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The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western CapeAbles, Sharneigh January 2016 (has links)
Magister Commercii (Industrial Psychology) - MCom(IPS) / At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.
Configurations of managerial cognition concerning productivity improvement within the United Kingdom hotel industryThomas, Sarah January 2000 (has links)
No description available.
A Dynamic Business Object Architecture for supporting Strategic Management PlanningHung, Kitty Shuk-Yee January 1999 (has links)
No description available.
The effect of organisational cultures and subcultures on enterprise system implementationStuart, Lindsay January 2013 (has links)
Enterprise systems (ES) are important cross-business software that can be difficult to implement. A key factor impacting ES implementation lies with the influence of organisational cultures and subcultures which may enable or hinder such implementations. Existing research has focused on culture as being a stable, homogenous variable and little consideration has been given to the dynamics of cultural and organisational change during ES implementations. This study uses eight cultural dimensions (Detert et al, 2000) to examine instances of dialectic conflict between opposing cultural values and how these can impact ES implementations. This study uses data drawn from four case studies of large organisations that had implemented ES. The results identified five cultural dimensions where there was evidence of a cultural conflict between each organisation and the ES implementation. The results also found evidence that different subcultures within the organisation operated in different ways to facilitate or impede the adoption of the system. The evidence showed that the implementations resulted in cultural changes within each organisation to reflect the values embedded in the ES. This research therefore provides valuable insights into the cultural effects of large-scale implementations at an organisational level and shows that such effects are not necessarily homogenous and may vary due to the cultural values of subgroups involved.
Organisational climate and project successGray, Roderic John January 1999 (has links)
No description available.
Cultivating creativity: the relationship between inclusive leadership, psychological safety, vitality, openness to experience and creative work involvementMavrokordatos, Amanda 12 1900 (has links)
Thesis (MCom)--Stellenbosch University, 2015 / ENGLISH ABSTRACT : Organisations are rapidly discovering the invaluable influence of creativity and innovation at work. An individual’s capacity to engage creatively with his or her work is becoming increasingly recognised as integral for organisational success and competitive advantage. The quest for an increase in creative output is driven by the following question: what causes variance in creative work involvement? The purpose of this study was to address the question of variance in creative work involvement across a variety of industries. In order to do so empirically, a structural model was developed after an interrogation of the literature to present the hypothesised relationships suggested through previous research. In essence, this study explored the significance of four relationships: (1) the effect of psychological safety on creative work involvement, (2) the effect of inclusive leadership on psychological safety, (3) the effect of openness to experience on creative work involvement, and (4) the moderating effect of vitality on the relationship between psychological safety and creative work involvement. The research approach was a quantitative study in which an ex post facto correlation research design was used. A total of 39 organisations participated in the study; they are located in the Western Cape, Eastern Cape and Gauteng provinces in South Africa. An electronic self-administered survey that consisted of six sections and 39 items was distributed to employees in varying roles and across different industries. Participation was voluntary; 519 employees engaged in the survey. Multiple regression analysis was used in order to evaluate the data collected. Creative work involvement, psychological safety and vitality were measured by utilising the measurement items presented by Kark and Carmeli (2009). Inclusive leadership was measured using nine items from Carmeli, Reiter-Palmon and Ziv (2010). Lastly, openness to experience was measured using the HEXACO-60 survey (Lee & Ashton, 2004), of which only the 10 items pertaining to this construct were included in the survey presented to the participants. The findings reveal that psychological safety had a significant effect on creative work involvement, and inclusive leadership was shown to have a significant effect on psychological safety. In addition, there was a significant positive relationship between openness to experience and creative work involvement. Moreover, vitality was shown not to have a significant moderating effect on the relationship between psychological safety and creative work involvement. It also was found that the relationship between vitality and creative work involvement was significant. The discussions and implications of this research suggest a number of implementations with which managers can engage in order to stimulate creative behaviour and further encourage creative work involvement through strategic decision making at a variety of organisational levels. Greater levels of creative work engagement can be achieved for the overall success of the organisation, which could have an impact on the global community at large. / AFRIKAANSE OPSOMMING : Organisasies besef toenemend die onskatbare waarde van kreatiwiteit en innovasie in die werkplek. ’n Individu se vermoë om kreatief met sy of haar werk om te gaan, word toenemend erken as noodsaaklik vir ’n organisasie se sukses en mededingende voordeel (Florida & Goodnight, 2005, soos Bissola & Imperatori, 2011). Die soeke na ’n toename in kreatiewe uitset/produksie/opbrengs/vermoë word gedryf deur die volgende vraag: wat veroorsaak variansie in kreatiewe werksbetrokkenheid? Die doel van hierdie studie was om die vraag oor variansie in kreatiewe werksbetrokkenheid in ’n verskeidenheid industrieë aan te spreek. Om dit empiries te doen, is ’n strukturele model, na bestudering van die literatuur, ontwikkel wat die hipotetiese verhoudinge uitbeeld wat deur vorige navorsing gesuggereer is. In wese verken hierdie studie die beduidendheid van vier verhoudinge: (1) die effek van sielkundige veiligheid op kreatiewe werksbetrokkenheid, (2) die effek van inklusiewe leierskap op sielkundige veiligheid, (3) die effek van ontvanklikheid vir ervaring op kreatiewe werksbetrokkenheid, en (4) die modererende effek van lewenskragtigheid op die verhouding tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid. Die navorsingswerkswyse is ‘n kwantitatiewe studie waarin ŉ ex post facto-korrelasionele navorsingsontwerp gebruik is. ’n Totaal van 39 organisasies, geleë in die Wes-Kaap, Oos-Kaap en Gauteng, het aan die studie deelgeneem. ’n Elektroniese selfgeadministreerde vraelys, bestaande uit ses afdelings en 39 items, is onder werknemers in verskeie rolle en in verskeie industrieë versprei. Deelname was vrywillig en 519 werknemers het die vraelys voltooi. Meervoudige regressie-analise is gebruik om die ingesamelde data te evalueer. Kreatiewe werksbetrokkenheid, sielkundige veiligheid en lewenskragtigheid is gemeet met behulp van die metings-items wat deur Kark and Carmeli (2009) voorgestel is. Inklusiewe leierskap is gemeet met nege items van Carmeli, Reiter-Palmon en Ziv (2010). Laastens is die ontvanklikheid vir ervaring gemeet met gebruik van die HEXACO-60 opname (Lee & Ashton, 2004), waarvan slegs die 10 items wat betrekking het op hierdie konstruk ingesluit is in die vraelys wat aan die deelnemers voorgelê is. Die bevindinge het getoon dat sielkundige veiligheid ’n beduidende effek op kreatiewe werksbetrokkenheid het en dat inklusiewe leierskap ‘n beduidende effek op sielkundige veiligheid het. Bykomend hiertoe is ’n beduidende positiewe verwantskap tussen ontvanklikheid vir ervaring en kreatiewe werksbetrokkenheid gevind. Verder is aangedui dat lewenskragtigheid nie ’n beduidende modererende effek op die verwantskap tussen sielkundige veiligheid en kreatiewe werksbetrokkenheid het nie. Daar is ook bevind dat die verwantskap tussen lewenskragtigheid en kreatiewe werksbetrokkenheid beduidend is. In die bespreking en implikasies van hierdie navorsing word ’n aantal voorstelle gemaak wat bestuurders kan implementeer om kreatiewe gedrag te stimuleer en kreatiewe werksbetrokkenheid verder aan te moedig deur strategiese besluitneming op ’n verskeidenheid van organisatoriese vlakke. Groter vlakke van kreatiewe werksbetrokkenheid kan bereik word wat die oorkoepelende sukses van ’n organisasie bevorder, wat dan weer ’n impak op die globale gemeenskap kan hê.
Compassion in organizations: sensemaking and embodied experience in emergent relational capability. A phenomenological study in South African human service organizationsTrain, Katherine Judith January 2015 (has links)
Includes bibliographical references / Compassion in organizations is researched as a three-stage process of collective noticing another's pain, empathic concern or feeling another's pain and taking action to ease their suffering, and is ascribed to the orchestration of spontaneous individual acts of compassion in accordance with specific organizational architecture. Situations with limited resources leading to resource exhaustion require further studies to address the risks and liabilities of compassion organizing (Dutton, Worline, Frost, & Lilius, 2006). South African human service organizations face resource limitations within a challenged socio-economic environment. Given these limitations, agents may experience personal distress limiting the capacity for compassion. This study examines agent capacities required for compassion capability in South African human service organizations. The research applies the ontological lens of enaction, an interpretive design, and the descriptive phenomenological method in psychology (Giorgi, 2009), adapted for human science in organizations. Data was collected, with semi-structured interviews, as concrete descriptions of experiences, from thirty-three participants, from five organizations. Eleven participants underwent multiple interviews. Intensity sampling was applied to gain understanding of information-rich cases that were intense but not extreme, maximum variation sampling to access primary themes across a range of service providers. Texts, as transcriptions of audio recordings, were analyzed applying the phenomenological reduction to search for invariant organizational behavioural meanings. Texts were read for a sense of the whole; broken down to meaning units; and transformed to phenomenological expressions of meaning. Descriptions of experiences were categorized according to empathic concern or personal distress, like experiences were grouped by organization as units of description. Units of description were compared between the organizations. The key findings were that compassion in organizations characterized by resource limitation requires special attention, particularly when agent and client share common experiences of adversity, initiating experiences of personal distress. The overcoming of personal distress requires agent capacities of individual and participatory sensemaking: identifying reaction, identifying non-verbal cues in self and other; engaging capacities of emoting, intending and urging. Sustainable practice of compassion is characterized by the intention to facilitate new sensemaking of the experience of the suffering, witnessing the suffering as well as the alleviation of suffering.
GENOVATE transforming organisational culture for gender equalityNí Laoire, C. 07 November 2014 (has links)
No / Poster presentation and informal discussion. / FP7
Návrh změny organizační kultury ve vybraném podniku / Concept for Organizational Culture Change in a CompanyZabloudil, Aleš January 2019 (has links)
Tato diplomová práce je zaměřena na téma orgnizační kultura a její vliv na chod regionální pobočky pojišťovny XYZ. Nejprve byly objasněny teoretické poznatky týkající se organizační kultury a jejího hodnocení. Dále byl uskutečněn polo strukturovaný rozhovor, dotazníkové šetření a provedena obsahová analýza interních dokumentů. Na základě zjištěných informací byla navržena opatření vedoucí ke zlepšení stavu z pohledu organizační kultury.
Investigating the role of managers in enhancing performance culture / Zelma BotesBotes, Zelma January 2014 (has links)
The globalised world of business is driven by a complex mix of communication technology, consumerism and social, economic and political change. In pursuit of the latest technologies, processes and systems, managers often tend to neglect their business’s organisational culture. Traditional assets and strategies can easily be copied. A business’s organisational culture is much more difficult to reproduce and can be a competitive differentiator. Businesses which deliberately manage their organisational cultures, outperform similar businesses that do not. The performance culture in a business depends largely on the effectiveness of managers to establish an attitude of performance among employees. To achieve high performance, managers need different competencies to engage workers’ hearts and minds, as well as take advantage (in a positive way) of their physical labour. Managers who are able to create and sustain a performance culture and react to rapid change in markets and technologies, can maintain exceptional service and product quality levels despite of unpredictable business environments. Some managerial competencies are more conducive and prone to managerial effectiveness and the subsequent enhancement of a business's performance culture. Only a few businesses worldwide are managed by the notion that a performance culture equates outstanding profits and little research exists pertaining to managerial competencies that allow managers to motivate employees, win their commitment, and ultimately enhance the business’s performance culture. The primary objective of this study is to investigate the role of managers in enhancing performance culture. Knowledge and current perceptions of first-line managers and middle-level managers regarding the business’s performance culture (in terms of the associated business practices and employee characteristics), as well as certain related managerial competencies (such as communication, planning and administration, teamwork and emotional intelligence) were obtained. With regard to research methodology, the study used descriptive research in the form of quantitative, self-administered questionnaires. Two questionnaires were developed and uploaded on the Survey Monkey website. Subsequently, all first-line managers and middle-level managers (employed at Amalgamated Beverage Industries (ABI), the soft drink division of The South African Breweries (Pty) Ltd) were informed of the survey via an e-mail containing a cover letter as well as the hyperlink to the relevant questionnaires. The target population in this study was obtained by means of a census. Of the 438 respondents identified for the census, 186 viable questionnaires, comprising of 73 middle-level manager and 113 first-line manager respondents, were used for statistical analysis. Data entry, tabulation and statistical analysis were done by the Statistical Consultation Services of the North-West University (Potchefstroom Campus). The results of this study indicate that organisational culture places considerable pressure on employee behaviour and influences businesses in several ways. Every business has a unique organisational culture and an organisational culture that is not conducive to the performance culture of the business, needs to be addressed. In their efforts to enhance performance culture, managers need to display certain managerial competencies. It is recommended that, in order to assess a business’s performance culture and the degree to which managers display the associated managerial competencies, employees’ perceptions are taken into consideration, as practically significant differences pertaining to gender, qualification, age as well as managerial levels exist between different groups of respondents. The creation of a performance culture should be viewed as a continuous effort and it is suggested that managers investigate certain best practices in this regard in order to differentiate their businesses from competitors. In addition, managers may gain from training or coaching in order to develop and/or improve managerial skills related to the communication, planning and administration, teamwork and emotional intelligence managerial competencies, and subsequently practicing these in order to enhance the business’s performance culture. / MCom (Business Management), North-West University, Potchefstroom Campus, 2014
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