The environment changes quickly in these years. No matter the changes of the outside environment or of the business, it will impact the businesses, and the organizational culture will have some dynamic phenomenon. In this thesis, four companies, which were impacted by some important events, are my study samples. In order to understand the cultures of the companies, the forming processes and the dynamic relations during each culture levels. I use Schein¡¦s model of organizational culture to interpret the four cases, and use Hatch¡¦s culture dynamics model to analyze. The results conclude six reasons that cause the change of organizational cultures: a weak culture, small size, serious threatens, the transfer of leaders, the transitions, and in order to consolidate original culture. Besides, there are some relations between the Schein¡¦s model of organizational culture and Hatch¡¦s culture dynamics model. The thesis bring out four propositions: 1. When the company was merged, its culture will be impacted by the strong culture of the merger. The merger will make use of the changes of artifact level as its tool to build or change the values and the assumptions of the company be merged. 2. After the equal merge of two companies, it will be in motion with the assumptions, and values of strong culture. At the same time, the strong culture will develop new artifacts to help weak culture to recognize the strong side. 3. To confront the new law opposite to original culture, if every member of the organization recognize and assist the culture, and through consolidating by the effectual members, the company still has the opportunity to resist the change. 4. When the organizational culture was impacted, some transitional artifacts will appear in initial stage, but they can¡¦t affect the values and assumptions. They will disappear after the transitions.

This is the era that information transfers rapidly. The value of the books is lower than before. In Taiwan the average cost for book is less 250 dollars per year. The bookstores can not survive for this low expense. The image of the traditional bookstores is bad. Because of the lighting is not suffice, space too crowd, passage too narrow. It¡¦s a chaos in the bookstore. Since Eslite was built in 1989 the situation had been changed. The founder attempted to awake the elite of society joined the dream for reading quality. It never shifts for sixteen years. Eslite was depended on organizational culture. The organizational culture is the base of corporation. The organizational culture affects the behavior of employ and organizational performance. In this thesis chooses Eslite as the researching objects to discuss the organizational culture, the characteristics of organizational culture, the dimensions of organizational culture and how to building the organizational culture. After discussed with Eslite management employees and analyzed the collecting data, we get the following results¡G 1.The characteristics of Eslite¡As organizational culture includes customers , space quality, good ,love, beauty and creation, and the dimensions of Eslite¡As organizational culture includes competitive circumstance, visible artifacts, a company¡As underlying values and beliefs and the translation of those values and beliefs into learned behaviour. 2.The effects of Eslite¡As organizational culture includes the founder¡As idea,the locations, customers , expense habit and space. The organizational culture will be different. 3.The organizational culture made Eslite became the powerful and famous bookstore in Taiwan, the image is better than before, the performance is increase, the customer¡As loyalty very high and became the buyer of the books . 4.The methods for building the organizational culture includes internal publication, socialize processes, training, recruitment, reward and punishment, communication and sharing , the events for mindset expression.

Uncovered in the course of a 2011 study looking at partnerships between academic and public libraries in Canada was a unique series of partnerships among a college library, public library, regional library system, and school district library system in Medicine Hat, Alberta. With little or no additional funding, these libraries have partnered to deliver library services beneficial to both their primary clients and the broader community. Through a case study of the libraries, it is possible to determine the value and the challenges of partnerships and the elements of organizational culture necessary for successful partnerships.

SANTRAUKA Įvairiuose leidiniuose dažnai keliamas klausimas, kodėl net ir veikiančios tose pačiose rinkose įmonės pasiekia skirtingų rezultatų. Tyrimais įrodyta, kad įmonės sėkmei daug didesnę įtaką daro ne sparčiai besikeičiančių technologijų pritaikymas organizacijoje, ne struktūra, politika ir pan., o tokie dalykai kaip valdymo stilius, darbuotojų vertybių sistema, atsispindintys įmonės kultūroje. Kaip tik dėl to, remiantis W.E.Schneider teorijos modeliu, organizacijos kultūros tema šiame darbe ir nagrinėjama. Kitas dalykas – kompanijai vystytis gali trukdyti skirtingos vidinės subkultūros bei jų tarpusavio trintis. Kadangi visa tai atsispindi tiek finansiniuose, tiek nefinansiniuose veiklos rezultatuose, išplaukia ir mūsų darbo tikslas ,,nustatyti, ar tarp vadovaujančių ir nevadovaujančių darbuotojų organizacijos kultūros suvokimo bei kompanijos brandumo lygio egzistuoja ryšys“. Tyrime dalyvavo trys Lietuvos organizacijos, veikiančios skirtingose srityse: statybos, inžinerinių sprendimų kūrimas ir diegimas bei transporto paslaugos. Bendras respondentų skaičius - 122. Siekiant patikrinti pagrindinę tyrimo hipotezę, darbe naudotas mūsų pačių sudarytas organizacijos kultūros klausimynas bei vienos iš Lietuvos konsultacinių įmonių ,,Kompanijos brandumo klausimynas“. Gauti tyrimo rezultatai parodė, jog kiekybinius organizacijos kultūros tyrimus atlikti yra įmanoma. Taipogi, remdamiesi rezultatais galime teigti, kad organizacijos kultūros įvertinimo klausimynas nustato... [toliau žr. visą tekstą] / SUMMARY Why companies achieve different results even working in same market is the question that frequently becomes the main topic in various editions. By researches is proved that major influence to company’s success has those matters that reflect in organization culture: style of management, employee’s value system than modern technologie’s adjustment, organization structure or policy. Hence with reference to W.E. Schneider theory model, this topic is analysed in this master paper work. The other matters that might be an obstacle for organization’s development are inner subcultures and their interplay disharmony. All matters reflect at results both financial and nonfinancial. Consequently here arises the goal of the paper work – to identify whether exists coherence between perception of leaders and nonleaders about organization culture disharmony and company’s maturity level. Three Lithuanian organizations, construction company, organization that offers decisions of engineering development and implementation, and company providing transportation services, took a part in this research. 122 participants were surveyed. For pursuing to test our research hypothesis, we used ourselves created organization culture questionnaire as well we presented questionnaire to evaluate organization maturity level prepared by one Lithuanian consultancy firm. The research results let us to maintain that quantitative organization culture researches are possible in Lithuania. This instrument... [to full text]

The starting point for this research is the importance of narrative in our life. Many scholars regard it as the organising principle by which people organise their experience in, knowledge about, and transaction in the social world. Indeed, authoring and co-authoring narratives have been cited as among the most important communicative actions in an organisation. This study adapts Fisher's (1987) narrative paradigm to explore how organisational members view their reality. Human beings in this view are seen as homo narrans --- both as storytellers and objects of storytelling. Narratives act as vehicles through which organisational members can offer definitions and explanations of their work life. They act as a metacode transmitting shared meaning. As a consequence, members establish definitional boundaries through which they judge and understand the situation at hand. Recognising the limitations of this paradigm, the analysis in this research study adds Pacanowsky's (1983) application of Geertz's (1973) cultural insights to organisational life. To Pacanowsky, organisational culture is the residue of employees' performances. To Geertz, such performances are an ensemble of texts. In summary, the following main perspectives informed this research: a) Human beings are storytellers b) Culture is the root metaphor of organisational life c) Organisational culture is a text d) A text must be read and interpreted in the meaning-making process. To reflect this theoretical perspective, hermeneutics was used as the method of inquiry. A series of in-depth interviews were conducted over time to gather data on the use and content of narratives within a Malaysian organisation, Palmyra. During a period of change, stories and narratives are often 'emotional' in nature. This is understandable as change brings a new arrangement of reality. At Palmyra, an organisation that deals primarily with language and literature, the narratives and stories revolved around what was called the 're-inventing programme'. Besides repositioning staff and offices, management aimed to 'bring religion back to the workplace' and this became an important agenda in the whole planned change. This approach to organisational change views change as a matter of body, mind and soul. The stability of nafs (the inner self) is regarded as important, and organisation is seen as a moral problem. This research shows how this approach can be understood in the light of the tawhidic paradigm. The implementation of the change programme brought many important undercurrents (shadows) to the fore, and these were reflected in the narratives, which emerged. Tribalism or parochialism was one of them. The organisation members who felt displaced responded through various means. Among others, they utilised the power of literature and hidden transcripts. Many ancient and classicaltexts were given new interpretations. Various forms of halus (refined and indirect) were identified as ways of communicating their unhappiness. While sharing many of the themes, which can be identified in European and American research on organisational change, these forms of resistance used methods and symbols, which were distinctively Malaysian. This research study makes a number of important contributions to organisational communication studies. In particular:1. It adds new knowledge to an understudied area in organisational communication, namely the analysis and significance of stories in the workplace.2. It also contributes to another underrepresented area of study, namely the religious aspects of organisational communication culture.3. It demonstrates the value of qualitative research methods in organisational communication studies in Malaysia, where previously quantitative methods have been dominant.

The impact people and organizations have on the environment has been on the agenda in media for decades now. Still, very little research has been conducted in looking at what impact organizational culture can have when organizations attempt to become more environmentally friendly. For most organizations the environmental work is not part of their core business but rather something they work on at the side, if at all. Due to this, when an organization decides to implement an environmental vision and goals the employees may not adapt to it. This leads to the research question: How can an organizational culture be changed towards becoming environmentally friendly?To gain insight in the topic we researched general organizational cultural change theories which we used as a foundation for the deep, semi-structured interviews we conducted with five organizations that have worked towards becoming environmentally friendly for some time, and all consider themselves successful in having an environmentally friendly organizational culture. The respondents are very different from each other in regards to both industry and size, and some of them are Swedish while others are international. We chose maximum variation sampling as it would help us identify common methods organizations us across their variations.We found that to a large extent the same methods that are used for changing general organizational culture also can be used when changing the organizational culture towards becoming more environmentally friendly but that there are many adjustments to be made in which parts of the theories are most important. There is nonetheless a noticeable difference in the importance the different methods have and what the respondents emphasized as crucial. We found that the main drivers of motivation are communication and the importance of involving all employees in the environmental work. There is also a need to recognize and encourage employees for their work. All in all, however, the one method that stands above all other is what one of our respondents concluded with “The most important thing to do to create environmental change is to inform, inform and inform the employees”. The respondents highlighted the importance of making all employees feel like they are included in the process. That they understand the need for change is also something that seems crucial to getting people onboard. We also found that a lot of emphasis needs to be put on evaluation. Existing theory was however very weak in this area. We found tendencies of the organizations going through an environmental cultural life cycle where they start off the project, but maintain it poorly and hence every so often have to start over and therefore more focus therefore needs to be put into maintaining the cultural changes and not ever believe that the work is done. The work doesn’t end, but the environmental work and adaption is an ongoing process, even though the mindset of working environmentally can be permanently changed and built into the culture of employees.

Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry and documents content analysis were used to determine the present state of organization culture in XYZ, a.s. company. The target was to design necessary steps which should provide areas of organizational culture.

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The purpose of this research was to investigate the perceptions of a group of secondary school teachers concerning their schools' organizational cultures, and also to examine the degree to which perceptions were common amongst teachers in a school, and whether these perceptions are related to levels of job satisfaction. The setting for this research involves five secondary schools in the wider Auckland metropolitan district, in New Zealand. These schools were a mixture of state and private, coeducational and single sex, and were selected from different socio-economic locations. The perceptions of the teachers were examined from the perspective of the conceptualization of the early sociologist, Ferdinand Tonnies, and the study utilizes the antithetical model of gemeinschaft and gesellschaft characteristics of an organization. The methodological strategy includes a Questionnaire and Interview, combining quantitative and qualitative approaches. Metaphorical descriptors were used as the methodological tools for determining the balance of gemeinschaft to gesellschafl in each school. Overall trends were noted and correlation between particular perceptions and job satisfaction levels were examined. An analysis of the degree to which perceptions were shared in common was also an important consideration. In both the Interview and the Questionnaire the participants were given the opportunity to develop their own metaphors that were applicable to their school cultures, as well as summarizing their ideals for the educational context. The findings revealed five major observations. The first is that gemeinschafl (community human relational) characteristics were both more prevalent in schools, and were considered to be more desirable by teachers. Secondly, there appeared to be a mixture of both gemeinschaft and gesellschaft characteristics in each school, according to the perceptions of the teachers studied. Both of these characteristics existed side by side, they were not mutually exclusive. The balances, however, were idiosyncratic to each school. Thirdly, there was a strong positive correlation between high gemeinschaft perceptions and job satisfaction levels. Conversely, there was a negative correlation between gesellschaft perceptions and job satisfaction levels. Fourthly, the study indicated that metaphors were a useful research tool, and that teachers respond well to them as enabling devices for reflecting on the nature of school organizational culture. Finally, this research revealed a strong tendency for teachers to hold similar perceptions of their schools organizational culture. There existed clear patterns of commonality.

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