La inducción al personal es un proceso en el cual la empresa brinda orientación que al nuevo colaborador sobre su puesto y funciones que desempeñará, incluyendo también un panorama general sobre la organización. Sin embargo, existe una tendencia a aprovechar este proceso para comprometerlo con la empresa, sus objetivos, y transmitir la cultura corporativa, además de la simplificación del contenido y los materiales entregados. Esto debido a que el contexto laboral actual comienza a exigir nuevas prácticas que fidelicen al colaborador desde el primer día de trabajo, es así que la comunicación torna un rol muy importante en cada parte del proceso buscando que los mensajes lleguen y sean interiorizados de la manera esperada. Este trabajo se llevó a cabo a partir de una investigación estrictamente cualitativa, en la cual se realizaron treinta y dos entrevistas a los encargados del proceso de inducción al personal de empresas del sector privado de distintos rubros llegando a encontrar que se está comenzando a incorporar a las charlas de inducción: talleres y detalles de bienvenida que involucran emocionalmente al nuevo ingreso, así como se está optando por reducir el material impreso, entregando la información en dispositivos de almacenamiento y plataformas digitales. / Trabajo de investigación

En el Perú, la educación es la principal problemática que atienden las organizaciones sin fines de lucro (Portocarrero & otros, 2001). Enseña Perú es una asociación que trabaja con un modelo internacional, el cual, a través de un programa de liderazgo para profesionales, aspira a que en el año 2032 más niños tengan una educación de calidad. Se tomó como caso de estudio la misma con la finalidad de investigar la comunicación interna y cultura organizacional en el tercer sector. Se buscó identificar las estrategias de comunicación que permitan consolidar la cultura de la organización para generar compromiso en sus colaboradores y obtener resultados deseados. Así, se trabajó con una investigación mixta, involucrando al público interno de Enseña Perú. Como resultado, se halló que la comunicación interna es deficiente, provocando que la cultura organizacional no sea compartida por igual con los colaboradores y que el grado de compromiso de los mismos no sea alto. Esto conlleva a que se tenga menos embajadores de marca y que los puntos de contacto entre el sector privado y la organización no sean fuertes. / Trabajo de investigación

Trabajo de suficiencia profesional

This master thesis is about knowledge management in museum sphere. The purpose of theoretical part of this thesis is to give readers an introduction about basic terminology concerning to knowledge management. This part acquaints with definition of information, types of information, then the mentioned assumptions and the history of knowledge management. The theoretical part devoted to the process of transfer of knowledge, influence factors, barriers and obstacles arising during the inmplementaion of the knowledge management in the organization. The practical part of the thesis is an analysis of the current status of the museum and galeries in the world and the possibility and necessity of using knowledge management in the context of cultural institutions.

A thesis submitted to the Faculty of Education in partial fulfillment of the Degree of Master of Education in the Department Educational Planning & Administration at the University of Zululand, 2017 / This investigation studied the challenges faced by the School Management Teams in promoting quality teaching and learning. The outcry of unsatisfied and demotivated educators and the poor academic performance of learners that is experienced as a result of challenges faced by SMTs in their daily function of school management, administration and leadership prompted me to conduct this investigation. Most South African schools, particularly the state schools perform poorly. It is believed that this study will alert the stakeholders in the education fraternity about challenges encountered and contributions each stakeholder has to make to help remedy the situation. The interpretive paradigm was used and the research design was qualitative. I generated data by means of literature reviewed and empirical research. The multi-case or multiple collective case study method was used for data collection. Data gathering techniques used were the semi-structured interviews for both individuals (school principals) and Focus Groups (all other SMTs excluding the principal), observation, documents and artefacts. Three data gathering techniques were used in order to ascertain credibility and trustworthiness of the results. The tools used were the Interview Schedule, Observation Checklist, Field Notes Pads, and the Voice Recorder. The research covers areas which include problems encountered by SMTs that result in poor academic performance, the role of the SMTs in promoting quality teaching and learning, and measures to employ in solving problems encountered. The findings indicated that some practices and policies of the department of education, uncommitted employees and the lack of full involvement of stakeholders, particularly parents and learners, affect academic results. Urban, township and rural schools are all challenged, but the complexity of problems encountered varied, as did the performance standard. Recommendations made include reviewing departmental policies and practices, giving incentives to hardworking employees, and the need for stakeholders to join hands in supporting teaching and learning in South Africa.

The purpose of this enquiry is to challenge and add a further dimension to cultural management, through an empirical exploration of what cultural managers do in a particular domain (theatre) and scale of organisation (micro-) within the (subsidised) cultural sector, in South West England. Working from a sensemaking perspective (Weick, 1979, 1995a, 2009), it focuses attention on what these practitioners do, rather than what they could, should or do not do. It draws on literature from cultural management, theatre and performance studies and organisation and management studies to help address the following questions: • What do cultural managers do in micro-scale theatre organisations (in South West England)? • Why do they do what they do? • How do they do what they do? • In what ways might an analysis of what they do inform talk in and about cultural management? • To what other theoretical conversations might such an analysis contribute? The subjects are three cultural managers running micro-scale contemporary theatre organisations in Bristol, Plymouth and Redruth. The study adopts a qualitative, ethnographic, multi-case study approach, with data collected through non-participant observation, informal interviews and documentary sources. Analysis is inductive, deductive and abductive. The thesis concludes with a conceptual and epistemological re-framing of cultural management as cultural managing, suggesting that what the cultural managers studied do is not only vocationally dedicated to the purpose, values and work of their organisation, but is also isomorphically inflected by them in the doing. Furthermore, it offers (a) an adjusted perspective on “high reliability organising” (Weick & Sutcliffe, 2007) orientated more towards making the best than mitigating the worst; (b) a focus on organising in theatre to colleagues pursuing the relationship between management and the arts; and (c) a challenge to traditional notions of divide between theatre managing and theatre making, particularly at the micro-scale. This is an interdisciplinary study with cross-disciplinary implications.

The thesis deals with the issue of International Management procedures in multinational corporations regarding sending their employees abroad. Its aim is to describe the process of expatriation, define the importance of culture and the role of the company in the process as well as to analyse the situation of expatriates in the Czech Republic based on a questionnaire research.

Effective error management (ERM) influences firm performance, making ERM an important part of organizational life. Previous research highlights conditions argued to be prerequisites for an effective ERM, but fails to provide practical suggestions on how to achieve these conditions. The way in which errors are managed can make or break an organization. The traditional organization is being challenged by innovative organizational models such as the self-managing organization (SMO) design, we thus need to understand ERM from a collective leadership perspective. Through a qualitative multi-case study we explore what practices SMOs can use to create an effective ERM culture. We identify numerous practices that challenge and facilitate the conditions needed for an effective ERM. Furthermore, our study expands on ERM theory by suggesting two new conditions influencing the ERM culture: the valuation of openness influencing detection, without psychological safety as a mediating condition, and an organization’s pricing model determining the possibility of learning from errors. We conclude that the self-managing structure, per say, affects ERM. While an incomplete development of self-management may inhibit ERM, due to power imbalances, a high-functioning SMO facilitates learning from errors and the creation of an effective ERM culture.

The relative political stability in Uganda resulted In increased Foreign Direct Investment (FDI) and growth in several national/multi-national organisations. Furthermore, business leadership in Uganda has experienced change as the older generation hand over the reins to the younger generation of business leaders who are relatively more exposed to the Mrican management philosophy and leadership models which are congruent with African culture and contextual issues. This study investigated within a Ugandan context, leadership attributes that are perceived as contributors to or inhibitors of outstanding leadership. It then determine whether, when analysed by ethnicity (i.e. Bantu speaking versus non-Bantu speaking), the researcher could identify meaningful differences in the culturally endorsed leadership profiles; and link societal cultural attlibutes to preferred leadership attributes. A triangulation method was used to conduct this cross-cultural research, which combined archival data, a quantitative survey and personal interviews. The sample comprised of 163 junior, middle and senior managers from over 15 organisations within Uganda. An adapted version of Project GLOBE questionnaire was used for the quantitative survey, and results showed that out of the nine societal cultural dimensions, only Power Distance and Institutional Collectivism cultural dimensions indicate significant differences between Bantu speaking as compared to non-Bantu speaking managers. Furthermore, out of the six leadership dimensions only Humane Orientation and Charismatic / Value Based leadership dimensions, indicated significant differences between the above mentioned. However, these results contrasted some avers of the personal interviews. The study concludes that societal cultural differences do exist between the Bantu speaking and non-Bantu speaking managers and this may require some marginal differences In the leadership attributes that a leader portrays. Nevertheless, irrespective of ethnicity, the most preferred leaders' attributes in Uganda are Decisiveness, Performance Oriented and Charisma 2: Inspirational; whilst the least preferred leaders' attributes were Face-Saver, Self Centred and Malevolent. / Graduate School of Business Leadership / D. Econ. (Business Leadership)

The relative political stability in Uganda resulted In increased Foreign Direct Investment (FDI) and growth in several national/multi-national organisations. Furthermore, business leadership in Uganda has experienced change as the older generation hand over the reins to the younger generation of business leaders who are relatively more exposed to the Mrican management philosophy and leadership models which are congruent with African culture and contextual issues. This study investigated within a Ugandan context, leadership attributes that are perceived as contributors to or inhibitors of outstanding leadership. It then determine whether, when analysed by ethnicity (i.e. Bantu speaking versus non-Bantu speaking), the researcher could identify meaningful differences in the culturally endorsed leadership profiles; and link societal cultural attlibutes to preferred leadership attributes. A triangulation method was used to conduct this cross-cultural research, which combined archival data, a quantitative survey and personal interviews. The sample comprised of 163 junior, middle and senior managers from over 15 organisations within Uganda. An adapted version of Project GLOBE questionnaire was used for the quantitative survey, and results showed that out of the nine societal cultural dimensions, only Power Distance and Institutional Collectivism cultural dimensions indicate significant differences between Bantu speaking as compared to non-Bantu speaking managers. Furthermore, out of the six leadership dimensions only Humane Orientation and Charismatic / Value Based leadership dimensions, indicated significant differences between the above mentioned. However, these results contrasted some avers of the personal interviews. The study concludes that societal cultural differences do exist between the Bantu speaking and non-Bantu speaking managers and this may require some marginal differences In the leadership attributes that a leader portrays. Nevertheless, irrespective of ethnicity, the most preferred leaders' attributes in Uganda are Decisiveness, Performance Oriented and Charisma 2: Inspirational; whilst the least preferred leaders' attributes were Face-Saver, Self Centred and Malevolent. / Graduate School of Business Leadership / D. Econ. (Business Leadership)