The master‘s thesis is dealing with the issue related to the organizational culture. The work is divided to three parts. In the first chapter, the theoretical base is defined. The second part consists of an analysis of the actual state of the organizational culture in the chosen organization. The last part contains suggested recommendations for organizational culture change based on the defined theoretical base, and the results of the performed analysis.

Theory suggests that the source of an organization’s culture is the founder, yet few empirical studies exist on the relationship between the entrepreneur’s personality and the organizational culture. However, the constructs of personality dimensions and organisational culture have been well developed and researched. For years, entrepreneurship research has explored the implications of the entrepreneur’s personality, with the majority of the work focused on the individual’s likelihood of becoming an entrepreneur. This study examines the relationship of the entrepreneurs personality to organizational culture. Four of the Big Five Factor personality attributes, namely, Conscientiousness, Extraversion, and Openness to Experience and Agreeableness, provide the measures of the entrepreneur’s personality. The competing values model measured the Hierarchical, Market, Adhocracy and Clan organizational cultures. As hypothesised the individual constructs that were found to have strong significant relationships between the personality dimensions and organisational cultures were Conscientiousness and Hierarchical culture; Openness to Experience and Adhocracy culture; and Agreeableness and Clan culture. Extraversion and Market culture were found to have a negative relationship. Influence as a moderator was found to be insignificant. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

Organizational downsizing, defined as a reduction in workforce, is a common strategy implemented by firms for the purpose of improving an organization's efficiency, work processes, or cost structure. However, previous research has shown that downsizing seldom generates positive results at a macro or micro level. It has been demonstrated that downsizing has a negative impact on financial performance, such as Return on Assets, Return on Investments, and profits in the long-term. Downsizing also has a negative impact on the remaining workers left employed, referred to as the "survivors". Survivors typically respond to downsizing by exhibiting negative attitudes and behaviors such as: decreasing employee morale, commitment, motivation, loyalty, work effort, and trust. Trust, in particular, has been shown to be critical component in survivors' responses to downsizing and is decreased through perceived violations of psychological contracts of employment and perceptions of organizational injustice. However, there is little understanding about how downsizing impacts survivors' collective trust in the long-term. The purpose of this dissertation was to examine how downsizing affects collective trust over time using a Latent Growth Curve Analysis (LCA). LCA allowed us to determine the trajectory of collective trust when downsizing occurs which we found to be nonlinear with diminishing returns. We found collective trust initially decreases in time period two but shows a slight rebound in the subsequent time. This suggests that the levels of collective trust decrease as a result of downsizing. We also found that organizational variables such as the severity of downsizing, voluntary turnover, and CEO pay moderate the relationship between downsizing and collective trust by magnifying the negative relationship between downsizing and collective trust. We also found that CEO tenure moderates the relationship between downsizing and collective trust by suppressing the negative relationship between downsizing and collective trust. Together, the theory and empirical results provide insight into the impact of downsizing on the survivors, ways to mitigate the negative consequences of downsizing, and uncover opportunities for extending management theory.

The master´s thesis deals with organizational culture and its effect on efficiency of VeSt servis, s.r.o. The aim of this paper was to analyse the content of organizational culture of the chosen company, to assess its content in relation to efficiency of the organization and based on the results of the completed survey the possibility of changing the real content of organizational culture to better comply with the desired content was suggested.

This thesis analyzes the current state of organizational culture and content agency Novalja and its impact on the efficiency of company operations. The aim is to analyze the current organizational culture in the selected companies, to assess its status in terms of effectiveness and, based on research to determine solutions that would help the current culture to the desired state.

Background:  Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.

The diploma thesis focuses on organizational culture and its impact on efficiency of chosen company. In analysis of current organizational culture, there will be identified specific imperfections and suggested improvement measures to bring organizational culture closer to desirable.

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, interviews and documents content analysis were used to determine the present state of organization culture in MADT, a. s. company. The target was to design necessary steps which should provide areas of organizational culture.

This thesis describes the influences of organizational culture on the success of Alibaba company. In this thesis the influence of organizational culture on the success of Alibaba is explored from 4 aspects. These four aspects include: a) the definition of organizational culture, b) the characteristics of organizational culture, c) the effect of organizational culture on employees, d) the organizational culture model. This thesis uses the case study and interview to explore the relationship between the organizational culture and the success of Alibaba company. The result of the thesis is basic on the answer to the interview from the employees of Alibaba company. The author found that the reason of Alibaba becoming a successful company is its' established organizational culture based on the value of all employees. All the employees believe and trust the organizational culture and they use organizational culture to demand oneself whatever in the company or life. The organizational culture pushes the company and employees' development and growth, which is the main reason for Alibaba company to be a success.

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