Spelling suggestions: "subject:"organisational culture"" "subject:"rganisational culture""
Culture and Quality Assurance : an exploration of the relationship between organisational culture and the introduction of quality assurance in small training organisationsSyme, David, n/a January 1999 (has links)
This thesis explores the impact that small training organisations expect as a result of the introduction of quality assurance. It also explores how the culture of small training organisations affects, and is affected by, quality assurance. The current requirement for small training organisations to undertake quality assurance processes represents challenges and opportunities. However, there is little information available on the relationship between organisation culture and quality assurance in small training organisations, and therefore little guidance on implementing quality assurance in such organisations. The relationship between organisational culture and quality assurance in small organisations was examined from an interpretive approach that used both quantitative and qualitative techniques. 78 respondents from 34 separate training organisations responded to a survey comprising a questionnaire developed by the author concerning the expected impact of quality assurance, and an organisational culture instrument. The organisation culture instrument, which was adapted by the author from the Organisational Culture Diagnostic Instrument (Cameron and Ettington 1988), aimed to assess both current organisational culture, and expected organisational culture after the introduction of quality assurance. Further in-depth data were gained in focus groups held with two of training organisations surveyed. Results were analysed using descriptive and inferential statistics, and content analyses. For most small training organisations, the opportunities provided by quality assurance, especially in providing consistency through devolved responsibility for management tasks, were perceived to outweigh the short-term problems, especially resource issues and frustration with inconsistent external requirements. Change for the most part was perceived to be at the level of procedure and formal policy, rather than at the level of underlying values or philosophy. The organisations tended to have flexible cultures ('Clans' and 'Adhocracies' - Cameron and Ellington 1988), and expected to become more predictable ('Hierarchies' and 'Markets' - ibid) after the introduction of quality assurance. However, there were variable paradoxical effects in relation to the impact of quality assurance on organisational culture. The study identifies some key issues for those implementing and/or designing quality assurance systems in small training organisations and suggests that, in comparison with large organisations, more attention needs to be given to technical and resource issues than to changes in orientation or values. The study identifies a number of complexities in the relationships between different aspects of organisational culture, between organisational profile and expected impact, and between expected and actual impact. Further research on these complexities is suggested.
Power of innovative cultureKoroleva, Polina, Moiseev, Dmitry January 2012 (has links)
Abstract Authors: Dmitry Moiseev and Polina KorolevaProgram: Leadership and Management in International Context Title: Power of innovative culture within organisations From 18 century almost everything that occurred during economic growth was done due to innovations. Companies started to understand that innovations could give a competitive advantage and increase organisational effectiveness. Innovative culture, in turn, is one of the most important conditions that make innovations happen. However innovative culture is not so popular and common within a lot of companies, maybe because of lack of knowledge according to this notion, maybe because of unwillingness and fear to change something. Innovative culture consists of aspects that have some particular shade and lead to innovations’ creation. In this research we defined innovative culture, determined and analysed different aspects that differentiate it among any other kind of culture. We showed advantages of innovativeness and described the leadership style which serves to innovations. Our findings are proven by the examples and words of leaders from global companies, which helped to build us empirical part.
The Role of HRM System and Organisational Culture in Employee Engagement and Organisational PerformanceSuebwongpat, Im January 2014 (has links)
Work engagement is a desirable attribute of employees that organisations must attempt to foster and enhance. Engaged employees are focused and fully immersed in their tasks, resilient to high levels of job demands, and experience a sense of pride and meaningfulness within their work. Therefore, it is important that organisations understand the mechanisms that enhance work engagement, particularly whether and how its HRM systems contribute to levels of engagement. The present study examined the contributions of HRM systems to engagement. Furthermore, although organisations implement HRM systems with the purpose of increasing the performance of their workforce, empirical evidence supporting the relationship between HRM systems and organisational performance is scarce, therefore this is also a focus of this study. Additionally, organisational culture will be investigated as the social context that enhances engagement and performance beyond the effects of existing HRM systems. Hence, this study explored the role of HRM systems and organisational culture on employee engagement and perceived organisational performance. Ninety-seven Thai employees from various organisations completed an internet- based survey. Results from multiple regressions suggest that engagement can be maintained or enhanced to the extent that employees are offered responsibility in the organisation and participate less in job training, and that the organisational culture is one that focuses on flexibility, individualism, entrepreneurship, and innovativeness. Moreover, the findings show a positive association between organisational performance and opportunities for advancement, job security, and competitive and goal oriented organisational culture. The limitations and implications of this study were addressed, along with recommendations for future research.
A cultural analysis of payment-systems-in-use in three chemical companiesBell, Emma January 1999 (has links)
No description available.
The single parent action network UK : an organisational analysis of 'grassroots, multi-racial, participatory practices'Burns, Diane Jane January 2001 (has links)
No description available.
The development and application of cultural archetypes for understanding innovation capabilitySahota, Parminder Singh January 2002 (has links)
This thesis recognizes that organizational culture is a primary determinant of innovation capability and argues the need to better understand this relationship or process as a necessary prerequisite to nurturing it in a more structured and systematic manner. The study explores this relationship within an R&D environment in telecommunications. It draws upon the knowledge management, organisational behaviour and organisational theory literatures to conceptualise organisational culture as a repository of knowledge. Using a soft systems bottom up approach four cultural archetypes with specific knowledge dynamics are identified and developed through a three-phase multi-method research strategy. These provide a clearer understanding of the relationship between organisational culture and innovation capability. The thesis concludes by considering strategies for improving innovation capability through the effective and appropriate movement between these archetypes.
Organisational culture in community pharmacy : design and validation of a new instrumentMarques, Iuri January 2016 (has links)
Background: Organisational culture refers to the way employees perceive, think and feel about their work and organisation, guiding their behaviours. The way community pharmacists perceive their work pressures, as well as organisational outcomes such as job satisfaction and commitment, turnover and performance may be influenced by organisational culture. However, there is little evidence of the link between organisational culture and community pharmacists’ perceptions of their workplace. Moreover, it is not possible to establish which outcomes can be linked to organisational culture, due to the lack of validated instruments capable of measuring aspects that are unique to community pharmacy. The aim of this study was to design and validate a questionnaire to measure organisational culture in community pharmacy in Great Britain. Methods of questionnaire design and testing: Qualitative interviews with 12 community pharmacists working in Greater Manchester and relevant literature were analysed to identify variables describing organisational culture in community pharmacy, informing the design of a new conceptual model. Survey items were drafted based on the conceptual model, and response categories for the questionnaire were chosen. Cognitive interviews established the content validity of the conceptual model and questionnaire. The questionnaire was then administered to a sample of community pharmacists in Great Britain (n=1000) obtained from the GPhC register of pharmacies. Factor analysis was conducted to validate the questionnaire and investigate its component structure. Inferential analysis was conducted to investigate differences in how community pharmacists perceived organisational culture. Results: Two-hundred-and-nine usable questionnaires were returned. Factor analysis revealed five dimensions comprising of 60 items. These dimensions are: Business and work configuration; Social relationships; Personal and professional development; Skills utilisation; and Environment and structures. The conceptual model was adjusted based on these dimensions and the items retained, describing how different variables interact to produce different cultures. The questionnaire demonstrated good psychometric properties, with high levels of validity and reliability. Findings from the questionnaire revealed differences in how community pharmacists perceived their cultures, suggesting different cultures: more positive ratings were associated with owners, pharmacists from ethnic backgrounds, and those working in independent pharmacies; more negative ratings were associated with relief pharmacists, white pharmacists, and pharmacists working in supermarket pharmacies. Discussion: Organisational culture influences the way individuals think and behave. Supportive cultures that facilitate workflow are paramount in shaping organisations’ professional image and determining its success. However, findings from the questionnaire indicate that the way community pharmacists perceive organisational culture varies, suggesting different organisational cultures. It is important for leaders to consider these differences and their impact on organisational outcomes. The validated conceptual model will be useful in future research by describing how different configurations produce different cultures. The questionnaire will allow the investigation of differences in how organisational culture is perceived in community pharmacy and their link to job outcomes, and identification of organisational variables which may be perceived as infrequent triggering change and guiding interventions to maximise positive outcomes, for both pharmacists and pharmacies.
An assessment of the role of organisational culture in health care provision in Saudi ArabiaAl-Otaibi, Abdullah Saleh January 2010 (has links)
The health care system in Saudi Arabia has faced a variety of problems affecting its services, especially in the management area, for example in coordination, duplication of services, authority and leadership. These problems have resulted in patients having difficulty accessing services, in long waiting lists, in medical malpractice and in dissatisfaction among patients and employees. At fault appears to be the organisational culture in the Saudi public sector. To understand this culture and to be able to change it in a positive way, this study applies the Competing Values Framework (CVF) to health care providers in Saudi Arabia. Since this application goes beyond the original Western context of the CVF, it is important to analyse the national culture of Saudi Arabia. Using a critical application of Hofstede’s framework, it was characterised by high power distance, collectivism, femininity and risk aversion. The organisational culture of the health service and its hospitals reflects these societal characteristics. Application of the CVF revealed a balance between the four types of organisational culture in the Saudi health care provision, in both the current and preferred situations. The findings also revealed that a hierarchy culture had slight prevalence when compared to other types in the current situation, while clan culture was slightly more prevalent in the preferred situation. To improve Saudi health care provision, a balance and a uniform strengthening of the four types of cultures (clan, adhocracy, market and hierarchy) is required. The findings of the research will be of use across Arab countries in a variety of public service settings. In addition, this research makes a considerable addition to a rather sparse stock of empirical studies in the management of culture in the Arab Gulf states.
The influence of organisational culture on the utilisation of the Employee Assistance Programme at Rand WaterMbadaliga, Nkhangweleni Patricia 17 August 2011 (has links)
According to Stroh, Northcraft and Neale (2001:297-300) "an organisational culture is a system of shared values about what is important and beliefs about how things work that produce the norms and expectations of performance. Whether weak or strong, an organisation's culture has a profound influence on how work gets done. It can affect many aspects of organisational life, from who gets promoted and what decisions are made to how people dress, act and play at work. Barker (2003:141) defines EAP as services offered by employers to their employees to help them overcome problems that may negatively affect job satisfaction or productivity. EAPA-SA (2005:6) on the other hand defines EAP as a worksite- based program designed to assist work organisations in addressing productivity issues and employee clients in identifying and resolving personal concerns, including, but not limited to, health, marital, family, financial, alcohol, drug, legal, emotional, stress, or other personal issues that may affect job performance. The study was aimed at determining as to whether there is any influence of organisational culture on utilisation of the EAP in Rand Water. It was a quantitative study with a sample of 155 employees selected across all sites. The data collection method used was in the form of questionnaires. In this study, the findings suggest that the organisational culture promotes employee well being and that employees are encouraged by their managers to make use of the Employee Assistance Programme. / Dissertation (MSW)--University of Pretoria, 2010. / Social Work and Criminology / MSW / Unrestricted
The extent to which a learning organisation culture influences employee engagement in two service based organisations in the property sector of South AfricaKnox-Davies, Barrie 24 March 2012 (has links)
Increasingly the competitiveness of organisations will depend on the level of service and quality of experience offered by the employees of the organisation. In short, it is the employees within an organisation that define how successful the organisation can be to the market. The opportunity to outperform competitors lies in the ability to innovate quicker, respond faster and better understand the needs of the consumer, in so doing, becoming the organisation that creates the next trend rather than follow it. The key to achieving outstanding performance, driving both bottom-line revenue and sustained growth in the long term is in harnessing the collective knowledge latent within the organisation and freely available just beyond the organisation in the external context. This can only be done through developing a strong Learning Organisational Culture. The impact this has on the organisation is in improving employee engagement providing the catalyst in which employees perform at an optimum, minimising the unproductive cycles of the organisation resulting from employee turnover, lost intellectual capital and general employee apathy. The study provides evidence that Learning Organisation Culture is positively correlated with Employee Engagement. Copyright 2010, University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. Please cite as follows: Knox-Davies, B 2010, The extent to which a learning organisation culture influences employee engagement in two service based organisations in the property sector of South Africa, MBA dissertation, University of Pretoria, Pretoria, viewed yymmdd < http://upetd.up.ac.za/thesis/available/etd-03242012-174550 / > F12/4/208/zw / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted
Page generated in 0.2464 seconds