Context: The Western Cape Province's Department of Health, South Africa, implemented a complex intervention aimed at changing organisational culture across health facilities in the province called the C²AIR² club challenge, in phases, starting from August 2013 and was still ongoing in 2016 at the time of the research. A group of front-line staff from each participating health facility called C²AIR² club champions were capacitated to implement the intervention in their respective facilities. This study aimed to explored the process of introduction, diffusion, adoption and implementation of the C²AIR² club challenge in one of the primary health facilities where the challenge was implemented, using a diffusion of innovation lens. Methods: We examined the process of implementing the C²AIR² club and the contextual and other factors that constrained and enabled this process. Working in one primary health care facility selected as a representative case, we explored the experiences of the champions and other staff members of the C²AIR² club. Our methods included 21 in-depth interviews, informal conversations, document review, and non-participant observation. Results: Innovation-fit, leadership, champions, adopters' characteristics, and contextual issues were the main factors that influenced the spread of the C²AIR² club. Contextual issues particularly those related to resource constraints played a central role in determining the successful spread of the complex organisational culture change intervention. Sufficiently trained champions could successfully spread the intervention without onsite external change consultants' facilitation, however this took time and caution should be taken not to evaluate implementation success too early. Involvement of not only top leadership but of all other multi-levels and multi-disciplines facilitated the spread of the intervention. Conclusions: When introducing an innovation like the C²AIR² club challenge the impact of which is not immediate neither tangible, in an organisation where there are tangible problems such as lack of working space, staff shortages and shortages in working equipment, it is important that efforts are made to address these immediate challenges and where they cannot be addressed that this is openly acknowledged by the implementers and management. If this is not considered, organisational members are likely to acknowledge the innovation as a good initiative but one that they would not actively rally around as it does not speak to their problems.

Denna uppsats är en kvalitativ studie där syftet var att undersöka hur arbetsplatsförändringar till följd av covid-19 pandemin påverkar en organisations kultur. De arbetsplatsförändringar som står i fokus är när vissa medarbetare fortsätter arbeta på plats och andra börjar arbeta hemifrån. Tillvägagångssättet var sju semistrukturerade intervjuer med medarbetare i organisationen. Vi har analyserat det insamlade materialet med hjälp av en tematisk analys där vi skapade två huvudteman med tre underteman till respektive huvudtema. Det insamlade materialet och tillhörande analys har i huvudsak diskuterats med bland annat strukturperspektivet, symbolperspektivet och Scheins kulturteori. Vi har dragit slutsatserna att organisationskulturen påverkas av förändrade arbetsplatsförhållanden, detta i form av infört distansarbete. Vi kunde exempelvis se förändringar som sociala band, stressnivåer och effektivitet. Att införa distansarbete kan ge många goda effekter på organisationskulturen, detta bland annat genom minskad stress och större produktivitet och vi kunde även se negativa effekter som mer uppdelad kultur och försämrad kommunikation. Organisationens ledning har däremot upprätthållit delar av organisationskulturen genom att arbeta med spridning av kommunikation, information och värdeord. Därmed blev riskerna som kan införas på grund av distansarbetet inte lika påtagliga.

This Master’s thesis deals with creativity and motivation of employees in organization. In theoretical part are explained basic terms as creativity, innovation and organisational culture. In practical part is introduced the company and is accomplished questionnaire investigation for acquirement of important entries to creation of suggestions to increase of productivity. These suggestions are presented in the final part of the thesis.

The influence of corporate culture on the strategies used by firms to meet the environmental sustainability challenge has been explored in this dissertation. This was investigated through web-based questionnaires that were administered to employees in companies who would have knowledge of both their employer‟s corporate culture and corporate sustainability practices.To determine this, the respondents were requested to rate both the corporate strategies undertaken to meet the environmental challenge, as well as the corporate culture where they work. The corporate strategies were evaluated using a bespoke instrument which was constructed from various strategy instruments found in the literature. The corporate culture was evaluated using a well-known organisational culture instrument available in the literature. Potential contextual variables pertaining to the perceptions of the respondents, as well as to the business and industry sector characteristics, were evaluated as well.The findings indicated that the contextual variables had little or no effect on either the corporate culture or the corporate strategies undertaken by the firm, and that a strong comprehensive culture correlated strongly with positive corporate strategies. Corporate cultures that emphasise social coordination (or organic culture forms) exhibited stronger correlations with positive corporate strategies than those which emphasise formal control methods (or mechanistic forms). The focus of the firm, whether on internal dynamics or the external environment, did not show a significant effect on the corporate strategies that were undertaken by the firm.A sustainability culture was synthesised from the findings of the research, which concludes with recommendations regarding further research into this topic. / Dissertation (MBA)--University of Pretoria, 2012. / Gordon Institute of Business Science (GIBS) / unrestricted

A reinsurance organisation in Gauteng conducted an employee engagement survey in November 2013 to gauge the employee engagement level amongst its employees. The survey revealed that the employee engagement level was at 24% across all the organisational levels. The purpose of this qualitative study was to explore whether the employees are still disengaged and describe the current reasons and possible solutions for employee disengagement. Purposive sampling was used to select the participants. Semi-structured interviews were conducted with six managers and focus groups with 27 general employees. Data analysis followed Tesch’s eight steps in the coding process. The findings revealed that a lack of management’s experience, styles and skills; poor communication and a lack of a robust performance management system promoted employee disengagement. Recommendations include leadership training for managers; improving communication and reviewing the performance management system. / Business Management / M. Com. (Business Management)

The culture within an organisation affects organisational performance in a myriad of ways, but the existing research was found by this paper to only examine organisational culture’s effect on profitability. This narrow view creates a gap between culture as a starting point for performance, and profitability as an ultimate endpoint. What about everything in between that culture has an effect on? Rather than examining organisational culture in terms of how it influences profitability, this study looks at how organisational culture influences an aspect organisational performance, specifically: its effect on brand image or on word-of-mouth referral. To do so, this paper unpacks a causal chain of influences in four chapters. The research here shows how that employees situated within the culture influences customers to promise to refer the organisation to their social connections. The literature shows that organisational culture is a context that influences most facets of business, and this context is used as a filter by employees to understand how they should behave and what they should value. This paper proposes that employees receive internal brand communications within the context of the culture. Then, they conduct their service actions according to what is expected of them within this context. Customers who interact with these employees are then coming into contact with the organisational by the proxy of customer-facing employees. These interactions between customers and employees are what causes the customer to enjoy the service experience or not. The theory shows that when a service experience is enjoyed, there is likelihood of positive word-of-mouth referral. This paper correlates that and proposes that when there is a strong degree of alignment in organisational culture, employees receive internal brand communications and conduct their service actions in strong alignment of what is expected of them. This leads to customers perceiving the organisation in a way that is favourable and causes a significant number of customers to promise to recommend the organisation.

No abstract present of CD.

Organisational culture plays an important role in the success of the adoption of technology and the development of the organisation; therefore, it is very important to understand how organisational culture impacts the process of implementing technology, either positively or negatively. The aim of this study is to explore the role of organisational culture in digital government implementation in Omani public sector organisations. This study used mixed methods as a research methodology. In the qualitative phase, semi-structured interviews were conducted with top and middle management and at operational levels in the Omani public sector organisations. In the quantitative phase, a survey was distributed to employees within the public sector organisations to build on the findings of the first stage and develop an understanding of the relationship between organisational culture and implementation of digital government in Oman. This study found that there is a relationship between organisational culture and digital government implementation. It was found that the type of organisational culture has some impact on the digital government implementation as it was found that the organisations with the clan culture type had low levels of implementation of digital government whereas, organisations with the hierarchy culture type had high levels of implementation. Moreover, the study found that middle managers in public sector organisations in Oman had a critical impact on the digital government implementation.

Yes / Nearly twenty years after the publication of the (in)famous In Search of Excellence, the notion of `cultural change¿ within organisations continues to excite attention. This is readily understandable, since cultural interventions offer practitioners the hope of a universal panacea to organisational ills and academics an explanatory framework that enjoys the virtues of being both partially true and gloriously simple. Such a combination is apparent in the way that many attempts to shape organisational culture are presented to the public: as simple stories with happy endings.1 This article attempts to rescue a fairy-tale. The story of British Airways is one of the most widely used inspirational accounts of changing culture. Throughout the 1980s and 1990s it was used to demonstrate the necessary compatibility of pleasure and profits2 in celebratory accounts where culture change is presented as the only explanation for the transformation that occurred. This corrective makes no attempt to deny the very substantial changes that took place in BA. Rather, it sets these in context noting the organisation¿s environment at the time of the transformation, the structural changes that took place and observes the impact that such changes had over the long term.3¿5

Yes / This article explores the use of `company culture¿ as a means of management control. It reports on research conducted in a consultancy that aimed to secure loyalty from its employees through a conscious policy of organised `play¿ at company socials. Employees were given a certain amount of freedom over their working lives in exchange for accepting company regulation of their social time. Here it is argued that this normative control differs from historical attempts to ensure that employees were of good moral character. In earlier interventions social and community obligations were emphasised, now every `virtue¿ encouraged is designed to be exercised in the workplace, often at the expense of the individual or the community. Further, that while control through organisational culture does have some of the advantages claimed for it in the prescriptive literature, it also extends the employment contract to areas previously outside the managerial prerogative.