact of national culture on corporate culture. This article also describes advantages and disadvantages of TCSD as well as the possibilities of its more focused use for research into organizational culture. TCSD has not been widely used for research into organizational culture although it has many practical uses thanks to the ability to work with respondents’ unconsciousness in connection with culture.

  6. The relationship between organizational culture and personnel HSE performance in a production company: A case study in Saipa Car Company

    Directory of Open Access Journals (Sweden)

    2012-12-01

    Result: Among the organizational culture indicators of Siapa car manufacturing company, control indicator (with the average score of 0.55 and among the personnel HSE performance indicators of Saipa company, performance indicator (with the average score of 0.66 had better situation, compared to other variebles. The results showed that there is a significant relationship between personnel HSE performance and organizational culture indicators except for Bonus System indicator (with the significant level of 0.112. .Conclusion: Considering the significant relationship between personnel HSE performance and organizational culture in the studied company, paying more attention to the organizational culture will accordingly improve the personnel HSE performance. Moreover, by improveing and optimizing the cultural indicators, which have the greatest impact on personnel HSE performance a better organizational culture and personnel HSE performance mey be achived in the Saipa company in the future.

  7. Organizational structure, leadership and readiness for change and the implementation of organizational cultural competence in addiction health services.

    Science.gov (United States)

    Guerrero, Erick G; Kim, Ahraemi

    2013-10-01

    Increasing representation of racial and ethnic minorities in the health care system and on-going concerns about existing health disparities have pressured addiction health services programs to enhance their cultural competence. This study examines the extent to which organizational factors, such as structure, leadership and readiness for change contribute to the implementation of community, policy and staffing domains representing organizational cultural competence. Analysis of a randomly selected sample of 122 organizations located in primarily Latino and African American communities showed that programs with public funding and Medicaid reimbursement were positively associated with implementing policies and procedures, while leadership was associated with staff having greater knowledge of minority communities and developing a diverse workforce. Moreover, program climate was positively associated with staff knowledge of communities and having supportive policies and procedures, while programs with graduate staff and parent organizations were negatively associated with knowledge of and involvement in these communities. By investing in funding, leadership skills and a strategic climate, addiction health services programs may develop greater understanding and responsiveness of the service needs of minority communities. Implications for future research and program planning in an era of health care reform in the United States are discussed. Copyright © 2013 Elsevier Ltd. All rights reserved.

  8. Leadership behaviours, organizational culture and intention to stay amongst Jordanian nurses.

    Science.gov (United States)

    AbuAlRub, R F; Nasrallah, M A

    2017-12-01

    To investigate the impact of leadership behaviours of nurse managers and organizational culture on Jordanian nurses' intention to stay at work in public, private and university hospitals. Leadership behaviours of nurses and organizational culture are considered important factors in enhancing retention of nurses. A correlational design was used in the study. A sample of 285 Jordanian nurses was conveniently selected to complete a self-administered questionnaire that consisted of three measures; Kouzes and Posner's Leadership Practise Inventory, Professional Organizational Culture questionnaire and McCain's Intent to Stay Scale. Nurse managers' leadership behaviours and organizational culture were positively associated with the level of intention to stay at work. The study variables explained almost 43% of the variance in nurses' intention to stay at work. The limitation of the study was the use of convenience sampling method. The results asserted that transformational leadership styles of nurse managers enhance positive hospitals' culture as well as the intention of nurses to stay at work. Nurse executives should promote leadership behaviours of nurse managers through training. The regulatory bodies of nursing profession in collaboration with nurse educators and administrators should help in developing competencies for nurse managers that are based on transformational leadership and incorporate such competencies in nursing education programs as well as continuous education programs. © 2017 International Council of Nurses.

  9. The effects of organizational commitment and structural empowerment on patient safety culture.

    Science.gov (United States)

    Horwitz, Sujin K; Horwitz, Irwin B

    2017-03-20

    Purpose The purpose of this paper is to investigate the relationship between patient safety culture and two attitudinal constructs: affective organizational commitment and structural empowerment. In doing so, the main and interaction effects of the two constructs on the perception of patient safety culture were assessed using a cohort of physicians. Design/methodology/approach Affective commitment was measured with the Organizational Commitment Questionnaire, whereas structural empowerment was assessed with the Conditions of Work Effectiveness Questionnaire-II. The abbreviated versions of these surveys were administered to a cohort of 71 post-doctoral medical residents. For the data analysis, hierarchical regression analyses were performed for the main and interaction effects of affective commitment and structural empowerment on the perception of patient safety culture. Findings A total of 63 surveys were analyzed. The results revealed that both affective commitment and structural empowerment were positively related to patient safety culture. A potential interaction effect of the two attitudinal constructs on patient safety culture was tested but no such effect was detected. Research limitations/implications This study suggests that there are potential benefits of promoting affective commitment and structural empowerment for patient safety culture in health care organizations. By identifying the positive associations between the two constructs and patient safety culture, this study provides additional empirical support for Kanter's theoretical tenet that structural and organizational support together helps to shape the perceptions of patient safety culture. Originality/value Despite the wide recognition of employee empowerment and commitment in organizational research, there has still been a paucity of empirical studies specifically assessing their effects on patient safety culture in health care organizations. To the authors' knowledge, this study is the first

  10. The Cultural Cover-Up of College Athletics: How Organizational Culture Perpetuates an Unrealistic and Idealized Balancing Act

    Science.gov (United States)

    Jayakumar, Uma M.; Comeaux, Eddie

    2016-01-01

    Using a combined grounded theory and case study methodology, Jayakumar and Comeaux examined the role of organizational culture in shaping the lives of college athletes, particularly related to negotiating dual roles as both student and athlete. Data collection involved 20 interviews with athletes and stakeholders in the affairs of intercollegiate…

  11. Organizational Climate Partially Mediates the Effect of Culture on Work Attitudes and Staff Turnover in Mental Health Services

    OpenAIRE

    Aarons, Gregory A.; Sawitzky, Angelina C.

    2006-01-01

    Staff turnover in mental health service organizations is an ongoing problem with implications for staff morale, productivity, organizational effectiveness, and implementation of innovation. Recent studies in public sector services have examined the impact of organizational culture and climate on work attitudes (i.e., job satisfaction and organizational commitment) and, ultimately, staff turnover. However, mediational models of the impact of culture and climate on work attitudes have not been ...

  12. Personality, Organizational Culture, and Cooperation: Evidence from a Business Simulation.

    Science.gov (United States)

    Chatman, Jennifer A.; Barsade, Sigal G.

    1995-01-01

    Explored personal and situational sources of cooperation. Assessed MBA students' disposition to cooperate and randomly assigned them to simulated organizations emphasizing either collectivistic or individualistic cultural values. Coworkers rated cooperative subjects in collectivistic cultures as most cooperative. Cooperative people were most…

  13. How an Intranet Provides Opportunities for Learning Organizational Culture

    Science.gov (United States)

    Bennett, Elisabeth E.

    2007-01-01

    This paper discusses a qualitative case study that addresses how an intranet can provide opportunities for learning about an organization's culture. Four primary findings are discussed with the study concluding that cultural knowledge is conveyed and renewed through an intranet in a learning process that emphasizes informal learning and…

  14. Organizational Training across Cultures: Variations in Practices and Attitudes

    Science.gov (United States)

    Hassi, Abderrahman; Storti, Giovanna

    2011-01-01

    Purpose: The purpose of this paper is to provide a synthesis based on a review of the existing literature with respect to the variations in training practices and attitudes across national cultures. Design/methodology/approach: A content analysis technique was adopted with a comparative cross-cultural management perspective as a backdrop to…

  15. The Impact of Organizational Culture and Job Related Affective Well Being on Employees’ Conflict Resolution Styles

    Directory of Open Access Journals (Sweden)

    Nurdan Özarallı

    2015-06-01

    Full Text Available This study aims to investigate the impact of cooperative or competitive organizational culture and employees’ job related affective well being on their preferred conflict resolution styles. A total of 236 white collar employees in the private sector completed questionnaires on “Organizational Culture“, “Job Related Affective Well Being“and “Conflict Resolution Styles“. Results indicated that employees working in a cooperative organizational culture would choose problem solving, compromising and accomodating conflict resolution styles while those working in a competitive work environment would choose forcing and avoiding strategies. Results also showed that while positive job related affective well being is a major predictor o problem solving, compromising, accomodating and avoiding conflict resolution styles, negative job related affective well being significantly predicts forcing and avoiding strategies. Overall, the results draw attention to the preferred conflict resolution strategies assumed by Turkish employees, the role of the conflict environment as well as actors’ affective well being

  16. Organizational culture of a psychiatric hospital and resilience of nursing workers.

    Science.gov (United States)

    Rocha, Fernanda Ludmilla Rossi; Gaioli, Cheila Cristina Leonardo de Oliveira; Camelo, Silvia Helena Henriques; Mininel, Vivian Aline; Vegro, Thamiris Cavazzani

    2016-01-01

    to analyze the organizational culture of a psychiatric hospital and identify the capacity of resilience of nursing workers. quantitative research. For data collection, were used the Brazilian Instrument for Evaluation of Organizational Culture (IBACO - Instrumento Brasileiro para Avaliação da Cultura Organizacional) and the Resilience Scale (RS). participants reported the existence of centralization of power and devaluation of workers, despite recognizing the existence of collaboration at work and practices for improving interpersonal relations. In relation to the capacity of resilience, 50% of workers showed high level, and 42.9% a medium level of resilience. The correlation tests revealed negative values between the IBACO and RS domains, indicating that the lower the appreciation of individuals in the institution, the greater their capacity of resilience. the organizational values reflect the work organization model in the institution that devalues the workers' needs and requires greater capacity of resilience.

  17. A longitudinal study of the effects of charismatic leadership and organizational culture on objective and perceived corporate performance.

    NARCIS (Netherlands)

    Wilderom, Celeste P.M.; van den Berg, P.T.; Wiersma, U.J.

    2012-01-01

    We investigated the combined effects of charismatic leadership and organizational culture on perceived and objective company performance using a longitudinal design. Employees (N = 1214) in 46 branches of a large Dutch bank rated branch management on charismatic leadership, organizational culture in

  18. Error Management Practices Interacting with National and Organizational Culture: The Case of Two State University Departments in Turkey

    Science.gov (United States)

    Göktürk, Söheyda; Bozoglu, Oguzhan; Günçavdi, Gizem

    2017-01-01

    Purpose: Elements of national and organizational cultures can contribute much to the success of error management in organizations. Accordingly, this study aims to consider how errors were approached in two state university departments in Turkey in relation to their specific organizational and national cultures. Design/methodology/approach: The…

  19. Teacher Perceptions of School Culture and Their Organizational Commitment and Well-Being in a Chinese School

    Science.gov (United States)

    Zhu, Chang; Devos, Geert; Li, Yifei

    2011-01-01

    This study aims to analyze and validate the dimensions and specific features of a school culture in a Chinese context. A sample of 181 teachers from a Chinese primary and secondary school in Beijing participated in a survey that measures school organizational cultural characteristics and teacher organizational commitment and well-being as outcomes…

  20. Joint-Service Integration: An Organizational Culture Study of the United States Department of Defense Voluntary Education System

    Science.gov (United States)

    Benson, Martin K.

    2010-01-01

    The purpose of the descriptive case study with a multiple case framework was to (a) describe the organizational cultures of education programs and leaders in the United States (U.S.) Department of Defense (DoD) voluntary education system on Oahu, Hawaii; (b) determine if an overlapping common organizational culture exists; and (c) assess the…

  1. Studying the Relationship between Individual and Organizational Factors and Nurses' Perception of Patient Safety Culture

    Directory of Open Access Journals (Sweden)

    Farahnaz Abdolahzadeh

    2012-11-01

    Full Text Available Introduction: Safety culture is considered as an important factor in improving patient safety. Therefore, identifying individual and organizational factors affecting safety culture is crucial. This study was carried out to determine individual and organizational factors associated with nurses' perception of patient safety culture. Methods: The present descriptive study included 940 nurses working in four training hospitals affiliated with Urmia University of Medical Sciences (Iran. Data was collected through the self-report questionnaire of patient safety culture. Descriptive (number, percent, mean, and standard deviation and inferential (t-test and analysis of variance statistics were used to analyze the data in SPSS. Results: Nurses' perception of patient safety culture was significantly correlated with marital status, workplace, and overtime hours. Conclusion: The results of this study revealed that some individual and organizational factors can impact on nurses' perception of patient safety culture. Nursing authorities should thus pay more attention to factors which promote patient safety culture and ultimately the safety of provided services.

  2. Organizational Culture Influence On Total Productive Maintenance (TPM and Operational Performance Using RASCH Model Analysis

    Directory of Open Access Journals (Sweden)

    Mohd Norhasni Mohd Asaad

    2014-02-01

    Full Text Available Abstract. Market globalization, competitive product and services, high economic crises are the most critical factors that influence the success of the manufacturing companies in global market. Therefore it is critical to the manufacturing companies to be efficient in production and lean tool may used to achieve that.  The most frequently used is the Total Preventive Maintenance (TPM, even though there are many studies have been conducted in relation to the TPM but there is limited research in investigating the effects of the TPM on operational performance. However, the result of the studies was not consistent, where TPM practice may have positive and negative impact on operational performance. Among the reason is the culture of the organization that influenced the implementation of TPM and operational performance. Due to that this study attempts to investigate the influence of organizational culture on the TPM implementation and operational performance.  Rasch model is used in this study due to its ability in interpreting and analyzing the ability of respondents in performing the difficult items. The online questionnaires were distributed to 63 randomly selected automotive companies located at Northern Region of Malaysia.  Results of the study revealed that the organizational culture has influenced on the successful implementation of TPM and operational performance. Therefore by the implementation of TPM in outstanding organizational culture can improve operational performance.   Keyword: Total Preventive Maintenance (TPM, Lean manufacturing, Operational performance, Organizational culture, Rasch modeldoi:10.12695/ajtm.2013.6.2.2How to cite this article:Mohd Asaad, M.N and Yusoff, R.Z. (2013. Organizational Culture Influence On Total Productive Maintenance (TPM and Operational Performance Using RASCH Model Analysis . The Asian Journal of Technology Management 6 (2: 72-81. Print ISSN: 1978-6956; Online ISSN: 2089-791X.  doi:10.12695/ajtm

  3. <strong>Neuroscientific Explanations of Religious Experience are Not free from Cultural Aspectsstrong>

    DEFF Research Database (Denmark)

    Runehov, Anne Leona Cesarine

    2008-01-01

    We cannot disregard that the neuroscientific research on religious phenomena such as religious experiences and rituals for example, has increased significantly the last years. Neuroscientists claim that neuroscience contributes considerably in the process of understanding religious experiences, b...... neuroscientific issues, also cultural-religious assumptions that underlie this conclusion. Key Words Culture, Neuroscience, Religious Experience, Meditation. Udgivelsesdato: January...

  4. Homepage of the <strong>Philosophy Meets Popular Culture Initiativestrong>

    DEFF Research Database (Denmark)

    Grund, Cynthia M.

    2008-01-01

    and students who have a serious interest in the meeting of philosophy with popular culture. The framework language of the site is English, so that the exchange of ideas may include participants from outside Denmark and the Nordic area; one hallmark of much popular culture is its tendency to go global. Swatches...

  5. Relationship of hospital organizational culture to patient safety climate in the Veterans Health Administration.

    Science.gov (United States)

    Hartmann, Christine W; Meterko, Mark; Rosen, Amy K; Shibei Zhao; Shokeen, Priti; Singer, Sara; Gaba, David M

    2009-06-01

    Improving safety climate could enhance patient safety, yet little evidence exists regarding the relationship between hospital characteristics and safety climate. This study assessed the relationship between hospitals' organizational culture and safety climate in Veterans Health Administration (VA) hospitals nationally. Data were collected from a sample of employees in a stratified random sample of 30 VA hospitals over a 6-month period (response rate = 50%; n = 4,625). The Patient Safety Climate in Healthcare Organizations (PSCHO) and the Zammuto and Krakower surveys were used to measure safety climate and organizational culture, respectively. Higher levels of safety climate were significantly associated with higher levels of group and entrepreneurial cultures, while lower levels of safety climate were associated with higher levels of hierarchical culture. Hospitals could use these results to design specific interventions aimed at improving safety climate.

  6. Blended Families: The Influence of Organizational and Managerial Culture in Mergers of Career-Oriented Colleges

    Science.gov (United States)

    Wambach, Michael W.

    2009-01-01

    This qualitative case study is constructed to offer insight on the infrequently investigated influence of organizational culture before and after a merger between higher education institutions. Respondents were selected from volunteers to form three strata of employees; staff, mid-level management which included some faculty members, and upper…

  7. ORGANIZATIONAL CULTURE AND CHANGE MANAGEMENT OF MUNICIPAL COLLEGE PALHOÇA

    Directory of Open Access Journals (Sweden)

    Joici Lilian Rodrigues

    2015-11-01

    Full Text Available This dissertation  analyzes the perceptions of managers of the Faculdade Municipal de Palhoça, which represent an outline of what can be understood as aspects of the organizational culture of this educational institution. Its specific objectives are: a to indicate aspects of the organizational culture of the institution; b to identify values among the group managers; c to link the different perceptions of managers to the public policies of the Municipality, and to the possibilities, in the managers’ perception, of interpreting the culture of the Faculdade Municipal de Palhoça. The study was conducted using the exploratory method, in which the researcher agent interprets the data collection using a qualitative approach, with discourse analysis. The survey is an interpretative case study of a municipal institution, in which a semi-structured interview was applied as the data collection technique, which provided primary data, based on the interpretive paradigm. The interviews were conducted in October 2013, with the directors, and undergraduate and postgraduate coordinators. Following a theoretical and empirical discussion on the theme of organizational culture and change, the objective of analysis of the study was to understand the organizational phenomena and behavior of actors within the context of a public higher education institution in Greater Florianópolis.

  8. Organizational error management culture and its impact on performance: a two study replication

    NARCIS (Netherlands)

    van Dyck, C.; Frese, M.; Baer, M.; Sonnentag, S.

    2005-01-01

    The authors argue that a high-organizational error management culture, conceptualized to include norms and common practices in organizations (e.g., communicating about errors, detecting, analyzing, and correcting errors quickly), is pivotal to the reduction of negative and the promotion of positive

  9. Job Satisfaction and the Perceived Organizational Culture of U.S. Military and Military Affiliated Personnel

    Science.gov (United States)

    Diffenauer, Deborah A.

    2010-01-01

    This study examined the relationship between demographic characteristics, level of job satisfaction, and current/preferred organizational culture in a sample of 139 off-campus military degree program participants. Responses were received from undergraduate students in the fields of engineering, applied sciences and arts, and education. "The Job…

  10. The Moderating Role of Self-Efficacy in the Organizational Culture-Training Transfer Relationship

    Science.gov (United States)

    Simosi, Maria

    2012-01-01

    This paper aims to examine the combined effects of self-efficacy and organizational culture on employees' transfer of knowledge/skills acquired through training. The questionnaires were distributed to 252 newly hired employees working in a service organization in Greece. Each of the independent variables examined added incrementally to the…

  11. [Factors associated with the strength of organizational culture in a Beninese hospital].

    Science.gov (United States)

    Sopoh, Ghislain Emmanuel; Kouckodila Nzingoula, Michael Florian; Sossa Jérôme, Charles; Hessou Ahahanzo-Glèlè, Yolaine; Damienne Agueh, Victoire; Tinoaga Ouédraogo, Laurent; Makoutodé, Michel

    Organizational culture, a frequently ignored concept, affects job satisfaction and productivity in organizations. To determine the factors associated with the strength of organizational culture (OC) in Mono / Couffo regional hospital in Lokossa in Benin. This cross-sectional and analytical study involved 121 workers of Mono/Couffo hospital in March 2015. Data on the strength of OC was collected using a questionnaire based on the validated tool proposed by Cameron and Quinn (2006). Logistic regression was performed to explore the nature of the relationship between the independent variables and OC using Odds ratios. 62% of the surveyed subjects had a positive perception of organizational culture. This perception was statistically associated with managerial factors (moral support of workers and type of relationship with the executive staff). The risk of perceiving a low strength of OC was sixfold higher OR = 3.78, 95% CI (1.08 - 13.22) among subjects who felt they did not have moral support from executive staff than in those who perceived this moral support. The risk of perceiving a weak OC was higher among subjects who considered relations with the staff to be uncordial [OR = 14.32, 95% CI (4.35 - 47.11)] compared to those who considered these relations to be cordial. Human resource management factors were more closely associated with the strength of organizational culture. Hospital managers should pay more attention to these factors in their hospitals to promote better institutional performance.

  12. Organizational Culture at High Schools in TRNC: A Comparative Case Study

    Science.gov (United States)

    Silman, Fatos; Ozmatyatli, Icim Ozenli; Birol, Cem; Caglar, Mehmet

    2012-01-01

    This study was conducted to compare the organizational culture in two TRNC schools by using influencing factors of metaphors, physical environment, values, norms, rituals, language, legends and reward systems. To obtain data, a triangulation of participant interviews, observations and written sources were used. Results appear to display that the…

  13. An Investigation of the Impact of International Branch Campuses on Organizational Culture

    Science.gov (United States)

    Tierney, William G.; Lanford, Michael

    2015-01-01

    The authors first survey the factors related to globalization that have stimulated the creation of international branch campuses. They then contend that the viability of an international branch campus should not be solely evaluated from a rational choice perspective oriented toward economic self-interest. Rather, the organizational culture of the…

  14. Primary care units in Emilia-Romagna, Italy: an assessment of organizational culture.

    Science.gov (United States)

    Pracilio, Valerie P; Keith, Scott W; McAna, John; Rossi, Giuseppina; Brianti, Ettore; Fabi, Massimo; Maio, Vittorio

    2014-01-01

    This study investigates the organizational culture and associated characteristics of the newly established primary care units (PCUs)-collaborative teams of general practitioners (GPs) who provide patients with integrated health care services-in the Emilia-Romagna Region (RER), Italy. A survey instrument covering 6 cultural dimensions was administered to all 301 GPs in 21 PCUs in the Local Health Authority (LHA) of Parma, RER; the response rate was 79.1%. Management style, organizational trust, and collegiality proved to be more important aspects of PCU organizational culture than information sharing, quality, and cohesiveness. Cultural dimension scores were positively associated with certain characteristics of the PCUs including larger PCU size and greater proportion of older GPs. The presence of female GPs in the PCUs had a negative impact on collegiality, organizational trust, and quality. Feedback collected through this assessment will be useful to the RER and LHAs for evaluating and guiding improvements in the PCUs. © 2013 by the American College of Medical Quality.

  15. Assessing the Effects of Organizational Culture, Rewards, and Individual Creativity on Technical Workgroup Performance

    Science.gov (United States)

    Navaresse, Daniel O.; Yauch, Charlene A.; Goff, Kathy; Fonseca, Daniel J.

    2014-01-01

    This study used an experimental approach to investigate the conditions under which creative outcomes should be expected from the interplay of individual creativity, the innovation orientation of the organizational culture, and the rewards distribution rules. The results of this study suggest that the individual creativity of technically educated…

  16. Organizational Culture and Instructional Innovations in Higher Education: Perceptions and Reactions of Teachers and Students

    Science.gov (United States)

    Zhu, Chang; Engels, Nadine

    2014-01-01

    This study examines teachers' and students' perceptions of the organizational culture of their universities and their views about and reactions to instructional innovations with regard to student-centred learning, collaborative learning and use of innovative educational technologies. Six Chinese universities were involved and in total 1051…

  17. The Link between Organizational Learning Culture and Customer Satisfaction: Confirming Relationship and Exploring Moderating Effect

    Science.gov (United States)

    Pantouvakis, Angelos; Bouranta, Nancy

    2013-01-01

    Purpose: The aim of this paper is to develop a theoretical framework and conduct an empirical study across different service sectors to investigate the inter-relationships between organizational learning culture, employee job satisfaction and their impact on customer satisfaction. It also aims to examine an individual-level variable (educational…

  18. Gender and Leadership. The Impact of Organizational Culture of Public Institutions

    Directory of Open Access Journals (Sweden)

    Felicia Cornelia MACARIE

    2011-02-01

    Full Text Available This study approaches the public organizations and their organizational culture by taking into account the gender factor. More specifically, it will approach women’s presence in the leadership of public organizations, the influence of the public organizational culture in the promotion of women in middle and top management positions, and it will finally identify the defining characteristics of the organizational culture of the institutions led by women in comparison to those led by men. Our study is based on a research conducted in Bistriţa-Năsăud County, Romania, by applying a survey in 12 public organizations. The survey comprises 16 questions, seven of which are open questions; 25 women with different positions in the medium and the top management of public institutions were surveyed. The conclusions of the research confirm the existence of some clear differences in the organizational culture of womenled and respectively, men-led public institutions. At the same time, the study identifies possible causes for the low presence of women in the public top management in contrast to their high presence in the execution positions.

  19. The Effect of Leadership, Organizational Culture, Emotional Intellegence, and Job Satisfaction on Performance

    Science.gov (United States)

    Ilyas, Muhammad; Abdullah, Tamrin

    2016-01-01

    This research aimed to study the influence of Leadership, Organizational Culture, Emotional Quotation, and Job Satisfaction to Teacher Performance of Senior High School at Palopo Municipality South Sulawesi. There were 78 teachers participated in this research. The results were: (1) Leadership directly affects teacher performance; (2) Emotional…

  20. Culture and endorsed organizational leadership behaviors: Portugal and China

    OpenAIRE

    Silva, Hélder

    2012-01-01

    Mestrado em Administração Pública Understanding the cultural diversity that has long characterized mankind and the respective accepted behaviors is more important now than ever. The exponential growth of the last decades in interactions between individuals from different cultures, either due economical reasons or social ones, caused by the globalization phenomenon is an assurance of that necessity. Facing the increasing importance of China in the world juncture this dissertation has as ...

  1. Organizational climate partially mediates the effect of culture on work attitudes and staff turnover in mental health services.

    Science.gov (United States)

    Aarons, Gregory A; Sawitzky, Angelina C

    2006-05-01

    Staff turnover in mental health service organizations is an ongoing problem with implications for staff morale, productivity, organizational effectiveness, and implementation of innovation. Recent studies in public sector services have examined the impact of organizational culture and climate on work attitudes (i.e., job satisfaction and organizational commitment) and, ultimately, staff turnover. However, mediational models of the impact of culture and climate on work attitudes have not been examined. The present study examined full and partial mediation models of the effects of culture and climate on work attitudes and the subsequent impact of work attitudes on staff turnover. Multilevel structural equation models supported a partial mediation model in which organizational culture had both direct influence on work attitudes and indirect influence through organizational climate. Work attitudes significantly predicted one-year staff turnover rates. These findings support the contention that both culture and climate impact work attitudes and subsequent staff turnover.

  2. Design and validation of a questionnaire to assess organizational culture in French hospital wards.

    Science.gov (United States)

    Saillour-Glénisson, F; Domecq, S; Kret, M; Sibe, M; Dumond, J P; Michel, P

    2016-09-17

    Although many organizational culture questionnaires have been developed, there is a lack of any validated multidimensional questionnaire assessing organizational culture at hospital ward level and adapted to health care context. Facing the lack of an appropriate tool, a multidisciplinary team designed and validated a dimensional organizational culture questionnaire for healthcare settings to be administered at ward level. A database of organizational culture items and themes was created after extensive literature review. Items were regrouped into dimensions and subdimensions (classification validated by experts). Pre-test and face validation was conducted with 15 health care professionals. In a stratified cluster random sample of hospitals, the psychometric validation was conducted in three phases on a sample of 859 healthcare professionals from 36 multidisciplinary medicine services: 1) the exploratory phase included a description of responses' saturation levels, factor and correlations analyses and an internal consistency analysis (Cronbach's alpha coefficient); 2) confirmatory phase used the Structural Equation Modeling (SEM); 3) reproducibility was studied by a test-retest. The overall response rate was 80 %; the completion average was 97 %. The metrological results were: a global Cronbach's alpha coefficient of 0.93, higher than 0.70 for 12 sub-dimensions; all Dillon-Goldstein's rho coefficients higher than 0.70; an excellent quality of external model with a Goodness of Fitness (GoF) criterion of 0.99. Seventy percent of the items had a reproducibility ranging from moderate (Intra-Class Coefficient between 50 and 70 % for 25 items) to good (ICC higher than 70 % for 33 items). COMEt (Contexte Organisationnel et Managérial en Etablissement de Santé) questionnaire is a validated multidimensional organizational culture questionnaire made of 6 dimensions, 21 sub-dimensions and 83 items. It is the first dimensional organizational culture questionnaire

  3. Organizational Culture and Firms’ Internationalization, Innovativeness and Networking Behaviour: Hofstede Approach

    OpenAIRE

    Maja Szymura-Tyc; Michał Kucia

    2016-01-01

    Objective: The objective of this paper is to describe the features of firms’ organizational culture within four of Hofstede’s national culture dimensions and their potential relationships with internationalization, innovativeness and networking behaviour of firms. Research Design & Methods: This explorative quantitative research refers to results of an earlier study on internationalization, innovativeness and networking of firms in Poland. Descriptive statistics are used to depict the...

  4. ORGANIZATIONAL CULTURE AND NEW SERVICE DEVELOPMENT PERFORMANCE: INSIGHTS FROM KNOWLEDGE INTENSIVE BUSINESS SERVICE

    OpenAIRE

    SHUNZHONG LIU

    2009-01-01

    Current research on new service development (NSD) management has resulted in an impressive amount of literature on the success factors of new service development, but there is little literature on NSD organizational culture. The purpose of this study was to assess the relationship between organization culture and NSD performance. Data were collected via questionnaires through face-to-face interviews with KIBS managers knowledgeable about NSD in their organization (sample size 192). The set co...

  5. The Influence of Organizational Culture over the Ethical Principles in International Businesses

    OpenAIRE

    Cezar Militaru; Adriana Zanfir

    2012-01-01

    One of the most recent tendencies of modern management is that of looking at a company’s activity from the business point of view. The business culture is a very complex element reflected by the company’s organizational culture and by its components, such as the ethical approach in business, carrying the corporate social responsibility, maintaining the etiquette in business or following the good manners guide in international affairs. The necessity of adapting to the peculiarities and the cha...

  6. THE MECHANISM OF ORGANIZATIONAL CULTURE TRANSFORMATION IN INNOVATION COMPETITIVE ADVANTAGE FOR INTERNATIONAL BUSINESS STRUCTURES

    Directory of Open Access Journals (Sweden)

    Lidia S. Leontieva

    2015-01-01

    Full Text Available Throughout article authors give algorithm of organizational culture diagnostic testing of the Hyundai Glovis Russia company, features and difficulties of her cross-cultural environment. Within research the corporate culture and history of the Hyundai Glovis Russia company is analysed. Besides, systems of norms, values and behavior models of the Korean and Russian personnel, and also set of forms of interaction between them are compared. The structural model of transformation of cultural distinctions in competitive advantages of the international enterprise structures is developed.

  7. The Impact of Management and Organizational Culture on Creativity in the Hotel Industry

    Directory of Open Access Journals (Sweden)

    Olimpia State

    2014-11-01

    Full Text Available In today`s business environment, characterized by instability and unpredictability, organizations` success depends on their ability to adapt and manage the changes required. Therefore, in order to achieve long-term corporate success, companies need to have a culture that encourages creativity and innovation. The aim of the article is to investigate the link between corporate culture and creativity and the impact of the management form on organizational culture. The research highlights the Romanian hotel industry culture, using Hofstede`s model. Considering their impact on innovation, there were taken into consideration three factors: individualism, power distance and long term orientation. The article investigates how these factors are influenced by the hotel`s exploitation form and their impact on organizational creativity. The research was conducted on two hotels in Bucharest, affiliated to an international hotel chain. In order to identify the impact of the exploitation form on the hotel`s organizational culture, one of the accommodation units is operated under a management contract, while the other operates under a franchise agreement. The study is based on a survey conducted among the employees of the two hotels. Results indicate differences regarding the corporate culture between the hotel operated under a management contract and the unit operated under a franchise agreement. Recommendations on how to foster employees` creativity are suggested. The implications of the findings are discussed, considering the limitations and future research directions.

  8. Responsiveness of culture-based segmentation of organizational buyers

    Directory of Open Access Journals (Sweden)

    Veronika Jadczaková

    2013-01-01

    Full Text Available Much published work over the four decades has acknowledged market segmentation in business-to-business settings yet primarily focusing on observable segmentation bases such as firmographics or geographics. However, such bases were proved to have a weak predictive validity with respect to industrial buying behavior. Therefore, this paper attempts to add a debate to this topic by introducing new (unobservable segmentation base incorporating several facets of business culture, denoted as psychographics. The justification for this approach is that the business culture captures the collective mindset of an organization and thus enables marketers to target the organization as a whole. Given the hypothesis that culture has a merit for micro-segmentation a sample of 278 manufacturing firms was first subjected to principal component analysis and Varimax to reveal underlying cultural traits. In next step, cluster analysis was performed on retained factors to construct business profiles. Finally, non-parametric one-way analysis of variance confirmed discriminative power between profiles based on psychographics in terms of industrial buying behavior. Owing to this, business culture may assist marketers when targeting more effectively than some traditional approaches.

  9. Building change: Effects of professional culture and organizational context on energy efficiency adoption in buildings

    Science.gov (United States)

    Janda, Kathryn Bess

    1998-12-01

    Despite the apparent benefits of energy-efficient buildings, energy efficiency measures have not been widely adopted by the building industry. My dissertation addresses the question "If energy efficiency is such a good idea, why isn't there more of it?" by studying the two professional groups that have the most influence over building design: architects and engineers. My hypothesis is that the professional cultures and organizational contexts of building designers can and do influence the achievable potential for energy efficiency in buildings. "Professional culture" describes what architects and engineers are generally taught (both directly and indirectly) to want in a building. "Organizational context" refers to where and how an individual architect or engineer does his or her work. Two utility-funded demand-side management projects provide data for this effort. I use technologies, designers, and decisions from these projects to explore the effects of engineering-economic information, professional culture, and organizational context on energy efficiency adoption. My results show that even in situations where cost and information barriers are overcome, professional culture and organizational contexts affect energy efficiency adoption. My conclusions recommend treating energy efficiency in the built environment as a socio-technical problem, not an engineering-economic one. To improve energy efficiency adoption in the short term, efficiency advocates should focus on organizational context, matching efficient technologies with the firm types most likely to adopt them. To generate market transformation in the long term, efficiency advocates should focus on educating future generations of designers to include efficiency in their professional cultures.

  10. Cross Cultural Logistics and Supply Chain Management Towards Organizational Effectiveness within the Asean/Thai Automotive Industries: A Sem Analysis

    Directory of Open Access Journals (Sweden)

    Dansomboon Suwaj

    2016-09-01

    Full Text Available As a manufacturing, logistics and supply chain hub within ASEAN (Association of Southeast Asian Nations, Thailand holds the 12th spot in global vehicle production for an estimated 2,355 Thai and multinational automotive industry enterprises. Within the Association of Southeast Asian Nations, Thailand ranks number one in automotive production contributing $US11.4 billion to the Thai economy and 12 percent to Thailand’s GDP (Gross Domestic Product, with the automotive industry being Thailand’s leading export sector. However, the automotive companies envisage the difficulty of cultural diversity to manage and coordinate. Therefore, cultural values from the milieu are inducted into the workplace and have a strong impact on both individual behavior and organizational effectiveness and must be direction at all levels for cross-cultural, organizational effectiveness to be achieved. It also became evident that natural disasters are frequent and highly disruptive to the global automotive supply chain and paces must be taken to countervailing the notable and continuing loss to economic growth and organizational effectiveness to both sector units and the global industry. The implementation of strategically placed, environmentally ‘habituated’, automotive parts logistics cache might be one solution to the problem. Given the crucial importance of this sector to the economy of the region and the global supply chain, the researchers surveyed 220 managers using a 7-point Likert scale questionnaire within the multinational industrial clusters of Thailand’s ‘Detroit of Asia’ Eastern Seaboard region. Using Structural Equation Modelling to test the 11 variables on Logistics Management, Supply Chain Management and Organizational Effectiveness in a cross-cultural context, it was determined that collaboration within the supply chain and the exchange of information can reduce uncertainty, with trust being a key ingredient to a JV’s success

  11. Language and organizational culture in the Oswaldo Cruz institute 1900-1930

    Directory of Open Access Journals (Sweden)

    William Franklin Hanes

    2017-01-01

    Full Text Available http://dx.doi.org/10.5007/2175-7968.2017v37n1p230 The medical literature consumed and produced by the Oswaldo Cruz Institute and the circulation of its personnel in foreign institutions from its beginnings in 1900 through the Vargas coup d’état in Brazil in 1930 testify to the complex, multilingual and international nature of scientific networking in and beyond the belle époque and challenge notions of behavior associated with colonial economic models. To explore the parameters of the Institute’s early organizational culture with respect to language, three of its publications from this period will be examined: a 1911 promotional booklet in German, which details the Institute’s journal holdings and the publications of its researchers; a 1929 English-language travelogue of leprosy treatment centers worldwide; and the journal Memórias do Instituto Oswaldo Cruz (1909-, which published articles in five languages during this period. The results indicate that the Institute’s flexible, avidly multilingual language policy, partially the result of Brazil’s peripheral, neutral political situation, led to a very strong multilateral position in the scientific community that provided both visibility and recognition as a full peer in the then-internationally emerging field of Tropical Medicine.

  12. IMPACT OF ETHICAL VALUES PROMOTED BY PROFESSIONAL ACCOUNTANTS ON THE ORGANIZATIONAL CULTURE

    Directory of Open Access Journals (Sweden)

    GRETI DANIELA TOGOE

    2013-07-01

    Full Text Available This paper aims to point out the contribution of professional accountants to the sustainable development of organization and the way they generate sustainable organizational success through their direct involvement in creating organizational culture. Professional accountants can be considered value creators in organizations because of their commitment in developing and implementing strategies, policies, plans, structures and governance measures which set the framework for the creation of added value. The ethics and values of conduct in organizations are supported by professional accountants through their behavior and the actions they carry out. Thus, the quality of professional judgment becomes a differentiating factor for accounting professionals

  13. Organizational Culture, Values, and Routines in Iranian Medical Schools

    Science.gov (United States)

    Bikmoradi, Ali; Brommels, Mats; Shoghli, Alireza; Zavareh, Davoud Khorasani; Masiello, Italo

    2009-01-01

    In Iran, restructuring of medical education and the health care delivery system in 1985 resulted in a rapid shift from elite to mass education, ultimately leading to an increase in the number of medical schools, faculties, and programs and as well as some complications. This study aimed to investigate views on academic culture, values, and…

  14. Leading Organizational Culture: Issues of Power and Equity

    Science.gov (United States)

    Lumby, Jacky

    2012-01-01

    The literature on educational leadership and management has referred to culture since at least the 1970s. Despite the concept's mention in over one-third of articles written in this journal, there has been little in-depth engagement with how leaders might influence it and the ethical issues involved. The article argues that leadership must engage…

  15. The influence of organizational culture on the use of quality techniques and its impact on performance

    DEFF Research Database (Denmark)

    Gambi, Lillian; Jørgensen, Frances; Boer, Harry

    2013-01-01

    This report presents the results of a study about the influence of organizational culture on quality techniques and the impact of matching culture and technique to enhance performance. Data were drawn from 250 manufacturing companies in Brazil and Denmark. Profiles were identified according...... to the companies’ cultural characteristics and use of quality techniques. Findings suggest: 1- Certain cultural profiles predict the use of certain quality techniques better than others. For example, companies with a group culture, which is oriented towards collaboration and development of human resources, tend...... to use goal setting and continuous improvement techniques, rather than measurement techniques. In turn, companies that have a rational or hierarchical culture, which are oriented towards control and competition, tend to use measurement techniques more than cultures oriented to collaboration or creation...

  16. The influence of organizational culture on the use of quality techniques and its impact on performance

    DEFF Research Database (Denmark)

    Gambi, Lillian; Jørgensen, Frances; Boer, Harry

    2013-01-01

    to enhanced performance more than if those culture profiles are combined with the use of measurement techniques. This research has important implications for managers in the sense that they need to be actively aware of the need to adopt quality techniques that fit with the culture of their organization.......This report presents the results of a study about the influence of organizational culture on quality techniques and the impact of matching culture and technique to enhance performance. Data were drawn from 250 manufacturing companies in Brazil and Denmark. Profiles were identified according...... to the companies’ cultural characteristics and use of quality techniques. Findings suggest: 1- Certain cultural profiles predict the use of certain quality techniques better than others. For example, companies with a group culture, which is oriented towards collaboration and development of human resources, tend...

  17. Vitality at work and its associations with lifestyle, self-determination, organizational culture, and with employees' performance and sustainable employability.

    Science.gov (United States)

    van Scheppingen, Arjella R; de Vroome, Ernest M M; Ten Have, Kristin C J M; Zwetsloot, Gerard I J M; Wiezer, Noortje; van Mechelen, Willem

    2015-01-01

    Vitality at work is an important factor for optimal functioning and sustainable employability. To date, knowledge on how to promote vitality at work is fragmented. Contribute to knowledge on how to promote vitality at work. Determinants of vitality at work are identified from three scientific fields, and used in a comprehensive model. Regression analyses on cross-sectional data from a Dutch dairy company (N= 629) are performed to examine the associations between these factors, vitality at work, and employees' perceived effective personal functioning and sustainable employability. Vitality at work is most strongly associated with basic psychological needs of self-determination, but also with healthy lifestyle behavior, having a balanced workstyle, and social capital. Vitality at work is also associated with effective personal functioning and with sustainable employability. The study confirms the multifactorial nature of vitality at work. Since organizational culture may support self-determination, and cultural aspects themselves are positively associated with vitality, organizational culture seems particular important in promoting vitality at work. Additionally, a healthy lifestyle appears important. The associations between vitality at work and effective personal functioning and sustainable employability endorse the combined health-based, business-related and societal importance of vitality at work.

  18. THE EFFECTS OF ORGANIZATIONAL CULTURE ON WORKER’S JOB SATISFACTION: A CASE STUDY OF A FIRM

    Directory of Open Access Journals (Sweden)

    ETHEM DUYGULU

    2013-06-01

    Full Text Available The purpose of this study is to investigate the characteristics of organizational culture and the relationship between organizational culture and its impacts on employees’ job satisfaction. The study begins with general information about organizational culture, importance of the concept; its characteristics and theoretical information about job satisfaction. In the second section, depending on the pervious researches in the literature, a model has been constructed for this study and the relationship between the dimensions of organizational culture and job satisfaction of employees is investigated. The application part of the study consists of information about the sample, analysis methods used in the study and findings. The results show that there is a significant relationship between job satisfaction and organizational culture’s Support, Communication and, Identity sub constructs of Model 1 and Support, Rewards, Competition, Enterprise and, Control sub constructs of Model 2.

  19. Organizational culture, team climate, and quality management in an important patient safety issue: nosocomial pressure ulcers.

    Science.gov (United States)

    Bosch, Marije; Halfens, Ruud J G; van der Weijden, Trudy; Wensing, Michel; Akkermans, Reinier; Grol, Richard

    2011-03-01

    Increasingly, policy reform in health care is discussed in terms of changing organizational culture, creating practice teams, and organizational quality management. Yet, the evidence for these suggested determinants of high-quality care is inconsistent. To determine if the type of organizational culture (Competing Values Framework), team climate (Team Climate Inventory), and preventive pressure ulcer quality management at ward level were related to the prevalence of pressure ulcers. Also, we wanted to determine if the type of organizational culture, team climate, or the institutional quality management related to preventive quality management at the ward level. In this cross-sectional observational study multivariate (logistic) regression analyses were performed, adjusting for potential confounders and institution-level clustering. Data from 1274 patients and 460 health care professionals in 37 general hospital wards and 67 nursing home wards in the Netherlands were analyzed. The main outcome measures were nosocomial pressure ulcers in patients at risk for pressure ulcers (Braden score ≤ 18) and preventive quality management at ward level. No associations were found between organizational culture, team climate, or preventive quality management at the ward level and the prevalence of nosocomial pressure ulcers. Institutional quality management was positively correlated with preventive quality management at ward level (adj. β 0.32; p team climate, or preventive quality management at the ward level. These results would therefore not subscribe the widely suggested importance of these factors in improving health care. However, different designs and research methods (that go beyond the cross-sectional design) may be more informative in studying relations between such complex factors and outcomes in a more meaningful way. Copyright ©2010 Sigma Theta Tau International.

  20. Responsiveness of culture-based segmentation of organizational buyers

    OpenAIRE

    Veronika Jadczaková

    2013-01-01

    Much published work over the four decades has acknowledged market segmentation in business-to-business settings yet primarily focusing on observable segmentation bases such as firmographics or geographics. However, such bases were proved to have a weak predictive validity with respect to industrial buying behavior. Therefore, this paper attempts to add a debate to this topic by introducing new (unobservable) segmentation base incorporating several facets of business culture, denoted as psycho...

  1. The role of leadership in determining of the organizational culture

    OpenAIRE

    Miceski, Trajko

    2010-01-01

    In paper are present some aspects to new approaches to the leadership as one of the basic factor for determining the organization culture in organizations. Also some results of empirical researches on cca. 400 tested persons in 34 organizations in Republic of Macedonia are presented. The real leadership means that the ability of an individual to infl uence, motivate and enable others to contribute toward the effectiveness and success of the organization of which they are membres. Special a...

  2. RISKS RESULTING FROM THE DISCREPANCY BETWEEN ORGANIZATIONAL CULTURE AND LEADERSHIP

    OpenAIRE

    Brindusa Maria POPA

    2013-01-01

    Leadership is the art of obtaining maximum support and effort from a group of people, of stimulating them to want to do things which they normally would not do. Leadership is the art of creating a vision for the future of the organization and increasing the level of performance above the normal level. Nevertheless, none of these things could happen if the leader’s values and vision collide with the culture of the organization.

  3. RISKS RESULTING FROM THE DISCREPANCY BETWEEN ORGANIZATIONAL CULTURE AND LEADERSHIP

    Directory of Open Access Journals (Sweden)

    Brindusa Maria POPA

    2013-01-01

    Full Text Available Leadership is the art of obtaining maximum support and effort from a group of people, of stimulating them to want to do things which they normally would not do. Leadership is the art of creating a vision for the future of the organization and increasing the level of performance above the normal level. Nevertheless, none of these things could happen if the leader’s values and vision collide with the culture of the organization.

  4. A Case Study on Organizational Culture and Its Role in the Creation of Organizational Change Efforts Within a Government Agency

    Science.gov (United States)

    2010-03-01

    organizational change efforts within government agencies. The government agency studied seeking organizational change was the U.S. Army Armament Research, Development, and Engineering Center (ARDEC) and the organizational change effort analyzed was the Technology and Product Development Process, otherwise known as Vector, currently in development at ARDEC. The considerations presented were based upon historic information from literature by leading subject matter experts in the field of organizational change .

  5. A RESEARCH ON THE DETERMINATIONS OF THE ORGANIZATIONAL COMMITMENT AND BUSINESS ESTIMATION OF THE MARKETING STAFF ACCORDING TO THEIR SOCIO-CULTURAL POSITIONS

    OpenAIRE

    Nevzat Demir

    2017-01-01

    This study includes a research on organizational culture, job satisfaction and organizational commitment of the marketing staff, made in an enterprise. The study ascertained the fact that there are meaningful relations among the marketing staff between organizational culture, job satisfaction and organizational commitment. It is precipitated that the findings pertaining to the job satisfaction and organizational commitment are in a characteristic supporting the common opinions in the literatu...

  6. Studying the effect of components of organizational culture on knowledge management in educational-treatment hospitals of Kerman: 2012

    OpenAIRE

    Naime Pourtaheri; Mohamad Reza Aalaee

    2016-01-01

    Knowledge management is one of the great achievements of the information and knowledge age. Research shows that the most important factor in the success of knowledge is knowledge-based culture. Therefore, it is necessary to examine the impact of organizational culture on knowledge management; the aim of this study is to examine the impact of organizational culture elements on knowledge management in educational-treatment hospitals in Kerman. This descriptive, cross-sectional and a...

  7. Organizational Culture in the Financial Sector: Evidence from a Cross-Industry Analysis of Employee Personal Values and Career

    OpenAIRE

    van Hoorn, Andre

    2015-01-01

    We assess the organizational culture in the finance industry in relation to the global financial crisis (GFC) and consider the potential of cultural change to improve the financial sector. To avoid (response) biases, we build on the person-organization (P-O) fit literature and develop a novel, indirect method for assessing organizational culture that revolves around relationships between employees’ personal traits and their career success in the industry or organization under study. We analyz...

  8. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs

  9. Transformational Leadership, Transactional Contingent Reward, and Organizational Identification: The Mediating Effect of Perceived Innovation and Goal Culture Orientations.

    Science.gov (United States)

    Xenikou, Athena

    2017-01-01

    Purpose: The aim of this research was to investigate the effect of transformational leadership and transactional contingent reward as complementary, but distinct, forms of leadership on facets of organizational identification via the perception of innovation and goal organizational values. Design/Methodology/Approach: Three studies were carried out implementing either a measurement of mediation or experimental-causal-chain design to test for the hypothesized effects. Findings: The measurement of mediation study showed that transformational leadership had a positive direct and indirect effect, via innovation value orientation, on cognitive identification, whereas transactional contingent reward was more strongly related to affective, rather than cognitive, identification, and goal orientation was a mediator of their link. The findings of the two experimental-causal-chain studies further supported the hypothesized effects. Transformational leadership was found to lead subordinates to perceive the culture as more innovative compared to transactional contingent reward, whereas transactional contingent reward led employees to perceive the culture as more goal, than innovation, oriented. Finally, innovation, compared to goal, value orientation increased cognitive identification, while goal orientation facilitated affective, rather than cognitive, identification. Implications: The practical implications involve the development of strategies organizations can apply, such as leadership training programs, to strengthen their ties with their employees, which, in turn, may have a positive impact on in-role, as well as extra-role, behaviors. Originality/Value: The originality of this research concerns the identification of distinct mechanisms explaining the effect of transformational leadership and transactional contingent reward on cognitive and affective identification applying an organizational culture perspective and a combination of measurement and causal mediation designs.

  10. Organizational culture shapes the adoption and incorporation of simulation into nursing curricula: a grounded theory study.

    Science.gov (United States)

    Taplay, Karyn; Jack, Susan M; Baxter, Pamela; Eva, Kevin; Martin, Lynn

    2014-01-01

    Purpose. To create a substantive mid-range theory explaining how the organizational cultures of undergraduate nursing programs shape the adoption and incorporation of mid-to high-level technical fidelity simulators as a teaching strategy within curricula. Method. A constructivist grounded theory was used to guide this study which was conducted in Ontario, Canada, during 2011-12. Semistructured interviews (n = 43) with participants that included nursing administrators, nursing faculty, and simulation leaders across multiple programs (n = 13) informed this study. Additionally, key documents (n = 67) were reviewed. Purposeful and theoretical sampling was used and data were collected and analyzed simultaneously. Data were compared among and between sites. Findings. The organizational elements that shape simulation in nursing (OESSN) model depicts five key organizational factors at the nursing program level that shaped the adoption and incorporation of simulation: (1) leaders working in tandem, (2) information exchange, (3) physical locale, (4) shared motivators, and (5) scaffolding to manage change. Conclusions. The OESSN model provides an explanation of the organizational factors that contributed to the adoption and incorporation of simulation into nursing curricula. Nursing programs that use the OESSN model may experience a more rapid or broad uptake of simulation when organizational factors that impact adoption and incorporation are considered and planned for.

  11. Organizational Culture Shapes the Adoption and Incorporation of Simulation into Nursing Curricula: A Grounded Theory Study

    Directory of Open Access Journals (Sweden)

    Karyn Taplay

    2014-01-01

    Full Text Available Purpose. To create a substantive mid-range theory explaining how the organizational cultures of undergraduate nursing programs shape the adoption and incorporation of mid-to high-level technical fidelity simulators as a teaching strategy within curricula. Method. A constructivist grounded theory was used to guide this study which was conducted in Ontario, Canada, during 2011-12. Semistructured interviews (n=43 with participants that included nursing administrators, nursing faculty, and simulation leaders across multiple programs (n=13 informed this study. Additionally, key documents (n=67 were reviewed. Purposeful and theoretical sampling was used and data were collected and analyzed simultaneously. Data were compared among and between sites. Findings. The organizational elements that shape simulation in nursing (OESSN model depicts five key organizational factors at the nursing program level that shaped the adoption and incorporation of simulation: (1 leaders working in tandem, (2 information exchange, (3 physical locale, (4 shared motivators, and (5 scaffolding to manage change. Conclusions. The OESSN model provides an explanation of the organizational factors that contributed to the adoption and incorporation of simulation into nursing curricula. Nursing programs that use the OESSN model may experience a more rapid or broad uptake of simulation when organizational factors that impact adoption and incorporation are considered and planned for.

  12. Rewarding seniority: exploring cultural and organizational predictors of seniority allocations.

    Science.gov (United States)

    Fischer, Ronald

    2008-04-01

    The author investigated how organizations in the United Kingdom, the United States, New Zealand, and Germany use seniority in their decisions about rewarding employees. The author asked employees from several organizations to indicate how often their organizations use seniority when making decisions about pay raises, promotions, and dismissals. Results indicated that organizations with egalitarian cultures, economically successful organizations, and public-sector organizations use seniority more often in such decisions. Furthermore, uncertainty avoidance predicted greater use of seniority. The findings are discussed in light of the potential of seniority to maintain and control conflict inherent in open systems and the aging workforce in Western societies.

  13. Organizational culture: the critical link between strategy and results.

    Science.gov (United States)

    Vestal, K W; Fralicx, R D; Spreier, S W

    1997-01-01

    The U.S. Department of Veterans Affairs (VA) is undertaking a massive reorganization to transform itself into a more efficient, patient-focused healthcare system. It has developed a new strategy and structure. But if it is to achieve the rapid, sustainable transformation needed to succeed in today's environment, it must also change its culture. The rigid, functionally focused, command-and-control culture that has long been a hallmark of VA must be replaced by one that values speed, flexibility, and the processes for delivering high-quality, cost-effective patient care. Such a change will not come easily. In addition to the normal hurdles, several barriers are unique to VA. They include ingrained bureaucratic traditions and behaviors, constraints imposed by the federal government, close scrutiny by powerful service organizations, and a Civil Service employee base that makes the hiring, promoting, and removing of employees a slow, unwieldy, and procedurally complex exercise. In a climate that does not encourage change, successful transformation must be well orchestrated. To drive the change, the leadership must be mobilized as a team, new work processes must be developed, and a full range of human resource processes must be established.

  14. Organizational Culture and Discourses: a Case of Change in a Brazilian Public Organization

    Directory of Open Access Journals (Sweden)

    Lindomar Pinto da Silva

    2011-04-01

    Full Text Available This work analyses the use of the discourse as a strategy for the dissemination of new cultural values in a State Secretary beginning in 1995. For this purpose, discourse analysis was used according to the concept by Fiorin (1997 based on the concepts of figures, themes and ways to manipulate discourses. It is a descriptive and exploratory study. The theoretical discussion was based on the concept of organizational culture in the dimensions of artifacts and cultural values. The analysis was carried out from the documents of the organization, including the projects of modernization, plans of action, reports of strategic planning, laws and decrees. Furthermore, the official journal of the organization from 1998 to 2006 was analyzed. For the years 2007 and 2009, the analysis was conducted based on the organization’s website. The results show that there was deep concern with regard to the theme of organizational culture during the whole process of modernization. They also indicate that the organization used different discourse resources to guide the individual behavior of its members such as seduction, temptation, intimidation and provocation. They also show that the official discourses are not in harmony with the various discourses found in the organization due to the plurality of values that are shared by the organizational actors.

  15. Visualizing variations in organizational safety culture across an inter-hospital multifaceted workforce.

    Science.gov (United States)

    Kobuse, Hiroe; Morishima, Toshitaka; Tanaka, Masayuki; Murakami, Genki; Hirose, Masahiro; Imanaka, Yuichi

    2014-06-01

    To develop a reliable and valid questionnaire that can distinguish features of organizational culture for patient safety across subgroups such as hospitals, professions, management/non-management positions and units/wards. We developed a Hospital Organizational Culture Questionnaire based on a conceptual framework incorporating items from a review of existing literature. The questionnaire was administered to hospital staff including doctors, nurses, allied health personnel, and administrative staff at six public hospitals in Japan. Reliability and validity were assessed through exploratory factor analysis, multitrait scaling analysis, Cronbach's alpha coefficient and multiple regression analysis using staff-perceived achievement of safety as the response variable. Discriminative power across subgroups was assessed with radar chart profiling. Of the 3304 hospital staff surveyed, 2924 (88.5%) responded. After exploratory factor analysis and multitrait analysis, the finalized questionnaire was composed of 24 items in the following eight dimensions: improvement orientation, passion for mission, professional growth, resource allocation prioritization, inter-sectional collaboration, responsibility and authority, teamwork, and information sharing. Construct validity and internal consistency of dimensions were confirmed with multitrait analysis and Cronbach's alpha coefficients, respectively. Multiple regression analysis showed that improvement orientation, passion for mission, resource allocation prioritization and information sharing were significantly associated with higher achievement in safety practices. Our questionnaire tool was able to distinguish features of safety culture among different subgroups. Our questionnaire demonstrated excellent validity and reliability, and revealed distinct cultural patterns among different subgroups. Quantitative assessment of organizational safety culture with this tool may further the understanding of associated characteristics of

  16. ORGANIZATIONAL CULTURE OF THE INSTITUTO TECNOLÓGICO DE LOS MOCHIS

    Directory of Open Access Journals (Sweden)

    María Guadalupe Naranjo-Cantabrana

    2017-07-01

    Full Text Available Objective: Analyze the organizational culture in the Instituto Tecnológico de Los Mochis Methodology: This is a descriptive research based on a deductive-inductive and dialectical methodology, with survey and interview techniques and as instruments the questionnaire applied to the institute’s staff, with support from all Heads of Department and the interview guide applied to the diverse Heads of Departments in the Institute. Contribution. This document addresses the development of the concept of organizational culture, one of the most important analysis dimensions. For that purpose, an organizational diagnostic with gender perspective (2015 was elaborated with the purpose of knowing the labor situation of women and men who work in the Institution, with respect to the type of contract and position, to obtain indicators of level of horizontal segregation or occupational segregation and level of vertical segregation, wage difference between men and women. Qualitative data was obtained, through which the perception of the personnel on discrimination, quality of organizational life and equality of opportunity, gender equity came to be known, and also quantitative data was obtained which allowed to know indicators of the level of horizontal and vertical segregation and the gender pay gap.

  17. The mediating role of integration of safety by activity versus operator between organizational culture and safety climate.

    Science.gov (United States)

    Auzoult, Laurent; Gangloff, Bernard

    2018-04-20

    In this study, we analyse the impact of the organizational culture and introduce a new variable, the integration of safety, which relates to the modalities for the implementation and adoption of safety in the work process, either through the activity or by the operator. One hundred and eighty employees replied to a questionnaire measuring the organizational climate, the safety climate and the integration of safety. We expected that implementation centred on the activity or on the operator would mediate the relationship between the organizational culture and the safety climate. The results support our assumptions. A regression analysis highlights the positive impact on the safety climate of organizational values of the 'rule' and 'support' type, as well as of integration by the operator and activity. Moreover, integration mediates the relation between these variables. The results suggest to take into account organizational culture and to introduce different implementation modalities to improve the safety climate.

  18. Managing the Organizational and Cultural Precursors to Major Events — Recognising and Addressing Complexity

    International Nuclear Information System (INIS)

    Taylor, R. H.; Carhart, N.; May, J.; Wijk, L. G. A. van

    2016-01-01

    illustration will be given of the use of Hierarchical Process Modelling (HPM) to develop a vulnerability tool using the question sets. However, to understand the issues involved more fully, requires the development of models and associated tools which recognise the complexity and interactive nature of the organizational and cultural issues involved. Various repeating patterns of system failure appear in most of the events studied. Techniques such as System Dynamics (SD) can be used to ‘map’ these processes and capture the complexity involved. This highlights interdependencies, incubating vulnerabilities and the impact of time lags within systems. Two examples will be given. In almost all of the events studied, there has been a strong disconnect between the knowledge and aspirations of senior management and those planning and carrying out operations. There has, for example, frequently been a failure to ensure that information flows up and down the management chain are effective. It has often led to conflicts between the need to maintain safety standards through exercising a cautious and questioning attitude in the light of uncertainty and the need to meet production and cost targets. Business pressures have led to shortcuts, failure to provide sufficient oversight so that leaders are aware of the true picture of process and nuclear safety at operational level (often leading to organizational ‘drift’), normalisation of risks, and the establishment of a ‘good news culture’. The development of this disconnect and its consequences have been shown to be interdependent, dynamic and complex. A second example is that of gaining a better appreciation of the deeper factors involved in managing the supply chain and, in particular, of the interface with contractors. Initiating projects with unclear accountabilities and to unrealistic timescales, together with a lack of clarity about the cost implications when safety-related concerns are reported and need to be addressed, have

  19. Relationships between Total Quality Management Practices, Organizational Culture and Teacher’s Performance: Study from Seventh Day Adventist High Schools in West Indonesia

    Directory of Open Access Journals (Sweden)

    Ronny Buha Sihotang

    2013-08-01

    Full Text Available Teacher’s performance is the main key of school organization’s success. As the key, teachers’ genuineness is highlighted to be the most demanding of the school operations. They are actors, patrons, front liner workers, and models for the future. It shows that the role of teachers is the center of school operations. In the same situations, school operations are affected by school culture and quality management practices that enhance the teachers to do their duties properly. Teachers’ performances are tied to the culture and total quality management practices of the schools. The purpose of this research is to elaborate the relationships between implementation of total quality management practices, organizational culture and teacher’s performance. The research results indicate that there is a strong relationship between total quality management practices and teacher’s performance. Also there is a moderate relationship between organizational culture and teacher’s performance. While the relationship between total quality management and oganizationa culture is moderate relationship. Both total quality management practices and organizational culture positively and significantly affect teacher’s performance.

  20. Effect of Spiritual Leadership to Organizational Culture and Employee’s Loyalty

    Directory of Open Access Journals (Sweden)

    Arasy Alimudin

    2017-10-01

    Full Text Available Although the leader of the Society’s Eye Hospital, East Java has the characteristics of spiritual leadership as in the dimensions of spiritual leadership developed by Fry (2003 including vision, hope / faith, and altruistic love, however the level of employee turn over is still high. To address this problem, the research is using a quantitative causality approach and SEM PLS model as the data analysis technique used. The result of the research shows that there is a significant positive influence on spiritual leadership towards the organizational culture. A significant positive influence of organizational culture also seen on employee’s loyalty, and there is a positive but insignificant influence of spiritual leadership on employee’s loyalty.

  1. Family supportive supervisor behaviors and organizational culture: Effects on work engagement and performance.

    Science.gov (United States)

    Rofcanin, Yasin; Las Heras, Mireia; Bakker, Arnold B

    2017-04-01

    Informed by social information processing (SIP) theory, in this study, we assessed the associations among family supportive supervisor behaviors (FSSBs) as perceived by subordinates, subordinate work engagement, and supervisor-rated work performance. Moreover, we explored the role of family supportive organizational culture as a contextual variable influencing our proposed associations. Our findings using matched supervisor-subordinate data collected from a financial credit company in Mexico (654 subordinates; 134 supervisors) showed that FSSBs influenced work performance through subordinate work engagement. Moreover, the positive association between subordinates' perceptions of FSSBs and work engagement was moderated by family supportive organizational culture. Our results contribute to emerging theories on flexible work arrangements, particularly on family supportive work policies. Moreover, our findings carry practical implications for improving employee work engagement and work performance. (PsycINFO Database Record (c) 2017 APA, all rights reserved).

  2. The Relationship of Workplace Culture With Nursing-Sensitive Organizational Factors.

    Science.gov (United States)

    Hahtela, Nina; McCormack, Brendan; Paavilainen, Eija; Slater, Paul; Helminen, Mika; Suominen, Tarja

    2015-01-01

    The aim of this study is to explore the relations of workplace culture on nursing-sensitive organizational factors. The need for standardized and valid measures for nursing-sensitive organizational outcomes has already been recognized in the literature. A cross-sectional questionnaire survey of 21 inpatient acute care units in 9 organizations at the municipal primary healthcare level was conducted. Participants included licensed practical nurses, registered nurses, and nurse managers. Workplace culture, especially the overarching factor of stress, correlated with the use of supplemental nursing staff and patients' length of stay. It is essential to find and test workplace-sensitive indicators so that managers will have a wider range of methods to plan and evaluate nursing outcomes.

  3. Cultural models of self and social class disparities at organizational gateways and pathways.

    Science.gov (United States)

    Townsend, Sarah Sm; Truong, Mindy

    2017-12-01

    Attaining a college degree has traditionally been assumed to be key to upward social and professional mobility. However, college graduates from working-class backgrounds achieve less career success in professional, white-collar workplaces compared to those from middle-class backgrounds. Using a cultural models approach, we examine how the independent cultural beliefs and practices promoted by professional organizations disadvantage people from working-class backgrounds, who espouse interdependent beliefs and practices. Our review illustrates how this disadvantage can manifest in two ways. First, despite relative equality in objective qualifications, it can occur at organizational gateways (e.g., interview and hiring decisions). Second, even after people from working-class backgrounds gain access to an organization, it can occur along organizational pathways (e.g., performance evaluations and assignment to high-profile tasks). Copyright © 2017. Published by Elsevier Ltd.

  4. Multilevel Leadership and Organizational Effectiveness in Indian Technical Education: The Mediating Role of Communication, Power and Culture

    Science.gov (United States)

    Gochhayat, Jyotiranjan; Giri, Vijai N.; Suar, Damodar

    2017-01-01

    This study provides a new conceptualization of educational leadership with a multilevel and integrative approach. It examines the impact of multilevel leadership (MLL) on the effectiveness of technical educational institutes through the mediating effects of organizational communication, bases of power and organizational culture. Data were…

  5. The Role of Organizational Learning Culture and Psychological Empowerment in Reducing Turnover Intention and Enhancing Citizenship Behavior

    Science.gov (United States)

    Islam, Talat; Khan, Mubbsher Munawar; Bukhari, Fida Hussain

    2016-01-01

    Purpose: The purpose of this paper is to examine the association among organizational learning culture (OLC), psychological empowerment (PE), affective commitment (AC), organizational citizenship behavior and turnover intention. Design/Methodology/Approach: This study was undertaken via a questionnaire conducted among Malay-Chinese working in…

  6. Organizational Information-Seeking in the Digital Era: A Model of New Media Use, Uncertainty Reduction, Identification and Culture

    Science.gov (United States)

    Ju, Ran

    2013-01-01

    This dissertation examines the role of new media in individuals' organizational socialization process across cultures. First, this study has explored individuals' use of new media in their organizational socialization process in two countries, China and the United States, to gain a general understanding of the usage patterns. Second, this study…

  7. Aligning career development with organizational goals: working towards the development of a strong and sustainable workforce.

    Science.gov (United States)

    Saxe-Braithwaite, Marcy; Carlton, Sandra; Bass, Brenda

    2009-01-01

    The rapidly changing world of healthcare is faced with many challenges, not the least of which is a diminishing workforce. Healthcare organizations must develop multiple strategies, not only to attract and retain employees, but also to ensure that workers are prepared for continuous change in the workplace, are working at their full scope of practice and are committed to, and accountable for, the provision of high-quality care. There is evidence that by creating a healthier workplace, improved patient care will follow. Aligning Healthy Workplace Initiatives with an organization's strategic goals, corporate culture and vision reinforces their importance within the organization. In this paper, we describe an innovative pilot to assess a career development program, one of multiple Healthy Workplace Initiatives taking place at Providence Care in Kingston, Ontario in support of our three strategic goals. The results of the pilot were very encouraging; subsequent success in obtaining funding from HealthForceOntario has allowed the implementation of a sustainable program of career development within the organization. More work is required to evaluate its long-term effectiveness.

  8. Purposeful Action : organizational practices that contribute to a culture of strategic decision making for sustainability

    OpenAIRE

    Craig, Alexander; Macura, Katja; Pucci, Giancarlo

    2012-01-01

    Current methods for reaching and defining success in society are not sustainable. A major shift in society’s definition of economic success is required, and organizations represent a key leverage point in the transition to a sustainable economy. This research looks to practices within organizations with a sustainability purpose in an attempt to understand how their organizational culture creates an environment for continual strategic decision making towards sustainability. A combination of li...

  9. Desirable typologies of organizational culture in quality management implementation. Communicational findings

    OpenAIRE

    Mihaela Alexandra IONESCU; Ştefan BRATOSIN

    2009-01-01

    The authors of this article present the findings of a longitudinal research carried out in the years 2007 and 2008 in a production and service company active in the food & beverages industry. The goal of the research was to identify the one model of organizational culture perceived by the employees as the most appropriate for an efficient implementation of a quality management system. The research method used was the enquiry based on the questionnaire. The methodological means chosen was the ...

  10. An exploration of socio-cultural and organizational factors affecting women's access to educational leadership

    OpenAIRE

    Korkor Owusu, Patrick

    2014-01-01

    Recent global reports indicate that women have made tremendous improvements in educational enrolment and labour participation but are woefully underrepresented in top leadership positions. Moreover, studies have shown that feminine leadership strategies are embraced but leadership is still perceived as a prerogative of men in many societies. This study therefore sought to explore the socio-cultural and organizational factors influencing the underrepresentation of women in educational leadersh...

  11. The relationship between leadership and organizational culture: a study carried out in an HEI

    Directory of Open Access Journals (Sweden)

    Andressa Gonçalves

    2015-06-01

    Full Text Available This research aimed to identify leadership styles and the type of organizational culture present in the institution of higher education studied, as well as the relationship between these two artefacts in the educational context studied. To this end, theoretical frameworks were sought as the concept of organizational culture, transformational and transactional leadership and also the relationship between culture and leadership. Data were collected through a “in situ” questionnaire with 94 managers of the units of the institution studied in order to understand the relationships between four types of culture: clan, hierarchical, innovative and market-along with two styles of leadership: transactional and transformational. The results indicated that the clan culture was the most representative of the institution studied, and according to their respondents the leadership style of their managers is represented by transformational leadership. The research also revealed what types of cultures are more or less tolerable to a certain style of leadership, through the statistical technique of Spearman correlation.

  12. Organizational Culture and Open Innovation Performance in Small and Medium-sized Enterprises (SMEs in Poland

    Directory of Open Access Journals (Sweden)

    Mazur Jolanta

    2016-09-01

    Full Text Available This study investigates the links between organizational culture, the use of open innovation sources and the performance of SMEs. The main hypothesis of the study is that a special type of organizational culture (termed innovative culture, which fosters creativity, learning and inter-employee cooperation – will correspond with a greater scope of open innovation sources and higher levels of innovative, operational and financial performance. The study was based on a representative CATI survey of 473 SMEs operating in manufacturing and services industries in Poland. Our statistical analysis relied on building and testing structural equation model with the AMOS software. The findings confirmed a positive association between innovative culture and the scope of open sources of innovation. However, innovative culture had no direct effect on the percentage of sales from new and modified products, which is often used as a metric of innovativeness, but did show a positive influence on an index of operational performance and ROI. Such statistical patterns suggest that fostering innovative culture is beneficial to a company, though probably not through an increased number of product innovations, but rather via process, administrative and marketing innovations, as well as other gains in efficiency attained due to more streamlined employee cooperation and knowledge exchange. The study adds to the existing body of knowledge in management science by providing a better understanding of mechanisms underlying innovative culture’s impacts on open innovation practices and metrics of operational and financial performance in the context of small and medium enterprises.

  13. Organizational culture: its impact on employee relations and discipline in health care organizations.

    Science.gov (United States)

    Crow, Stephen M; Hartman, Sandra J

    2002-12-01

    Organizations need to examine their cultures at the level of the "shop floor"--in health care, the point where health care workers deal with patients--to determine if the culture is consistent with management policies and will permit an effective program of reward and discipline. This article describes a case where organizational culture was a major imperative in the outcome of an arbitration case. Discussed is a shop-floor situation in manufacturing holding implications for health care, a setting in which management, by countenancing counterproductive aspects of the culture, made it impossible to apply discipline as needed. The conclusion is that health care organizations that neglect the detrimental elements of their culture may find themselves not only at risk of poor employee relations, but also unable to apply discipline effectively.

  14. ORGANIZATIONAL CULTURE AS ONE OF THE MAIN FACTORS FOR THE SUCCESSFUL SAFETY MANAGEMENT

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    Snežana Živković

    2016-05-01

    Full Text Available The goal of this research is to establish the influence of organizational culture on the system of safety and health at work. The research sample included 556 respondents of various activities in Russia. Based on the results, it can be concluded that there is a statistically significant connection of the Attitude towards occupational safety with 5 out of 7 aspects of organizational culture, as well as with the general factor of Usefulness of the manner of management. In addition, there is a statistically significant connection to age, total years of service and qualifications. Through a comparative analysis of results acquired in the Republic of Serbia and Russia, differences in attitudes towards safety and health activities at work were acquired i.e. there is a difference between the average answers of respondents from Serbia and Russia in the Attitude towards occupational safety which is on average slightly more prominent in respondents from Serbia. In relation to organizational culture aspects, there are differences in Vision, Credibility, Feedback and recognition as well as Responsibility. Respondents from Serbia have higher average values on all these measures, but all the differences are small (all effect sizes are below 0.2.

  15. The Influence of Organizational Reconciliation Policies and Culture on Workers Stress Perceptions

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    Rosa Monteiro

    2017-10-01

    Full Text Available Work-family reconciliation plays a crucial role in the well-being of employees, having impacts at the individual, social and organizational level. Studies concluded that poor work-life balance as one of the ten predictors of psychosocial risks at work. A family-friendly culture relates to how an organization values and allows the articulation of the various spheres of its workers’ life. We intended to determine the effect of different variables like the existence of services, the organizational culture and the managers and colleagues support, on the stress experienced. A sample of 156 employees, from five organizations in the same region of Portugal, responded to a survey contributing to the empirical results of the study. We have conducted a structural equation model to test whether the factor solution of the perception of the reconciliation capability - STRESS model demonstrated a goodness of fit to the population studied. We’ve concluded that more important than the existence of reconciliation services, the perception of a supportive organizational culture, namely by colleagues and supervisors has great influence in reconciliation capability and by that way on work stress feelings. This might explain why workers do not use all the spectrum of resources provided by organizations and states to work-life reconciliation.

  16. Worlds in the Making: Design, Management, and the Reform of Organizational Culture

    Directory of Open Access Journals (Sweden)

    Richard Buchanan

    Full Text Available The introduction of design and design thinking into the management of organizations is at an early stage. Most of the research and applications of design have focused on attitudes, skills, methods, and techniques. These have been applied to tactical issues of the development of products and services, issues of organizational operations, and issues of the vision and strategy of organizations. But there is a principle that distinguishes design as a practice of management from other schools of management over the past century. That principle focuses on the quality of experience for all of those served by organizations, whether for-profit, not-for-profit, or governmental organizations. The design movement in management aims at organizational culture reform. It is profitable for organizations, but it also serves a deeper purpose in enhancing the lives of individuals. At its best, the design movement seeks to bring innovations—sometimes radical innovations—to organizations that have to adapt to new circumstances of economic competition, social expectation, and cultural understanding. This is the challenge to design anticipated decades ago by the famous designer George Nelson, when the tactical uses of design in product development was the center of attention. The new extension of design deeper into organizational culture offers the possibility of significant consequences.

  17. Studying the effect of components of organizational culture on knowledge management in educational-treatment hospitals of Kerman: 2012

    Directory of Open Access Journals (Sweden)

    Naime Pourtaheri

    2016-07-01

    Full Text Available Knowledge management is one of the great achievements of the information and knowledge age. Research shows that the most important factor in the success of knowledge is knowledge-based culture. Therefore, it is necessary to examine the impact of organizational culture on knowledge management; the aim of this study is to examine the impact of organizational culture elements on knowledge management in educational-treatment hospitals in Kerman. This descriptive, cross-sectional and applied study was carried out in 2012 in educational-treatment hospitals of Kerman. Statistical universe included all administrative and Para-clinical staff of educational-treatment hospitals; of them, 258 ones were selected using random cluster sampling method. Data was collected through questionnaires and was analyzed using anova, t-Test ,Pearson correlation and spss statistical software. most studied subjects considered status of organizational culture average (average score: 3.09. The highest score was related to the component “adapt ability culture” with average score of 3.24,and the lowest was related to “collaboration culture” with average score of 2.97. Knowledge management was also in poor condition with average score of 2.76. Finally, a statistically significant relationship was obtained between organizational culture and knowledge management with a correlation coefficient of r=0/56; therefore, as organizational culture increases, knowledge management increases too, and all organizational culture components affect knowledge management. organizational culture was in average condition and knowledge management was in poor condition. Concerning a statistically significant relationship between organizational culture and knowledge management, it can be concluded that it will result in successful changes in hospitals and will help mangers make a systematic prediction of change priorities and codify strategies to perform management techniques and processes

  18. The Relationship between Transformational Leadership of Immediate Superiors, Organizational Culture, and Affective Commitment in Fitness Club Employees

    Directory of Open Access Journals (Sweden)

    Kyongmin Lee

    2018-02-01

    Full Text Available In an uncertain global business environment, eff ective human resource management is a crucial element in improving organizational eff ectiveness. However, relatively little research has examined the characteristics of transformational leadership and the types of organizational culture suitable for improving organizational eff ectiveness in the sport management fi eld. Thus, the purpose of this study was to examine the relationship between transformational leadership of immediate superiors, organizational culture, and aff ective commitment in fi tness club employees. For this purpose, a survey was given to a convenience sample of 300 employees of fi tness clubs working in the Gwangju and Dae-gu metropolitan cities in South Korea. The data were then analyzed using descriptive statistics, correlations, and multiple regression analysis. The major fi ndings of this study were as follows. First, transformational leadership had a signifi cant eff ect on the organizational culture in fi tness clubs. Second, transformational leadership had a signifi cant eff ect on aff ective commitment of employees of the fi tness clubs. Third, organizational culture had a signifi cant eff ect on aff ective commitment of employees in fi tness clubs. The fi ndings of this study may be helpful for fi tness clubs to determine the characteristics of transformational leadership and the types of organizational culture needed to improve aff ective commitment of employees.

  19. Therapist turnover and new program sustainability in mental health clinics as a function of organizational culture, climate, and service structure.

    Science.gov (United States)

    Glisson, Charles; Schoenwald, Sonja K; Kelleher, Kelly; Landsverk, John; Hoagwood, Kimberly Eaton; Mayberg, Stephen; Green, Philip

    2008-03-01

    The present study incorporates organizational theory and organizational characteristics in examining issues related to the successful implementation of mental health services. Following the theoretical foundations of socio-technical and cultural models of organizational effectiveness, organizational climate, culture, legal and service structures, and workforce characteristics are examined as correlates of therapist turnover and new program sustainability in a nationwide sample of mental health clinics. Results of General Linear Modeling (GLM) with the organization as the unit of analysis revealed that organizations with the best climates as measured by the Organizational Social Context (OSC) profiling system, had annual turnover rates (10%) that were less than half the rates found in organizations with the worst climates (22%). In addition, organizations with the best culture profiles sustained new treatment or service programs over twice as long (50 vs. 24 months) as organizations with the worst cultures. Finally, clinics with separate children's services units had higher turnover rates than clinics that served adults and children within the same unit. The findings suggest that strategies to support the implementation of new mental health treatments and services should attend to organizational culture and climate, and to the compatibility of organizational service structures with the demand characteristics of treatments.

  20. Black Hats and White Hats: The Effect of Organizational Culture and Institutional Identity on the Twenty-third Air Force

    National Research Council Canada - National Science Library

    Koskinas, Ioannis

    2006-01-01

    .... Although brief, the Twenty-third Air Force's experience provides sufficient data for a thorough analysis of the effect of organizational culture and institutional agendas on the evolution of a nascent organization...

  1. The effect of leadership, organizational culture, and competency on teachers' performance in Ibu Kartini vocational high school Semarang

    Science.gov (United States)

    Toha, Mohamad; Katoningsih, Sri

    2018-03-01

    The low performance of teachers in organization is influenced many factors. Organizational culture could be the key of organization success; hence many researches were done to identify the value and the attitude norm that gave big contribution for organization success. Competency is a part of employee they perform during work as kind of behavior. Competency depends on the aspects process of teachers' performance. The purpose of this research is to know the effect of leadership, organizational culture and competency on teachers' performance. The objects of this research are leadership, organizational culture, competency and teachers' performance in Ibu Kartini vocational high school. This research is quantitative. To collect the data, questionnaire was used. Then, the data were analyzed by using Path analysis in SPPS 16. The result of this research showed that leadership, organizational culture, competency and performance run well and had significant effect on teachers' performance.

  2. Small Business Struggle in a Developing Economy:Does Organizational Culture Matter?

    Directory of Open Access Journals (Sweden)

    Michael STOICA

    2011-11-01

    Full Text Available The paper examines the relationship between two important variables that define small and medium-sized enterprises:organizational culture and responsiveness. Firms operating in Romania were selected for the study. The country offers a business context with many changes over the last two decades, a challenge and an opportunity for researchers. Results show that the combination of entrepreneurial characteristics and planning and goal oriented managerial styles suits best successful companies. The market-driven type of culture has the best coordination and is best positioned to deliver customer-centered versatility, while adhocracy helps businesses respond fast to changes in the market environment.

  3. Small Business Responsiveness and Organizational Culture in the Context of a Developing Economy

    Directory of Open Access Journals (Sweden)

    Michael STOICA

    2012-12-01

    Full Text Available The paper examines the relationship between two important variables that define small and medium-sized enterprises: organizational culture and responsiveness. Firms operating in Romania were selected for the study. The country offers a business context with many changes over the last two decades, a challenge and an opportunity for researchers. Results show that the combination of entrepreneurial characteristics and planning and goal oriented managerial styles suits best successful companies. The market-driven type of culture has the best coordination and is best positioned to deliver customer-centered versatility, while adhocracy helps businesses respond fast to changes in the market environment.

  4. Encouraging knowledge sharing behavior through team innovation climate, altruistic intention and organizational culture

    Directory of Open Access Journals (Sweden)

    Irfan Ullah

    2016-12-01

    Full Text Available The purpose of this study is to investigate the relationships among team innovation climate, altruistic intention, creative culture, and knowledge sharing behavior of employees. A survey-base study was conducted with 319 software managers working in teams in Pakistan. The results of this study revealed that team innovation climate had positive impact on altruistic intention and knowledge sharing behavior. Moreover, altruistic intention and organizational culture had positive impact on knowledge sharing behavior. Limitation of the study and recommendations for future study are also discussed.

  5. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    OpenAIRE

    Mouhamadou Sow; Jeanie Murphy; Rosa Osuoha

    2017-01-01

    The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction l...

  6. Faktor-faktor Budaya Organisasi, Suatu Studi Pada Prodi Administrasi Bisnis (ADBIS - Telkom University Bandung [Factors Influencing Organizational Culture: A Study of the Business Administration Program (ADBIS at Telkom University Bandung

    Directory of Open Access Journals (Sweden)

    Astadi Pangarso

    2015-09-01

    Full Text Available Organizations exist because of the human need for relationships, interaction, communication, and socializing one to another to meet a common goal. Organizational culture becomes an important part that influences the effectiveness of the organization (the term for the fulfillment of the purpose of the organization. This study aims to determine the organizational culture conditions at Prodi Adbis Tel-U by using indicators from the Denison organizational culture model that show involvement, consistency, adaptability and mission. In addition to a theoretical study of the importance of organizational culture, the background for this study is a new formation at Tel-U in which there are Adbis Prodi, in recognition of the organization's culture conditions. Adbis through this research can contribute to gradually building a strong organizational culture where Adbis is aligned with the culture of Tel-U. The research method is a quantitative method with data collection using questionnaires sampling populations of faculty and staff at Prodi Adbis Tel-U with as many as 41 people processed using descriptive statistics. The results showed the overall average of the culture of the organization in the department of the Tel-U Adbis FKB including very low category with the highest score on the mission and the lowest subvariable on involvement.

  7. Ethical control and cultural change (in cultural dreams begin organizational responsibilities)

    NARCIS (Netherlands)

    S.J. Magala (Slawomir)

    2010-01-01

    textabstractEthical control is based on transparent access to the accounts of responsible behaviour on the part of individual and organizational actors. It is usually linked to the idea of a checkpoint: where celibate rules, no sexual interaction can be allowed. However, organizing and managing

  8. Situation of Organizational Culture and its Relationship with Organizational Commitment and Entrepreneurial Potential in Selected Hospitals of Shiraz University of Medical Sciences in 2015-2016

    Directory of Open Access Journals (Sweden)

    Razieh Montazeralfaraj

    2017-01-01

    3/38 ± 0/62, 3/28 ± 0/56, and 3/26 ± 0/57, respectively. Conclusion: Based on the findings, it can be concluded that implementation of appropriate strategies for improving the organizational culture can increase staffs' commitment and participation in entrepreneurship.

  9. Organizational Culture And Emotional Intelligence As Predictors Of Job Performance Among Library Personnel In Academic Libraries In Edo State, Nigeria

    Directory of Open Access Journals (Sweden)

    Igbinovia, Magnus O.

    2016-06-01

    Full Text Available This study was designed to investigate organizational culture and emotional intelligence as predictors of job performance among library personnel in Edo state, Nigeria. The survey research design was employed for the study with a population size of 181 library personnel in the 15 academic libraries under study, and due to the manageable population size, total enumeration was adopted as the sampling technique. The questionnaire was used to elicit data from the respondents. Of the 181 copies of the questionnaire administered, 163 copies were retrieved and found valid for analysis constituting a 90% response rate. Four research questions and four null hypotheses (tested at 0.05 level of significance were formulated to guide the study. The tool used to analyze the research question was descriptive statistics (percentage, mean, and standard deviation and inferential statistics (correlation and multiple regression for testing the hypotheses. The findings of the study revealed that there is a high level of job performance, good organizational culture, and high level of emotional intelligence among the personnel. Organizational culture and emotional intelligence jointly and significantly predict job performance of personnel. There is significant positive correlation between organizational culture and job performance. The linear combination of emotional intelligence and organizational culture predict job performance of library personnel in the academic libraries under study. The research concludes that there is a need for high job performance in libraries which is predicted by the organizational culture of the library and the level of emotional intelligence of the library personnel.

  10. Budaya Organisasi (Organizational Culture, Salah Satu Sumber Keunggulan Bersaing Perusahaan di Tengah Lingkungan yang Selalu Berubah

    Directory of Open Access Journals (Sweden)

    Son Wandrial

    2012-05-01

    Full Text Available As the world has grown more turbulent, the concept of culture has become increasingly important to organizational leaders because the new environment often calls for new values and fresh approach to doing business. Most leaders now understand that when a company’s culture fits the needs of its external environment and company strategy, employee can create an organization that is tough to beat. The method used in this writing is literature study, through literature materials from several sources. There are a lot of examples in success or failure of a company based on their applied organization culture. Google is one company which success in applying adaptive culture in their organization. This example should be modified by other companies to remain in exchanging world and to reach vision and mission in the future.

  11. MEASUREMENT OF ORGANIZATIONAL CULTURE IN PUBLIC ADMINISTRATION: CASE STUDY OF 5 MUNICIPALITIES IN BOSNIA AND HERZEGOVINA

    Directory of Open Access Journals (Sweden)

    Sabahudin Jašarević

    2017-09-01

    Full Text Available Public administration is classified into a specific organizational form that follows the development of all civilizations. Today, more than ever, we deal with creating a new model of public administration. The reform of public administration intends to achieve the model adjusted to the needs of society, based on lawful solutions, and real conditions. The EU integration process puts a pressure on public administration to deliver better service, with more and more demands to increase the skills of employees, to make performance of duties and tasks more effective, adhering to the principles of good governance. This paper presents a study of administrative body's organizational culture, based on the selected standpoint that the organizational culture is defined as a set of values, norms and beliefs in which the servants in administrative body share the same opinion. This brought ten characteristic values that can be shaped into the mission of observed local self-government (public administration unit. We tried to estimate through this research how civil servants perceive these ten values, and whether they like it or not.

  12. What's in a setting?: Influence of organizational culture on provider adherence to clinical guidelines for treating tobacco use.

    Science.gov (United States)

    Hung, Dorothy Y; Leidig, Robynn; Shelley, Donna R

    2014-01-01

    Organizational culture is an important but underinvestigated feature of the work environment that can impact provider behavior, including adherence to clinical practice guidelines. There is substantial evidence that physician assistance to smokers can produce significant reductions in tobacco use. However, this evidence has not been well translated into practice, as only a small proportion of smokers receive recommended treatment during medical visits. This study examines organizational culture as a contextual feature of primary care clinics and its impact on adherence to evidence-based guidelines for treating tobacco use. Cross-sectional survey data were collected from 500 primary care providers in 60 community clinics located in New York City. Relationships between provider adherence to "5A" clinical guidelines, as recommended by the U.S. Public Health Service, and both provider and organizational covariates were described. We used hierarchical linear modeling to examine the associations between clinic culture and provider treatment patterns. Providers in clinics with stronger "group/clan," "hierarchical," and "rational" culture types, as compared with a "developmental" culture, reported greater adherence to 5A guidelines (p organizational culture can influence provider adherence to cessation treatment guidelines, even when controlling for other factors known to affect practice patterns. Specifically, cultures that emphasize human resources and performance standards are conducive to integrating 5A guidelines into routine practice. Understanding the role of organizational culture enables healthcare managers and practitioners to be strategic when implementing, and also sustaining, use of evidence-based guidelines.

  13. Relationship between staff-reported culture change and occupancy rate and organizational commitment among nursing homes in South Korea.

    Science.gov (United States)

    Lee, Minhong; Choi, Jae-Sung; Lim, Jinseop; Kim, Young Sun

    2013-04-01

    This study aims to examine culture change in nursing homes in South Korea and to identify the outcomes of culture change implementation. Data were taken from survey responses from 223 top- or mid-level staff among nursing homes in South Korea that were selected through a proportionate random-stratified sampling method from four regions nationwide. Culture change in nursing homes was operationalized by five person-directed care (PDC) constructs and three organizational environment constructs, and outcome quality was indicated by changes to occupancy rate and organizational commitment. After controlling for facility characteristics, the effect of staff-reported culture change on occupancy rate and organizational commitment was analyzed through the multiple-regression method. Consistent with previous research, this study revealed positive effects of culture change for nursing homes in South Korea. The study found that staff-reported culture change correlated with occupancy rate and organizational commitment. Given that culture change variables were significantly related to occupancy rate and organizational commitment, the findings of the study provide a persuasive argument that policies and/or programs to support culture change in nursing homes should be enhanced. Management-level workers in these facilities should have the skills and knowledge to foster more PDC and a more person-directed environment.

  14. The impact of converting to an electronic health record on organizational culture and quality improvement.

    Science.gov (United States)

    Nowinski, Cindy J; Becker, Susan M; Reynolds, Katherine S; Beaumont, Jennifer L; Caprini, Carol Ann; Hahn, Elizabeth A; Peres, Alan; Arnold, Benjamin J

    2007-06-01

    Implementing an information technology system can impact more than just quality of care and patient outcomes. The purpose of this 4-year, observational research project is to examine changes in organizational culture, quality improvement (QI) maturity, and quality of care following adoption of a single, electronic health record (EHR) system within an integrated healthcare network. The primary outcome measure, the Culture and Quality Questionnaire (CQQ), assesses the perceived culture of an organization and the degree of CQI maturity in seven quality management areas. Baseline surveys were distributed prior to conversion to the EHR. Subsequent data collection occurred at 12 months post "go live" and will occur at 24 and 36 months after the first hospital "go live". Secondary data were abstracted from routinely collected patient satisfaction measures and standard quality indicators. Contrary to expectation, our findings from the Baseline and 12-month follow-up data suggest that employees perceived the organizational culture as becoming more, rather than less, hierarchical. We also hypothesized that quality indicators would show improvement due to enhanced information flow and ease of information retrieval. This hypothesis was not supported by 1-year results. However, follow-up data from years two and three may provide different results.

  15. National and Organizational Culture, Performance Evaluation and Trust: Evidence from Multinational Company Subsidiary in Indonesia

    Directory of Open Access Journals (Sweden)

    Unggul Purwohedi

    2017-07-01

    Full Text Available The aim of this study is to investigate the impact of national and organizational culture on the relationship between accounting and trust in a subsidiary of a Western Multi-National Company (MNC in Indonesia. This study use a qualitative field study of one French MNC subsidiary and interview four expatriate directors, nine Indonesian managers and 10 Indonesian employees. Key themes were identified with the assistance of NVivo software. In this study, accounting, through formal performance evaluation, contributes to trust building between supervisors and their subordinates. Formal performance evaluation through transparent and objective evaluation increases trust in the supervisor. On the other hand, informal performance evaluation tends to decrease trustful behaviour due to secrecy in the evaluation process.  It appears that Indonesian national culture does influence organizational culture preference in the local staff. Individuals share national culture as a result of values developed from family, religion, education, and experience.DOI: 10.15408/sjie.v6i2.4733 

  16. Exploring the Relationship of Organizational Culture and Implicit Leadership Theory to Performance Differences in the Nuclear and Fossil Energy Industry

    Science.gov (United States)

    Cravey, Kristopher J.

    Notable performance differences exist between nuclear and fossil power generation plants in areas such as safety, outage duration efficiency, and capacity factor. This study explored the relationship of organizational culture and implicit leadership theory to these performance differences. A mixed methods approach consisting of quantitative instruments, namely the Organizational Culture Assessment Instrument and the GLOBE Leadership Scales, and qualitative interviews were used in this study. Subjects were operations middle managers in a U.S. energy company that serves nuclear or fossil power plants. Results from the quantitative instruments revealed no differences between nuclear and fossil groups in regards to organizational culture types and implicit leadership theories. However, the qualitative results did reveal divergence between the two groups in regards to what is valued in the organization and how that drives behaviors and decision making. These organizational phenomenological differences seem to explain why performance differences exist between nuclear and fossil plants because, ultimately, they affect how the organization functions.

  17. Toward a more comprehensive analysis of the role of organizational culture in child sexual abuse in institutional contexts.

    Science.gov (United States)

    Palmer, Donald; Feldman, Valerie

    2017-12-01

    This article draws on a report prepared for the Australian Royal Commission into Institutional Responses to Child Sexual Abuse (Palmer et al., 2016) to develop a more comprehensive analysis of the role that organizational culture plays in child sexual abuse in institutional contexts, where institutional contexts are taken to be formal organizations that include children among their members (referred to here as "youth-serving organizations"). We begin by integrating five strains of theory and research on organizational culture from organizational sociology and management theory into a unified framework for analysis. We then elaborate the main paths through which organizational culture can influence child sexual abuse in youth-serving organizations. We then use our unified analytic framework and our understanding of the main paths through which organizational culture can influence child sexual abuse in youth-serving organizations to analyze the role that organizational culture plays in the perpetration, detection, and response to child sexual abuse in youth-serving organizations. We selectively illustrate our analysis with case materials compiled by the Royal Commission into Institutional Responses to Child Sexual Abuse and reports of child sexual abuse published in a variety of other sources. We conclude with a brief discussion of the policy implications of our analysis. Copyright © 2017. Published by Elsevier Ltd.

  18. A Study on Turnover Intention in Fast Food Industry: Employees’ Fit to the Organizational Culture and the Important of their Commitment

    OpenAIRE

    Ramesh Kumar; Charles Ramendran; Peter Yacob

    2012-01-01

    The concept of employee turnover intention has become one of the most important topics in organization. Some of the scholars come up with a lot of factors that could give impact on turnover intention; however there are other factors such as organizational culture and organizational commitment, organizational person fit also could give impact towards turnover intention. However studies on organizational culture towards turnover intention specifically in fast food industry of Malaysia are very ...

  19. The relationship of centralization, organizational culture and performance indexes in teaching hospitals affiliated to Tehran University of Medical Sciences.

    Science.gov (United States)

    Nasirpour, Amir Ashkan; Gohari, Mahmoud Reza; Moradi, Saied

    2010-01-01

    One of the main problems in the efficiency and efficacy of an organization is its structural issue. Organizational culture is also considered as an effective factor in the performance of many organizations. The main goal of the present study was to determine the relationship of Centralization and organizational culture and performance indexes in Teaching Hospitals affiliated to Tehran University of Medical Sciences. This correlation study was performed in the year 2007. The population studied consisted of 4408 personnel from 13 hospitals among whom 441 subjects were selected and studied via a class sampling method. Data was compiled using a check list concerning the evaluation status of Centralization and another form concerning performance indexes as well as Robbin's organizational culture questionnaire. Data were obtained from the subjects by self answering and analyzed by using descriptive statistical indexes, T- test and Fisher's exact tests. Among the organizational culture indexes of the hospitals studied, control and organizational identity was better as compared to others (mean=3.32 and 3.30). Concerning the extent of Centralization in the hospitals studied, 53.85 % and 46.15 % were reported to have upper and lower organizational Centralization, respectively. Mean ratio of surgical operations to inpatients was 40%, the mean rate of admissions per active bed was 60.83, mean bed occupancy coefficient was 70.79%, average length of stay was 6.96 days, and mean net death rate was 1.41%. No significant correlation was seen between Centralization degree, organizational culture and performance indexes in teaching hospitals Tehran university of medical sciences. (with 95% confidence interval). Due to the fact that first grade Teaching hospitals use board certified members, expert personnel, and advanced equipments and because of the limitation of patients choice and, the extent of Centralization and many organizational culture components have no significant

  20. A multilevel cross-cultural examination of role overload and organizational commitment: investigating the interactive effects of context.

    Science.gov (United States)

    Fisher, David M

    2014-07-01

    Considering the influential nature of context, the current investigation examined whether the relationship between role overload and organizational commitment was affected by various contextual factors. Drawing on the occupational stress literature, structural empowerment and cooperative climate were examined as factors that would mitigate the negative effects of role overload on organizational commitment. In addition, national culture was examined to determine whether empowerment and cooperative climate had consistent moderating effects across cultures. The relationships among these variables were examined using hierarchical linear modeling in a sample of 6,264 employees working at a multinational organization in 337 different work locations across 18 countries. Results suggested that the negative effect of role overload on organizational commitment did not vary as a function of culture in the current sample, but empowerment and cooperative climate had a moderating influence on this relationship. Furthermore, a 3-way interaction was observed between the cultural variable of power distance, empowerment, and role overload in predicting organizational commitment, suggesting that factors that serve to mitigate the negative effects of role overload in one culture may be ineffectual in another. This 3-way interaction was observed regardless of whether Hofstede's (2001) cultural value indices were used or the cultural practice scores from the Global Leadership and Organizational Behavior Effectiveness (GLOBE) project (R. J. House, Hanges, Javidan, Dorfman, & Gupta, 2004).

  1. Evaluation of Patient Safety Culture and Organizational Culture as a Step in Patient Safety Improvement in a Hospital in Jakarta, Indonesia

    Directory of Open Access Journals (Sweden)

    Afrisya Iriviranty

    2016-07-01

    Full Text Available Introduction: Establishment of patient safety culture is the first step in the improvement of patient safety. As such, assessment of patient safety culture in hospitals is of paramount importance. Patient safety culture is an inherent component of organizational culture, so that the study of organizational culture is required in developing patient safety. This study aimed to evaluate patient safety culture among the clinical staff of a hospital in Jakarta, Indonesia and identify organizational culture profile. Materials and Methods: This cross-sectional, descriptive, qualitative study was conducted in a hospital in Jakarta, Indonesia in 2014. Sample population consisted of nurses, midwives, physicians, pediatricians, obstetrics and gynecology specialists, laboratory personnel, and pharmacy staff (n=152. Data were collected using the Hospital Survey on Patient Safety Culture developed by the Agency for Healthcare Research and Quality (AHRQ and Organizational Culture Assessment Instrument (OCAI. Results: Teamwork within units” was the strongest dimension of patient safety culture (91.7%, while “staffing” and “non-punitive response to error” were the weakest dimensions (22.7%. Moreover, clan culture was the most dominant type of organizational culture in the studied hospital. This culture serves as a guide for the changes in the healthcare organization, especially in the development of patient safety culture. Conclusion: According to the results of this study, healthcare providers were positively inclined toward the patient safety culture within the organization. As such, the action plan was designed through consensus decision-making and deemed effective in articulating patient safety in the vision and mission of the organization.

  2. Exploring the Relationship between Organizational Virtuousness and Culture in Continuing Higher Education

    Science.gov (United States)

    Vallett, Carol M.

    2010-01-01

    In recent years, positive organizational behavior and scholarship has emerged as a new lens for organizational analysis. The construct of organizational virtuousness, a part of positive organizational scholarship, has been examined in for-profit entities and was found to be positively linked with organizational outcomes. This case study sought to…

  3. Beyond opening up the black box: Investigating the role of algorithmic systems in Wikipedian organizational culture

    Directory of Open Access Journals (Sweden)

    R Stuart Geiger

    2017-09-01

    Full Text Available Scholars and practitioners across domains are increasingly concerned with algorithmic transparency and opacity, interrogating the values and assumptions embedded in automated, black-boxed systems, particularly in user-generated content platforms. I report from an ethnography of infrastructure in Wikipedia to discuss an often understudied aspect of this topic: the local, contextual, learned expertise involved in participating in a highly automated social–technical environment. Today, the organizational culture of Wikipedia is deeply intertwined with various data-driven algorithmic systems, which Wikipedians rely on to help manage and govern the “anyone can edit” encyclopedia at a massive scale. These bots, scripts, tools, plugins, and dashboards make Wikipedia more efficient for those who know how to work with them, but like all organizational culture, newcomers must learn them if they want to fully participate. I illustrate how cultural and organizational expertise is enacted around algorithmic agents by discussing two autoethnographic vignettes, which relate my personal experience as a veteran in Wikipedia. I present thick descriptions of how governance and gatekeeping practices are articulated through and in alignment with these automated infrastructures. Over the past 15 years, Wikipedian veterans and administrators have made specific decisions to support administrative and editorial workflows with automation in particular ways and not others. I use these cases of Wikipedia’s bot-supported bureaucracy to discuss several issues in the fields of critical algorithms studies; critical data studies; and fairness, accountability, and transparency in machine learning—most principally arguing that scholarship and practice must go beyond trying to “open up the black box” of such systems and also examine sociocultural processes like newcomer socialization.

  4. Mediation effect of organizational culture on the relationship between perceived ethics and SMEs performance

    Energy Technology Data Exchange (ETDEWEB)

    Gorondutse, A.H.; Hilman, H.

    2016-07-01

    This research aims to examine the association between perceived ethics and SMEs performance; also determine the mediation effect of organizational culture on the relationship. Based on the literature review, this research developed a conceptual model of Perceived ethics, organizational culture and performance. This research applied purposive sampling to gather data from owners/managers of SMEs in Kano State North-West of Nigeria. Apart from assessing the reliability and validity of the constructs through confirmatory factor analysis, this research also used Partial Least Square Techniques (PLS) of analysis approach to test the proposed hypothesis. Statistical result reveals that the relationship between perceived ethics and SMEs performance was found to be significant at p.value less than 0.001. Similarly as postulated the organizational culture mediates the relationships with significant value. The sample for this study is based on SMEs and cross sectional in nature, In addition, the present study employed quantitative techniques future study can employed qualitative or case study method for design and analysis of information. The finding of this study can assist practitioners and policy makers in SMEs to support the idea of social responsibility in designing strategic plan for superior performance. As whole, the outcome of this research will assist managers for better understanding of the business social responsibility antecedents under the perspective SMEs. This paper has tried to provide a comprehensive understanding about business social responsibility antecedents under the perspective SMEs context in Nigeria. Since there was a lack of such research in SMEs context, this research can provide theoretical contribution and managerial basis for future researches as well as implications for the managers. (Author)

  5. Mediation effect of organizational culture on the relationship between perceived ethics and SMEs performance

    Directory of Open Access Journals (Sweden)

    Abdullahi Hassan Gorondutse

    2016-05-01

    Full Text Available Purpose: This research aims to examine the association between perceived ethics and SMEs performance; also determine the mediation effect of organizational culture on the relationship. Design/methodology/approach: Based on the literature review, this research developed a conceptual model of Perceived ethics, organizational culture and performance. This research applied purposive sampling to gather data from owners/managers of SMEs in Kano State North-West of Nigeria. Apart from assessing the reliability and validity of the constructs through confirmatory factor analysis, this research also used Partial Least Square Techniques (PLS of analysis approach to test the proposed hypothesis. Findings: Statistical result reveals that the relationship between perceived ethics and SMEs performance was found to be significant at p.value less than 0.001. Similarly as postulated the organizational culture mediates the relationships with significant value. Research limitations/implications: The sample for this study is based on SMEs and cross sectional in nature, In addition, the present study employed quantitative techniques future study can employed qualitative or case study method for design and analysis of information. Practical implications: The finding of this study can assist practitioners and policy makers in SMEs to support the idea of social responsibility in designing strategic plan for superior performance. As whole, the outcome of this research will assist managers for better understanding of the business social responsibility antecedents under the perspective SMEs. Originality/value: This paper has tried to provide a comprehensive understanding about business social responsibility antecedents under the perspective SMEs context in Nigeria. Since there was a lack of such research in SMEs context, this research can provide theoretical contribution and managerial basis for future researches as well as implications for the managers.

  6. Organizational culture focused on quality management and benefits derived from an ERP system implementation

    Directory of Open Access Journals (Sweden)

    Oscar F. Bustinza

    2013-01-01

    Full Text Available Purpose: Organizational culture focused on quality management aims to meet customer needs and enhance teamwork, being oriented toward a dynamic process of continuous improvement. The purpose of this paper is to analyze whether, indeed, the quality-oriented culture has an effect on the management of business processes. In doing so, we analyze their relationship with the benefits of a resource management system or ERP.Design/methodology/approach: A survey is used to collect data, with valid questionnaires obtained for 200 Spain based respondents. Empirical analysis utilises Structural Equation Modelling (SEM.Findings: The results confirm that firm's commitment with quality management, customer focus, and confidence of workers has a positive effect on the results of operational, strategic and managerial benefits derived from an ERP system implementation. However, there is not relationship between customer focus and organizational benefits, neither to increase system capacity.Originality/value: The present study analyzes the relationship between quality-oriented culture and the resource management systems of the firm clarifying their strengths and limitations. In this sense, the customer orientation may limit the flexibility of business as require a lot of resources, and generate dissatisfaction among workers resulting from the attention to customer complaints.

  7. Influence Of Perceived Employer Branding On Perceived Organizational Culture Employee Identity And Employee Commitment

    Directory of Open Access Journals (Sweden)

    Dilhani Anuradha Akuratiya

    2017-08-01

    Full Text Available All organizations strive for sustainable competitive advantage in order to attain profit and survive in the increasingly competitive marketplace. In such situation human resources have become crucial to achieve competitive advantage especially in the service oriented industries. In order to achieve competitive advantage it is necessary to retain talented employees within the organization. To attract and retain talented employees within organizations employers are using employer branding to separate their organization from its competitors and build an image as a good place to work. Thus the key intention of the study was to explore influence of perceived employer branding on perceived organizational culture and employee identity and how in turn affect to increase employee commitment. In the present study employer branding model was based on culture identity and commitment in licensed financial companies. Research population consisted executive level employees of top ten licensed financial companies. Sampling method was convenience sampling and data collection instrument was questionnaire. Correlation and regression analysis was used to analyze the data. Results from the analysis showed that perceived employer branding had significant influence on perceived organizational culture and employee identity and in turn they had a significant effect on employee commitment.

  8. Increasing clinicians' EBT exploration and preparation behavior in youth mental health services by changing organizational culture with ARC.

    Science.gov (United States)

    Glisson, Charles; Williams, Nathaniel J; Hemmelgarn, Anthony; Proctor, Enola; Green, Philip

    2016-01-01

    Clinician EBT exploration and preparation behavior is essential to the ongoing implementation of new EBTs. This study examined the effect of the ARC organizational intervention on clinician EBT exploration and preparation behavior and assessed the mediating role of organizational culture as a linking mechanism. Fourteen community mental health agencies that serve youth in a major Midwestern metropolis along with 475 clinicians who worked in those agencies, were randomly assigned to either the three-year ARC intervention or control condition. Organizational culture was assessed with the Organizational Social Context (OSC) measure at baseline and follow-up. EBT exploration and preparation behavior was measured as clinician participation in nine separate community EBT workshops held over a three-year period. There was 69 percent greater odds (OR = 1.69, p organizational culture mediated the positive effect of the ARC intervention on clinicians' workshop attendance (a × b = .21; 95% CI:LL = .05, UL = .40). Organizational interventions that create proficient mental health agency cultures can increase clinician EBT exploration and preparation behavior that is essential to the ongoing implementation of new EBTs in community youth mental health settings. Copyright © 2015 Elsevier Ltd. All rights reserved.

  9. Health workers' perceptions of private-not-for-profit health facilities' organizational culture and its influence on retention in Uganda.

    Science.gov (United States)

    Shumba, Constance Sibongile; Kielmann, Karina; Witter, Sophie

    2017-12-06

    An in-depth understanding of how organizational culture is experienced by health workers (HWs), and influences their decisions to leave their jobs is a fundamental, yet under-examined, basis for forming effective retention strategies. This research examined HWs' working experiences and perceptions of organisational culture within private-not-for-profit, largely mission-based hospitals, and how this influenced retention. Thirty-two HWs, including managers, in 19 health facilities in Uganda were interviewed using a semi-structured topic guide. Interview transcripts were analysed using thematic content analysis. Interviews showed that the organizational culture was predominantly hierarchical, with non-participative management styles which emphasized control and efficiency. HWs and managers held different perceptions of the organizational culture. While the managers valued results and performance, HWs valued team work, recognition and participative management. The findings of this study indicate that organizational culture influences retention of HWs in health facilities and provide a useful context to inform health care managers in the PNFP sub-sector in Uganda and similar contexts. To improve retention of HWs, a gradual shift in organizational culture will be necessary, focussing on the values, beliefs and perceptions which have the greatest influence on observable behaviour.

  10. The Relationship between Leadership Style, Organizational Culture, and Job Satisfaction in the U.S. Healthcare Industry

    Directory of Open Access Journals (Sweden)

    Mouhamadou Sow

    2017-03-01

    Full Text Available The purpose of this quantitative, correlational study, based on the theoretical framework of transformational leadership, was to examine the relationships between leadership style, organizational culture, and job satisfaction in the U.S. healthcare industry. The study addressed a problem faced by U.S. healthcare leaders, who are currently unaware as to how transformational leadership and organizational culture can impact job satisfaction in an industry with high burnout and low satisfaction levels. The following research questions were posed: (1 Is there a statistically significant relationship between transformational leadership and job satisfaction in the U.S. healthcare industry? (2 Is there a statistically significant relationship between organizational culture and job satisfaction in the U.S. healthcare industry? (3 Is the relationship between transformational leadership and job satisfaction in the U.S. healthcare industry mediated by organizational culture? Data to answer the research questions were collected through simple random sampling processes that resulted in a sample of 111 American healthcare employees and analyzed with Stata software. The main finding of the study was that an apparent effect of transformational leadership on job satisfaction disappeared when organizational culture variables were taken into consideration. The results suggest that healthcare organizations should attempt to move away from externally focused cultures in order to increase job satisfaction. Such a move could improve social outcomes by improving the quality of work for millions of stressed American healthcare employees.

  11. Organizational culture and its implications for infection prevention and control in healthcare institutions.

    Science.gov (United States)

    De Bono, S; Heling, G; Borg, M A

    2014-01-01

    It is not uncommon for infection prevention and control (IPC) interventions to be successful in one hospital yet fail, or have significantly less success, when implemented in another healthcare institution. Organizational factors have been postulated to be a major reason. As a result, there has been an increasing drive in recent years to understand and address organizational culture (OC) in order to achieve improved healthcare performance. To examine the inter-relationship between OC and behavioural attitudes by healthcare professionals; to determine whether and how OC may impact on IPC compliance; and to highlight the potential for OC modification interventions to improve IPC practices within hospitals. Previous literature is reviewed and synthesized, using both IPC journals as well as publications focusing on human behaviour and organizational change. The article evaluates the theory of OC within healthcare settings and identifies how various elements appear to impact on IPC-related behaviour. It highlights the paucity of well-designed studies but identifies sporadic literature suggesting that well-designed and customized OC change initiatives can have a positive impact on IPC practices, such as hand hygiene. OC change appears to be a promising, albeit challenging, target for IPC improvement campaigns - both from a theoretical perspective as well as from the results of the few available studies. However, more data and quality information are needed to identify effective strategies that can elicit effective and sustained change. Published by Elsevier Ltd.

  12. Transforming the organizational culture of a school of nursing through innovative program development.

    Science.gov (United States)

    Lange, Jean W; Ingersoll, Gail; Novotny, Jeanne M

    2008-01-01

    This article illustrates how a grant designed to promote new program development provided a vehicle for organizational transformation. The collaboration surrounding this initiative created a common focus within the school that more effectively channeled its resources and resulted in an unprecedented level of scholarly achievement and recognition. Faculty leveraged the success of this initial grant to procure additional funding for related projects. The importance of partnerships and teamwork were two valuable lessons learned. We believe that our experience is replicable in other schools of nursing interested in organizational transformation. Gibson and Barsade's model of managed change guided the project's implementation and evaluation processes. Recommendations for engaging faculty, gaining support, and developing a collaborative network are discussed in the article, with findings from a stakeholder-focused evaluation demonstrating new program goal achievement as well as the transformative changes that occurred in the organizational culture. A focused, theory-derived program plan, with comprehensive process and outcome evaluation components resulted in a major transformation of one school of nursing. Unanticipated outcomes included renewed synergy among faculty; the development of a preferred vision for the future; scholarly collaboration around a central theme that effectively channeled limited resources and dramatically increased productivity; increased regional and national recognition; and the creation of regional, national, and international partnerships.

  13. Relationship between organizational factors, safety culture and PSA in nuclear power plant operations

    International Nuclear Information System (INIS)

    Joksimovich, V.; Orvis, D.D.

    1997-01-01

    There are four nuclear safety imperatives or ''4Ms'': machine (hardware, design, QA/QC), milieux (operating conditions, environment, natural phenomena), man (human reliability) and management (organizational and management influences). Nuclear safety evaluations as well as evolution of its most powerful tool, Probabilistic Safety Assessment (PSA), followed chronologically the 4M constituents. The nuclear industry worldwide, and the nuclear safety regulators in particular, have been preoccupied with the first M almost to the point of obsession with belated and only intuitive interest in the third and fourth M (human dimension). Human factors or economics in the nuclear industry was an afterthought. Human reliability was essentially born in the aftermath of the Three Mile Island (TMI) accident. Impact of organizational factors on nuclear safety is only in the early stages of R and D. This paper describes some of the concepts being pursued by APG to link organizational factors and safety culture to Human Reliability Analysis (HRA) and to integrate such into probabilistic safety assessment (PSA), e.g. [APG, 1993]. (author). 11 refs, 4 figs, 1 tab

  14. Influence of cross-cultural leadership on organizational culture: Arcelormittal, Newcastle, a South African perspective

    Directory of Open Access Journals (Sweden)

    A Feldman

    2014-01-01

    Full Text Available The aim of this research was to determine the influence of cross cultural leadership on organisational culture. This is assessed by using the GLOBE project’s dimensions of culture which are an extension to Hofstede model of culture. These are; power distance, uncertainty avoidance, human orientation, individuality vs. collectivism, egalitarianism, assertiveness, long term orientation and performance orientation. As more organisations in South Africa become more culturally diverse, it is important to determine where the organisational culture stems from? This is essential in addressing cross cultural conflicts and in efforts to create a winning culture in the workplace. The case study involves Arcelormittal South Africa (AMSA, and will hopefully contribute positively in identifying salient cultural implications in managerial positions such as for example, high employee turnover and cultural clashes which hinder individual performance. A qualitative research design was used in this study to determine participants’ perspectives on organisational culture and leadership. Two instruments were used for primary data collection in this research. The first one was designed by the researcher to capture the demographics data for this particular study. The second instrument used was the GLOBE survey questionnaire which captured 8 dimensions of culture and was specifically designed to encompass questions relevant to the business environment. A convenience sampling methodology was used with a target population of 115 managers classified as middle management of AMSA. The research revealed that there is a general shift from a Eurocentric approach to leadership which is congruent with high individualism and low human orientation. The influence of cross cultural leadership is thus indicated by the preference for higher degree of human orientation and collectivism amongst managers, which is associated with the Afrocentric leadership style and the black ethnic

  15. Building a culture of learning through organizational development: the experiences of the Marin County Health and Human Services Department.

    Science.gov (United States)

    Lindberg, Arley; Meredith, Larry

    2012-01-01

    After determining a need for organizational change informed by changes in workforce demographics, community demographics, the socio-political and economic environment, and constraints on resources, one agency sought to transform its organizational culture into that of a learning organization. An external organizational development consultant was hired to work with agency leadership to identify ways that would help move the agency's culture towards one that was conducive to learning. Specifically, the agency director sought to create a culture where communication is encouraged both vertically and horizontally, frontline level workers are engaged and their voices heard, cross-departmental problem solving is practiced, innovative ideas are supported, and evidence-informed practice regularly implemented. This case study describes the experiences of this agency and the process taken toward engaging an external consultant and moving towards the development of a culture of learning. Copyright © Taylor & Francis Group, LLC

  16. Enhancing the informal curriculum of a medical school: a case study in organizational culture change.

    Science.gov (United States)

    Cottingham, Ann H; Suchman, Anthony L; Litzelman, Debra K; Frankel, Richard M; Mossbarger, David L; Williamson, Penelope R; Baldwin, Dewitt C; Inui, Thomas S

    2008-06-01

    Calls for organizational culture change are audible in many health care discourses today, including those focused on medical education, patient safety, service quality, and translational research. In spite of many efforts, traditional "top-down" approaches to changing culture and relational patterns in organizations often disappoint. In an effort to better align our informal curriculum with our formal competency-based curriculum, Indiana University School of Medicine (IUSM) initiated a school-wide culture change project using an alternative, participatory approach that built on the interests, strengths, and values of IUSM individuals and microsystems. Employing a strategy of "emergent design," we began by gathering and presenting stories of IUSM's culture at its best to foster mindfulness of positive relational patterns already present in the IUSM environment. We then tracked and supported new initiatives stimulated by dissemination of the stories. The vision of a new IUSM culture combined with the initial narrative intervention have prompted significant unanticipated shifts in ordinary activities and behavior, including a redesigned admissions process, new relational practices at faculty meetings, student-initiated publications, and modifications of major administrative projects such as department chair performance reviews and mission-based management. Students' satisfaction with their educational experience rose sharply from historical patterns, and reflective narratives describe significant changes in the work and learning environment. This case study of emergent change in a medical school's informal curriculum illustrates the efficacy of novel approaches to organizational development. Large-scale change can be promoted with an emergent, non-prescriptive strategy, an appreciative perspective, and focused and sustained attention to everyday relational patterns.

  17. Organizational culture in the financial sector : evidence from a cross-industry analysis of employee personal values and career success

    NARCIS (Netherlands)

    van Hoorn, André

    2017-01-01

    We assess the organizational culture in the finance industry in relation to the global financial crisis (GFC) and consider the potential of cultural change to improve the financial sector. To avoid (response) biases, we build on the person-organization (P-O) fit literature and develop a novel,

  18. Exploring the Sociodemographic, Organizational and Other Correlates Affecting the Promotion of Cultural and Linguistic Competence: Implications for Mental Health Disparities

    Science.gov (United States)

    Francis, Karen Belinda

    2012-01-01

    Background: Cultural and linguistic competence is widely viewed as a strategy for addressing disparities in health and mental health care. Organizational activities towards the integration and implementation of cultural and linguistic competence span the gamut to include training, workforce development, policy development and standards that inform…

  19. The Impact of Organizational Culture on High School Teachers' Self-Efficacy, Job Satisfaction, and Student Achievement

    Science.gov (United States)

    DeNicola, Thomas C.

    2015-01-01

    The purpose of this study was to examine the impact that school culture, comprised of the variables cultivating a culture of collaboration, employing a data-informed focus on improvement through professional communication, and organizational commitment had on teachers' self-efficacy (teacher autonomy, interpersonal efficacy, and professional…

  20. Organizational cultural competence in community health and social service organizations: how to conduct a self-assessment.

    Science.gov (United States)

    Olavarria, Marcela; Beaulac, Julie; Bélanger, Alexandre; Young, Marta; Aubry, Tim

    2009-01-01

    In an effort to address the significant socio-cultural changes in the population demographics of the United States (US) and Canada, organizations are increasingly seeking ways of improving their level of cultural competence. Evaluating organizational cultural competence is essential to address the needs of ethnic and cultural minorities. Yet, research related to organizational cultural competence is relatively new. The purpose of this paper is to review the extant literature with a specific focus on: (1) identifying the key standards that define culturally competent community health and social service organizations; and (2) outlining the core elements for evaluating cultural competence in a health and social service organization. Furthermore, issues related to choosing self-assessment tools and conducting an evaluation will be explored.

  1. Testing a theory of organizational culture, climate and youth outcomes in child welfare systems: a United States national study.

    Science.gov (United States)

    Williams, Nathaniel J; Glisson, Charles

    2014-04-01

    Theories of organizational culture and climate (OCC) applied to child welfare systems hypothesize that strategic dimensions of organizational culture influence organizational climate and that OCC explains system variance in youth outcomes. This study provides the first structural test of the direct and indirect effects of culture and climate on youth outcomes in a national sample of child welfare systems and isolates specific culture and climate dimensions most associated with youth outcomes. The study applies multilevel path analysis (ML-PA) to a U.S. nationwide sample of 2,380 youth in 73 child welfare systems participating in the second National Survey of Child and Adolescent Well-being. Youths were selected in a national, two-stage, stratified random sample design. Youths' psychosocial functioning was assessed by caregivers' responses to the Child Behavior Checklist at intake and at 18-month follow-up. OCC was assessed by front-line caseworkers' (N=1,740) aggregated responses to the Organizational Social Context measure. Comparison of the a priori and subsequent trimmed models confirmed a reduced model that excluded rigid organizational culture and explained 70% of the system variance in youth outcomes. Controlling for youth- and system-level covariates, systems with more proficient and less resistant organizational cultures exhibited more functional, more engaged, and less stressful climates. Systems with more proficient cultures and more engaged, more functional, and more stressful climates exhibited superior youth outcomes. Findings suggest child welfare administrators can support service effectiveness with interventions that improve specific dimensions of culture and climate. Copyright © 2013 Elsevier Ltd. All rights reserved.

  2. An Overview on the Studies of Organizational Culture in Journals Indexed in the Business Administration Area (2008-2013)

    OpenAIRE

    Vizzoto, Andrieli Diniz; Pereira, Breno Augusto Diniz; Campanher, Marina Ferraz; Ravanello, Felipe da Silva

    2014-01-01

    The literature, especially in the areas of Administration, Psychology and Sociology, has paid attention to the values as guides of human and organizational behavior in private and public companies. This study has aimed to present how the organizational culture has been studied through a review of scientific journals that have published articles on the subject, comprising the years from 2008 to 2013 and making a comparison between the reality of Brazilian and international publications. Seekin...

  3. Stimulating a Culture of Improvement: Introducing 
an Integrated Quality Tool for Organizational Self-Assessment.

    Science.gov (United States)

    Coleman, Cathy

    2015-06-01

    As leaders and systems-level agents of change, oncology nurses are challenged by opportunities to guide organizational transformation from the front line to the board room. Across all care settings, reform and change initiatives are constants in the quest to optimize quality and healthcare outcomes for individuals, teams, populations, and organizations. This article describes a practical, evidence-based, integrated quality tool for initiating organizational self-assessment to prioritize issues and stimulate a culture of continuous improvement.

  4. Supporting aboriginal knowledge and practice in health care: lessons from a qualitative evaluation of the strong women, strong babies, strong culture program.

    Science.gov (United States)

    Lowell, Anne; Kildea, Sue; Liddle, Marlene; Cox, Barbara; Paterson, Barbara

    2015-02-05

    The Strong Women, Strong Babies, Strong Culture Program (the Program) evolved from a recognition of the value of Aboriginal knowledge and practice in promoting maternal and child health (MCH) in remote communities of the Northern Territory (NT) of Australia. Commencing in 1993 it continues to operate today. In 2008, the NT Department of Health commissioned an evaluation to identify enabling factors and barriers to successful implementation of the Program, and to identify potential pathways for future development. In this paper we focus on the evaluation findings related specifically to the role of Aborignal cultural knowledge and practice within the Program. A qualitative evaluation utilised purposive sampling to maximise diversity in program history and Aboriginal culture. Semi-structured, in-depth interviews with 76 participants were recorded in their preferred language with a registered Interpreter when required. Thematic analysis of data was verified or modified through further discussions with participants and members of the evaluation team. Although the importance of Aboriginal knowledge and practice as a fundamental component of the Program is widely acknowledged, there has been considerable variation across time and location in the extent to which these cultural dimensions have been included in practice. Factors contributing to this variation are complex and relate to a number of broad themes including: location of control over Program activities; recognition and respect for Aboriginal knowledge and practice as a legitimate component of health care; working in partnership; communication within and beyond the Program; access to transport and working space; and governance and organisational support. We suggest that inclusion of Aboriginal knowledge and practice as a fundamental component of the Program is key to its survival over more than twenty years despite serious challenges. Respect for the legitimacy of Aboriginal knowledge and practice within health

  5. Peer support in health care and prevention: cultural, organizational, and dissemination issues.

    Science.gov (United States)

    Fisher, Edwin B; Coufal, Muchieh Maggy; Parada, Humberto; Robinette, Jennifer B; Tang, Patrick Y; Urlaub, Diana M; Castillo, Claudia; Guzman-Corrales, Laura M; Hino, Sayaka; Hunter, Jaimie; Katz, Ariana W; Symes, Yael R; Worley, Heidi P; Xu, Cuirong

    2014-01-01

    As reviewed in the article by Perry and colleagues (2014) in this volume, ample evidence has documented the contributions of peer support (PS) to health, health care, and prevention. Building on that foundation, this article discusses characteristics, contexts, and dissemination of PS, including (a) fundamental aspects of the social support that is often central to it; (b) cultural influences and ways PS can be tailored to specific groups; (c) key features of PS and the importance of ongoing support and backup of peer supporters and other factors related to its success; (d) directions in which PS can be expanded beyond prevention and chronic disease management, such as in mental health or interventions to prevent rehospitalization; (e) other opportunities through the US Affordable Care Act, such as through patient-centered medical homes and chronic health homes; and (f) organizational and policy issues that will govern its dissemination. All these demonstrate the extent to which PS needs to reflect its contexts--intended audience, health problems, organizational and cultural settings--and, thus, the importance of dissemination policies that lead to flexible response to contexts rather than constraint by overly prescriptive guidelines.

  6. ORGANIZATIONAL CULTURE AND STRATEGY. HOW DOES IT WORK? AN EMPIRICAL RESEARCH

    Directory of Open Access Journals (Sweden)

    Vele Cristian - Liviu

    2013-07-01

    Full Text Available Why do some companies fail in their efforts to implement competitive strategies? Why do others win in implementing competitive strategies? Of course the reasons behind every fail and every win are numerous and can be related to insufficient resources, lack of information, changes in the external environment, etc. But let’s say that two companies, trying to implement a competitive strategy, have the necessary resources, information and the environment is relatively calm. Although the two companies have the same opportunity in implementing the strategy, only one is successful in its efforts, while the other fails. Why? One possible answer and one of the most plausible causes behind this fail is the resistance to change. Strategies are designed to increase the company’s overall performance by strengthening its capabilities and core competencies and by eliminating the inefficient activities and processes. But, this phenomenon will change the way in which things are done inside the company. This, in term, will change the culture which defines that organization. Facing this threat, employees will try to maintain things as they were, while managers are trying to implement the new strategy to gain competitive advantages. As a consequence of this conflict, the new strategy will most likely fail in its implementation, causing negative effects on the company. This article wishes to provide a theoretical and empirical view on the importance of having a dynamic organizational culture designed to sustain new strategic initiatives. To underline this importance, an empirical study was conducted on several Romanian construction companies with the intent of revealing the correlations between a supportive culture and strategy. In conducting this study the main objective was to reveal if companies characterized by a supportive and dynamic organizational culture are more likely to have a strategy formulated and implemented.

  7. Discussion of fostering strong nuclear safety culture in nuclear power plants in China

    International Nuclear Information System (INIS)

    Jiang Fuming

    2011-01-01

    This paper described the most recent development of nuclear safety culture in the world nuclear industry. Focus areas are recommended to foster a strong nuclear safety culture (SNSC) in Chinese nuclear industry with the view of our current development, aiming to accelerate the formation of SNSC. (author)

  8. Hospital cultural competency as a systematic organizational intervention: Key findings from the national center for healthcare leadership diversity demonstration project.

    Science.gov (United States)

    Weech-Maldonado, Robert; Dreachslin, Janice L; Epané, Josué Patien; Gail, Judith; Gupta, Shivani; Wainio, Joyce Anne

    Cultural competency or the ongoing capacity of health care systems to provide for high-quality care to diverse patient populations (National Quality Forum, 2008) has been proposed as an organizational strategy to address disparities in quality of care, patient experience, and workforce representation. But far too many health care organizations still do not treat cultural competency as a business imperative and driver of strategy. The aim of the study was to examine the impact of a systematic, multifaceted, and organizational level cultural competency initiative on hospital performance metrics at the organizational and individual levels. This demonstration project employs a pre-post control group design. Two hospital systems participated in the study. Within each system, two hospitals were selected to serve as the intervention and control hospitals. Executive leadership (C-suite) and all staff at one general medical/surgical nursing unit at the intervention hospitals experienced a systematic, planned cultural competency intervention. Assessments and interventions focused on three organizational level competencies of cultural competency (diversity leadership, strategic human resource management, and patient cultural competency) and three individual level competencies (diversity attitudes, implicit bias, and racial/ethnic identity status). In addition, we evaluated the impact of the intervention on diversity climate and workforce diversity. Overall performance improvement was greater in each of the two intervention hospitals than in the control hospital within the same health care system. Both intervention hospitals experienced improvements in the organizational level competencies of diversity leadership and strategic human resource management. Similarly, improvements were observed in the individual level competencies for diversity attitudes and implicit bias for Blacks among the intervention hospitals. Furthermore, intervention hospitals outperformed their respective

  9. Organizational characteristics associated with cultural and linguistic service provision within Alabama hospitals.

    Science.gov (United States)

    Davis, Jullet A; Whitman, Marilyn V

    2008-01-01

    Like several states in the Southeast, Alabama is in the nascent stages of an increase in the population of foreign-born individuals for whom English is a second language. These individuals are also culturally different from the traditional southern population. Given the impact of culture and language on a person's service utilization, the introduction of new cultures may pose significant challenges for Alabama's health care providers if they are not prepared. The purpose of this project is to examine the organizational characteristics associated with the provision of culturally and linguistically appropriate services by Alabama hospitals. The data for the project come from a survey of all medical/surgical hospitals (N = 101). Fifty-nine surveys were returned, giving us a 58% response rate. The data were analyzed using correlations, analysis of variance, and logistic regression. Approximately 47% of the sample hospitals reported having a staff interpreter. Furthermore, hospitals that had staff interpreters did seem to be more aware of their community, which was reflected in their mission statements. In addition, directors who viewed their role as fulfilling the strategic plan accepted the task of providing staff interpreters. Thus, several hospitals in Alabama seemed to be ready to meet the cultural and language needs of their markets.

  10. Safety culture and organizational issues during transition from operation to decommissioning of NPPs

    International Nuclear Information System (INIS)

    Slavcheva, K.; Mori, M.; D'Amico, N.; Sollima, C.

    2005-01-01

    The paper highlights the critical safety issues in a Nuclear Power Plant (NPP) to be managed during the transition period from operation to decommissioning. Pre-shutdown is an important period of a NPP lifetime due to the changes and issues to be faced by the NPP management, which include safety culture issues, organizational issues, plant safety issues and nuclear waste issues. Preservation of staff competence and moral, management and organizational capability, preservation of knowledge and corporate memory, preservation of safety culture, surveillance and permanent control to maintain adequate level of nuclear and radiation safety, development of appropriate solutions for the new incoming issues are the key challenges to be timely faced. The uncertainty regarding the future of the site, the future of the workers and the incoming re-organization originate numerous additional issues including stress for the personnel. It is necessary to take appropriate actions to reduce the uncertainty. The regulatory regime continues with the same rules as during operation. Responsibility for safety remains with the licensee and the regulatory supervision continues and oversees the safe operation and security of the NPP, the safe management and storage of spent nuclear fuel and radioactive waste. Anticipated attention from the Operator and the Regulator to key organizational and safety culture issues during the pre-shutdown phase has shown to be an effective preventive action. The Operator has to aim to preserve staff competence and motivation, preserve corporate memory, safety culture, reinforce monitoring and control on the health risk of workers and population, preserve the technical part of the organization from external disturb and distractions, ensure transparency and develop strategies to solve forthcoming issues. The Regulator has to aim to reorient its supervision, train its personnel and adapt its tools to the new situation, keep adequate presence onsite, keep dialogue

  11. An Overview on the Studies of Organizational Culture in Journals Indexed in the Business Administration Area (2008-2013

    Directory of Open Access Journals (Sweden)

    Andrieli Diniz Vizzoto

    2014-06-01

    Full Text Available The literature, especially in the areas of Administration, Psychology and Sociology, has paid attention to the values as guides of human and organizational behavior in private and public companies. This study has aimed to present how the organizational culture has been studied through a review of scientific journals that have published articles on the subject, comprising the years from 2008 to 2013 and making a comparison between the reality of Brazilian and international publications. Seeking to provide some perspective on the current scenario in the theme, this work is characterized as a bibliometric study. A research for some specific words was conducted. The Brazilian and international articles found were analyzed separately to keep the keywords as chosen by the authors, not losing anything for translations and also as a way to compare Brazilian publications with international ones. Some authors notice the need for studies comprising the understanding of how organizational culture is perceived by the literature and how are being held the studies in this area. Through some studies, it becomes apparent that there is still room to develop further research to understand the publications in the area of organizational culture. 522 articles were found in international databases and 31 in Brazilian journals that were in accordance with the limits of this research. The study shows some differences between Brazilian and international publishings and how there is still room for more studies linking organizational culture and other subjects in the field of Administration.

  12. Predictors of organizational commitment among staff in assisted living.

    Science.gov (United States)

    Sikorska-Simmons, Elzbieta

    2005-04-01

    This study examines the role of organizational culture, job satisfaction, and sociodemographic characteristics as predictors of organizational commitment among staff in assisted living. It is particularly important to examine organizational commitment, because of its close links to staff turnover. Data were collected from 317 staff members in 61 facilities, using self-administered questionnaires. The facilities were selected from licensed assisted living programs and were stratified into small, traditional, and new-model homes. Staff questionnaires were distributed by a researcher during 1-day visits to each facility. Organizational commitment was measured by the extent of staff identification, involvement, and loyalty to the organization. Organizational culture, job satisfaction, and education were strong predictors of commitment, together explaining 58% of the total variance in the dependent variable. Higher levels of organizational commitment were associated with more favorable staff perceptions of organizational culture and greater job satisfaction. In addition, more educated staff members tended to report higher levels of organizational commitment. Other than education, sociodemographic characteristics failed to account for a significant amount of variance in organizational commitment. Because job satisfaction and organizational culture were strong predictors of commitment, interventions aimed at increasing job satisfaction and creating an organizational culture that values and respects staff members could be most effective in producing higher levels of organizational commitment.

  13. Relationship between Organizational Culture and the Use of Psychotropic Medicines in Nursing Homes: A Systematic Integrative Review.

    Science.gov (United States)

    Sawan, Mouna; Jeon, Yun-Hee; Chen, Timothy F

    2018-03-01

    Psychotropic medicines are commonly used in nursing homes, despite marginal clinical benefits and association with harm in the elderly. Organizational culture is proposed as a factor explaining the high-level use of psychotropic medicines. Schein describes three levels of culture: artifacts, espoused values, and basic assumptions. This integrative review aimed to investigate the facets and role of organizational culture in the use of psychotropic medicines in nursing homes. Five databases were searched for qualitative, quantitative, and mixed method empirical studies up to 13 February 2017. Articles were included if they examined an aspect of organizational culture according to Schein's theory and the use of psychotropic medicines in nursing homes for the management of behavioral and sleep disturbances in residents. Article screening and data extraction were performed independently by one reviewer and checked by the research team. The integrative review method, an approach similar to the method of constant comparison analysis was utilized for data analysis. Twenty-four studies met the inclusion criteria: 13 used quantitative methods, 9 used qualitative methods, 1 was quasi-qualitative, and 1 used mixed methods. Included studies were found to only address two aspects of organizational culture in relation to the use of psychotropic medicines: artifacts and espoused values. No studies addressed the basic assumptions, the unsaid taken-for-granted beliefs, which provide explanations for in/consistencies between the ideal use of psychotropic medicines and the actual use of psychotropic medicines. Previous studies suggest that organizational culture influences the use of psychotropic medicines in nursing homes; however, what is known is descriptive of culture only at the surface level, that is the artifacts and espoused values. Hence, future research that explains the impact of the basic assumptions of culture on the use of psychotropic medicines is important.

  14. Social and psychological climate of educational institution as a measure of consistency of leadership style and type of organizational culture

    Directory of Open Access Journals (Sweden)

    M.L. Kotlyar

    2013-04-01

    Full Text Available We describe process and results of a study conducted on the basis of state educational institutions of Moscow (a secondary school and a school with advanced study of foreign languages. We demonstrate the possibility of using the analysis of social and psychological environment as an indicator of leadership style consistency and type of organizational culture of educational institution. We revealed an educational trend that the real organizational culture with a predominance of one type of its elements, the desired profile will tend to the mixed type. We mapped out a plan for further research on the topic.

  15. The Impact of Project Organizational Culture on the Performance of Construction Projects

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    Luong Hai Nguyen

    2017-05-01

    Full Text Available Cultural influence has recently received significant attention from academics due to its vital role in the success or failure of a project. In the construction industry, several empirical investigations have examined the influence of culture on project management. The aim of this study is to determine the impact of project organizational culture on the performance of construction projects. A total of 199 completed construction projects in Vietnam with specific data gathering through questionnaires were analyzed. The findings reveal that contractor commitment to contract agreements is the most significant cultural factor affecting project performance. Goal alignment and reliance, contractor commitment, and worker orientation (i.e., commitment to workers contribute to improved overall performance and participant satisfaction. Contractor commitment and cooperative orientation enhance labor productivity, whereas goal alignment and trust and contractor commitment ensure learning performance (i.e., learning from experience. The findings of this study may assist construction professionals in implementing practices that can contribute to the sustainability and success of construction projects.

  16. An ethnographic study of nursing home culture to define organizational realities of culture change.

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    Deutschman, Marian T

    2005-01-01

    The current system of delivery of nursing home care is costly both in dollars and in human terms. Culture change may provide solutions to both issues. Culture change has a different meaning for different organizations depending on where they are in the continuum of change. Detailed observation of staff members "in action" in three long-term care facilities over a period of several months was supplemented by formal and informal interviews of organization members to gain an understanding of the culture of the nursing home organization. Four three-hour observations in each of three facilities, representing privately-held and not-for-profit organizations in urban, suburban, and rural locations yielded insights into the routine, recruitment, training, teamwork, activities, leadership, role-modeling, mentoring, staff and resident satisfaction, weekend staffing and activities, bureaucratic structure, and sharing of best practices. Discussion of each of these issues may provide a starting point for all those facilities that are contemplating significant culture change. If the objective is to have facilities truly embrace a new set of values, then the change begins with the owners and administrators of nursing homes who need to focus on building new relationships with all the stakeholders. In-depth interviews of organization members and six chief executive officers in long-term care in the Western New York area culminated the study with the development of a fifty-question survey for decision makers.

  17. Conflict cultures in organizations: How leaders shape conflict cultures and their organizational-level consequences

    NARCIS (Netherlands)

    Gelfand, M.J.; Leslie, L.M.; Keller, K.; de Dreu, C.K.W.

    2012-01-01

    Anecdotal evidence abounds that organizations have distinct conflict cultures, or socially shared norms for how conflict should be managed. However, research to date has largely focused on conflict management styles at the individual and small group level, and has yet to examine whether

  18. The work and recovery project: changing organizational culture and practice in New York City outpatient services.

    Science.gov (United States)

    Pascaris, Alysia; Shields, Leslie Reed; Wolf, Jessica

    2008-01-01

    Complex and multiple barriers confront out-patient programs in promoting recovery and addressing mental health recipients' work-related goals. This article describes a focused organizational change project utilizing intensive consultation and technical assistance within five New York City outpatient psychiatric services. The project aimed to increase staff exposure to, understanding and use of work-related and recovery-based concepts to promote consumers' recovery and attainment of employment goals. Tailored assessment, curriculum delivery, and identification and implementation of change objectives were useful strategies in promoting change. This change model can serve to assist programs in their efforts to integrate new approaches and to better understand changes among leadership, staff and consumers, and changes in organizational culture and practice required to support a work and recovery-oriented service paradigm. The project experience suggests that adopting and embracing new practices takes time. Varied and incremental steps toward programmatic and operational changes can be significant and can reap authentic sustainable change occurring in the process of learning, experiencing, internalizing and adjusting to new methods of practice.

  19. Influence Organizational Culture On The Quality Of Accounting Information System Indonesian Government

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    Nur Zeina Maya Sari

    2015-08-01

    Full Text Available Abstract Quality Information yielded by Information System Accountancy will affect at storey ability management level to bring action against and decision which related to company operational and also prepare effective financial statement. Azhar Susanto 2013 65 states that the accounting information is the output of the accounting process. In general the accounting information presented in the financial statements Kieso et al 2012 5. With use accounting information internal parties will obtain accounting information relating to past and future such as prediction forecasting which includes annual plans strategic and decision alternatives Azhar Susanto 2013. The message contained in an accounting information as a guide for anyone when carrying out the activity Azhar Susanto 2009 2. Accounting information is a strategic organizational resource Mitchell et al. 2000. Accountancy Information System of vital importance in growth Process business On duty Original earnings Indonesian specially Bandung Area. The Organizational culture through its assumptions values norms and symbols determines the way in which the members of an organization perceive and interpret the reality within and around their organization as well as the way they behave in that reality Janisijevic2012. This Technique regarding System Accountancy Information data model affecting earnings to original earnings area PAD at Indonesian Goverment . Database System have function to earnings responsiblity which consist of Iease receivable not yet been billed for Iease receivable billed and total receivable. Accountancy information system have different model to process business and evaluation to governmental accounting information..

  20. Self-reported teamwork in family health team practices in Ontario: organizational and cultural predictors of team climate.

    Science.gov (United States)

    Howard, Michelle; Brazil, Kevin; Akhtar-Danesh, Noori; Agarwal, Gina

    2011-05-01

    To determine the organizational predictors of higher scores on team climate measures as an indicator of the functioning of a family health team (FHT). Cross-sectional study using a mailed survey. Family health teams in Ontario. Twenty-one of 144 consecutively approached FHTs; 628 team members were surveyed. Scores on the team climate inventory, which assessed organizational culture type (group, developmental, rational, or hierarchical); leadership perceptions; and organizational factors, such as use of electronic medical records (EMRs), team composition, governance of the FHT, location, meetings, and time since FHT initiation. All analyses were adjusted for clustering of respondents within the FHT using a mixed random-intercepts model. The response rate was 65.8% (413 of 628); 2 were excluded from analysis, for a total of 411 participants. At the time of survey completion, there was a median of 4 physicians, 11 other health professionals, and 4 management and clerical staff per FHT. The average team climate score was 3.8 out of a possible 5. In multivariable regression analysis, leadership score, group and developmental culture types, and use of more EMR capabilities were associated with higher team climate scores. Other organizational factors, such as number of sites and size of group, were not associated with the team climate score. Culture, leadership, and EMR functionality, rather than organizational composition of the teams (eg, number of professionals on staff, practice size), were the most important factors in predicting climate in primary care teams.