Made available in DSpace on 2016-08-02T21:42:59Z (GMT). No. of bitstreams: 1 Marcelo Alves Cruz.pdf: 1116690 bytes, checksum: 368aa8b7b583d9ede5533b6242621788 (MD5) Previous issue date: 2009-12-02 / The dynamics that embrace organizations are related to their perpetuation and growth. This growth can be rulled in a organic process, otherwise, with major frequence in a contemporary world, by fusions and acquisitions. One type of acquisiton includes a public agent: the State. This process is knowing by privatization. The approach of this study is the privatization process of a large national company of the brazilian financial market, neither analysing the financial aspects, nor the market, but this work analyses the privatization process of Banco do Estado de São Paulo S.A. Banespa - focusing its organizational culture, by the analysis of the following constructs of organizational culture: socialization of new members, human resources policies, comunication process, organization of working process, historical aspects of company, values and feelings. The first step was a bibliographical research aiming contextualize the fusions and acquisitions processess, which privatization takes part. The research involves either globalization aspects, organizational culture, relations between culture and privatization and inner aspects of brazilian culture. The analysis process demanding two moments required to allow to evaluate the impacts the privatization process takes place in the organization culture: before and after privatization. The particularity of this study is on the informations that alow the analysis: they were obtained with Banespa exemployees, it means, old employees that worked in two moments in the organization: before and after privatization. To identify de cultural elements to be investigated in the study, the interviews were directive. The privatization process by the perception of the ex-employees was also analysed. The research with the old employees identifyed the banespiano figure, one of the most important cultural element, which also was analysed in both moments presented above. Join the bibliographical research, datas of company and the interviews, the author looks for showing the consequences of the privatization process, happened in the end of 2000, to the organizational culture of Banespa.(AU) / As dinâmicas que envolvem as organizações são relacionadas à perpetuação e ao crescimento delas. Esse crescimento pode ser pautado num processo orgânico ou, o que é mais freqüente no mundo contemporâneo, através de fusões e aquisições. Um dos tipos de aquisição envolve um agente público: o estado. A esse processo dá-se o nome de privatização. Este trabalho utilizou como foco o processo de privatização vivido por uma grande empresa do setor financeiro nacional não pelo seu lado financeiro, nem mercadológico. O trabalho analisou o processo de privatização do Banco do Estado de São Paulo S.A. Banespa - sob o aspecto de sua cultura organizacional. Foram analisados os seguintes constructos da cultura organizacional: socialização de novos membros, políticas de recursos humanos, processo de comunicação, organização do processo de trabalho, histórico da empresa, valores e sentimentos. Primeiramente foi realizado um levantamento bibliográfico a fim de contextualizar os processos de fusões e aquisições, nos quais a privatização se enquadra. Foi realizado um levantamento relativo aos aspectos ligados à globalização, à cultura organizacional, à relação cultura e privatização e aos aspectos ligados à cultura brasileira. A análise foi realizada em dois momentos, para permitir a avaliação dos impactos provocados pelo processo de privatização na cultura da empresa: antes e depois da privatização. A particularidade deste trabalho está no fato de que as informações relativas ao processo foram obtidas junto a ex colaboradores do Banespa. Foram selecionados antigos funcionários que viveram ambos os momentos. As informações para análise saíram de entrevistas roteirizadas para a identificação dos elementos culturais a serem investigados. Entre os dois momentos foi descrito e analisado também o processo da privatização pela ótica dos antigos colaboradores. A pesquisa identificou a figura do banespiano como um importante elemento cultural, que também foi analisado nos dois momentos apresentados. Com a análise das entrevistas, o autor procurou identificar as conseqüências para a cultura organizacional do Banespa do processo de privatização ocorrido no final do ano 2000.(AU)

In my thesis I occupied myself with motivation, culture and efficiency of an organisation,which is one of the security forces in The Czech Republic. The organisation is Firefighters department Český Krumlov. The motivation system and organisation culture in organisations like this has got so many particularities and differences, which result from its nature and category of activities, the organisation has to provide. The aim of the thesis is to analyse, assess and recense a culture of organizaton, motivational environment and the way the organisation efficiency is connected to its organisation.

A Psicologia Organizacional evoluiu ao longo de sua história para compreender os fenômenos sobre a relação do homem, trabalho e organizações, tendo sido influenciada em sua prática por fatos de ordem social, política e econômica. Ao contribuir com soluções técnicas, o psicólogo organizacional consolidou seu espaço como uma profissão corresponsável pelo desenvolvimento das organizações e pela melhoria das condições de trabalho dos indivíduos. A transformação ocorrida na sociedade a partir do desenvolvimento das tecnologias da tele informação, resultou no aumento da competitividade entre as organizações e por consequência, na necessidade de revisar continuamente os modelos de carreira, estrutura, relações com stakeholders e estratégias. Os psicólogos organizacionais se adaptaram a esse contexto, e assumiram a responsabilidade por um número cada vez maior de processos, atividades e funções, e passou a ocupar posições com maior influência. Diante disso, o objetivo da dissertação foi refletir sobre quais são as possibilidades para a atuação do psicólogo organizacional, considerando as mudanças que ocorreram na sociedade nas últimas décadas e impactaram nas organizações. Para cumprir esse objetivo, um levantamento bibliográfico serviu para reconstruir a história da atuação dos psicólogos em organizações até os dias atuais, identificando três principais enfoques para a Psicologia Organizacional: gestão de pessoas, saúde do trabalhador e cultura organizacional. Através de uma reflexão sistemática, as possibilidades de atuação do psicólogo organizacional em cada um dos enfoques foram sintetizadas. Constatou-se que a valorização do fator humano na sociedade trouxe como demanda para organizações a capacidade de diagnosticar e intervir em questões e interesses dos indivíduos. Soma-se o fato que os psicólogos organizacionais passaram a adotar uma postura menos técnica, e mais baseada em relacionamentos, colaborando como um intermediador entre a organização e os demais stakeholders. Para envolver-se em questões mais complexas, é necessário que o psicólogo amplie seu entendimento sobre as estratégias da organização e o conhecimento em outras ciências, para colaborar de maneira mais eficiente no trabalho em equipes multidisciplinares e potencializar as possibilidades para o futuro da profissão / Organizational Psychology has evolved bound to the understanding of the relationship between man, work and organizations and has been applied under the influence of social, political and economic events. By contributing with technical solutions, organizational psychologists consolidated their role as professionals co-responsible for organizational development and the improvement of working conditions. The transformation of society after tele information technologies fostered competition among organizations and created the need for continuous updating of careers, structures, stakeholders relationships and strategies. The organizational psychologists coped with that new context and took over a wider span of processes, activities and tasks, thus increasing their influence through higher positions. . The objective of the present work was the scanning of possibilities of performance organizational psychologists found within the changes in society in the last decades and their impact in organizations. To achieve this objective, a bibliographical review was produced to rebuild the history of organizational psychologists from earliest days to the present, out of which three major subjects were found: people management, worker welfare and organizational culture. Through a systematic analysis, the possibilities for organizational psychologist performance on each one of the three major subjects were drawn. The appreciation of the human subjects in society brought the identification and mediation of needs and values of employees as an imperative to organizations. Besides, organizational psychologists have adopted a less technical attitude and preferred a relationship-based posture. That meant an evolution to an intermediary collaborator between organization and other stakeholders. To be able to get involved on more complex matters, it is necessary that psychologists broaden their understanding about organization strategies, and improve the knowledge in other disciplines, to collaborate more effectively within multidisciplinary teams thus enhancing the possibilities of development of their profession

This thesis focuses on the themes of creativity, innovation and organizational culture. The theoretical part deals with definitions of terms, relations between them and recommendations for practical use. Practical project focuses on the analysis of selected companies in terms of defined concepts, finding barriers and propose solutions that will lead to increased business performance.

The successful implementation of process improvement (PI) could reduce operating costs of the Department of Defense, which could lessen the impact of budget reductions and the mounting costs of the expanding global mission requirements. Organizations fail to achieve the return on investment for PI and expected savings because of leaders' inabilities and experiences in integrating critical success factors into PI to improve processes. The purpose of this single case study was to explore the strategies that logistics leaders use to implement PI in the military aviation industry. Six purposively selected group and squadron civilian leaders with over 10 years of experience in successful implementation of PI, working with the Air Force in the military aviation industry in Georgia, participated in the study. The theory of constraints was the conceptual framework for the study. Data collection was through semistructured interviews using open-ended questions, review of organizational documents, and archival records. Seven themes emerged from using a modified version of Miles and Huberman's data analysis approach, including coding of transcribed interview data and grouping significant statements into larger units to form themes. Emerging themes included leadership, continuous PI, organizational culture, climate, strategic management, performance management, and resource. These finding may contribute to social change by providing the United States and allied leaders with strategies to improve aircraft availability to increase flight operations for enhanced safety and humanitarian efforts for their citizens and allies.

Agile methodologies have gained popularity for their ability to help companies respond quickly to changing environments and customer needs. However, organizations often struggle with adopting agile methodologies due to their focus on implementing specific frameworks rather than fostering an agile mindset in their organizational culture. Therefore, it is important to promote an agile mindset within organizations and gradually embed it into their culture. This thesis aims to explore how organizational leaders can support the agile mindset adoption. After a thorough review of the relevant literature, the study collected empirical data via interviews with leaders, agile experts and professionals with extensive experience in agile environments to identify practical approaches to support the adoption of an agile mindset that may require an organizational culture transformation. Overall, the outcome of this study contributed to increasing the chances to realize the benefits of agile transformations by fostering the agile mindset.

This study examines the relationship between organisational culture and TQM implementation barriers to gain a more comprehensive understanding of the factors affecting TQM implementation. For TQM implementation to take root effectively, the critical role of organisational culture is widely recognised. The existence of pitfalls and obstacles (barriers) to implementing TQM is also widely recognized, as is the importance of understanding these TQM implementation barriers. Nevertheless, whilst many TQM implementation models and frameworks have been designed and proposed, no study has been located in the literature that has systematically examined the relationship between organisational culture and TQM implementation barriers. This theoretical lapse in the TQM literature necessitates an investigation of the direction and significance of the relationship which can help in devising more informed TQM implementation models. In this context, a quantitative research methodology was adopted to examine the profiles of organisational culture and of TQM implementation barriers in organisations in Bahrain and to examine the relationship between these variables. Bahrain is presently going through a rapid expansion in quality management system adoption. Accordingly, the research uses four constructs of organisational culture as independent variables and six constructs of TQM implementation barriers identified through the literature as dependent variables. A set of hypotheses was developed describing the expected relationships between these two sets of variables. The study adopted a positivist, deductive approach using an online survey questionnaire to obtain quantitative data for hypothesis testing. The research instrument was assessed for validity and reliability through structured interviews. Responses to the survey were obtained from 325 organisations located in Bahrain. Analysis of Moment Structure (AMOS) version 16.0 was used to test the measurement model using Confirmatory Factor Analysis (CFA), and to test the structural model using Structural Equation Modelling (SEM). Both models showed a very good fit to the data, with good construct validity and reliability. The findings of the study showed that group culture, which is believed to be an ‘ideal’ culture for TQM implementation helps decrease employee barriers, information barriers and customer related barriers as predicted. However group culture wasn’t found to help decrease top management barriers. Rational culture was found to decrease top management barriers as predicted but it wasn’t found to help decrease employee and customer barriers. The findings confirm the significant impact of hierarchical culture in the Bahrain context in decreasing planning and process management barriers. Developmental culture’s potential to lower employee and customer barriers was observed but was not found to be statistically significant. This research makes several contributions in both academic and practical terms. Theoretically, positioning organisational culture as an antecedent of TQM implementation barriers, this study is the first holistic approach that attempts to empirically investigate which type of organisational culture is related to which TQM implementation barriers. Understanding the nature, strength and direction of these relationships can help to inform and support future TQM implementation attempts. Practically, this research will benefit organisations who have not been able to fully realise TQM, or who are in the process of planning the introduction of TQM. The findings of the study can help Bahraini organisations to realise the long term quality objectives of the Bahrain Centre of Excellence’s Vision 2030 programme. Furthermore, the study has contributed a new empirically tested scale for measuring TQM implementation barriers - a valuable tool on its own, or in conjunction with the organisational culture profile assessment tool - for both practitioners wishing to examine their readiness for TQM or progress in creating a TQM ethos, and for future researchers wishing to extend our understanding of the influence of TQM barriers and/or culture on major organisational improvement interventions. It is expected that replication of this study in other countries and regions with different culture and context may help in developing an improved model of TQM implementation. Implications for managers and future research are advanced.

本研究旨在探討交通行政機關會計人員「組織文化」、「工作滿足感」與「組織承諾」之關係。透過普查的方式對交通行政機關會計人員進行問卷調查，共發出218份問卷，回收210份，扣除廢卷及填答不完整者7份，有效問卷為203份。 本問卷採李克特五點量表為計分標準，運用描述統計、次數分配、獨立樣本t檢定、單因子變異數分析、Pearson相關分析及多元迴歸分析等方法進行統計分析，而研究發現如下： 一、 不同「年齡」、「官職等」、「服務年資」的交通行政機關會計人員在組織文化及各構面上有顯著差異。 二、 不同「性別」、「婚姻狀況」、「年齡」、「教育程度」、「官職等」、「服務年資」及「職務位階」的交通行政機關會計人員在工作滿足感及各構面上有顯著差異。 三、 不同「年齡」、「婚姻狀況」、「教育程度」、「官職等」、「服務年資」及「職務位階」的交通行政機關會計人員在組織承諾及各構面上有顯著差異。 四、 組織文化與組織承諾之間呈現顯著正相關。 五、 工作滿足感與組織承諾之間呈現顯著正相關。 六、 組織文化對組織承諾有顯著的影響。 七、 工作滿足感對組織承諾有顯著的影響。 最後根據研究發現，提出建議，供行政院主計處及地方政府主計單位作為人力資源管理之參考。 / The purpose of my research is to discuss the relationship of organizational culture, job satisfaction, and organizational commitment to the transportation administrative organization accounting personnel. The investigation was carried out by sending out 218 questionnaires to those personnel. 210 of them were collected, and 7 were invalid or partially answered, resulting in 203 effective questionnaires. The investigation are scored with the standard of “Likert Scale”, conducting statistic analyses by means of Descriptive Statistics, Frequencies , Independent-Sample t Tests, One-Way ANOVA, Pearson Correlation Analysis, and Multiple Regressive Analysis. The following are the research findings: 1. Among transportation administrative organization accountants, there are distinctive different attitudes toward organizational culture with different“age”and“official rank”,“years of service”. 2. They also have noticeable differences of job Satisfaction , in the aspects of “sex”, “marital status”, “age”, “education level” , “official rank” , “years of service” and“rank of duty”. 3. The accounting personnel’s commitment to their organizations varies from “age”, “marital status”, “education level”, “official rank” , “years of service” and“rank of duty”. 4. There are significant “ positive correlation ” between organizational culture and organizational commitment . 5. There are significant “ positive correlation ” between Job satisfaction and organizational commitment . 6. Organizational culture poses a significant effect on organizational commitment. 7. Job satisfaction poses a significant effect on organizational commitment. In conclusion, based on the research findings, I render some suggestions to “Directorate-General of Budget, Accounting and Statistics (BAS), Executive Yuan” and BAS departments of local governments, for the references of human resource management.

Abstarct Vi har valt att undersöka hur officerare inom försvaret ser på och upplever den organisationsförändring som verksamheten nu genomgår. I vår studie avser vi att undersöka våra berörda respondenters syn på förändringen i sig, samt hur de uppfattar eventuella förändringar, särskilt rörande deras yrkesidentitet. Vi har valt att göra undersökningen med hjälp av kvalitativa intervjuer med personer som arbetar som officerare inom Försvarsmakten, dessa som nu ställts inför kravet att skriva på kontrakt om obligatorisk utlandstjänst alternativt bli avskedade. Denna förändring, som innebär att försvaret byter huvuduppgift, medför en stor omställning för de flesta anställda. Vårt resultat visar oss att de individuella upplevelserna samt förmågan att hantera och anpassa sig till denna förändring är kopplat till flera saker, så som inställning till personens uppgift och ålder samt, beroende på hur familjesituationen ser ut, den sociala omgivningen. Detta innefattar såväl det stöd personen har i sin närhet, som stöd från samhället och myndigheter. / We have chosen to examine how officers experience the change within the department that comes with the concept. In our study we attend to look at how the officers we have met think about the change within the organization, the meaning of this and definitions like work-identity. We have chosen to do the survey by using qualitative interviews with people who work as officers, who has been put in front of an demand to go out on international service rather than service their own country which has been the primary subject until now. These officers have to sign a contract about international service or else they will get fired. This change within the organization brings quite a big changeover for the employees at the department. Our results have shown us that the individual experiences and the ability to manage the organization change have to do with the attitude towards the changes, age differences and also social environment depending on the family situation. This includes both the support from the closest surroundings, as well as the society’s authorities whose power is affecting the individuals.

Samhället är uppbyggt av organisationer som i olika grad kan vara i behov av styrning för att upprätthålla en viss funktion. Studiens syfte är att undersöka hur organisationer inom privat sektor konkret tillämpar styrning och hur arbetet med styrning följs upp. Forskningsfrågor som besvaras är: vad bidrar styrning med till en organisation och dess måluppfyllelse samt på vilket sätt påverkar styrningen hur ledningen använder och arbetar med resultat samt avvikelser? Studien är kvalitativ där datainsamlingen gjorts med semistrukturerade-intervjuer samt genom fenomenografi, det vill säga med en kvalitativ inriktad empirisk forskningsansats. Urvalet av respondenter gjordes inom Västra Götaland där ett 20-tal privata organisationer kontaktades för att erhålla svar om deltagande från potentiella respondenter. Vilket slutligen resulterade i Åtta genomförda intervjuer. Kravprofil för respondenter var minst tio års erfarenhet av arbete med styrning och arbete i ledande ställning. Styrning kan innebära vad en organisation väljer att beakta, komplexiteten handlar om i vilken kontext styrning placeras. Grundläggande frågor att klargöra kan vara: hur styrning kan implementeras, vilka mål och syfte styrningen kan tjäna en organisation eller vilka resultat styrningen förväntas leda till. Resultatet visar att styrning kan ha en betydande roll när det gäller att nå uppsatta mål och att kunna nå ett visst resultat. Det resonemanget stödjs av litteratur och forskning, samt empiri. För författarna framträder det tydligt bland respondenterna att val av styrmodell kanske inte utgör det mest väsentliga. Istället kan det handla om prioriteringar som ledningen valt att fokusera på, och hur detta delges medarbetare. Organisationer kan påverkas direkt eller indirekt av omvärldsfaktorer och globalisering, faktorer som en organisation kan behöva hitta strategier för att hantera. Medvetna ledare kan styra en organisation med hänsyn till faktorer som påverkar och inverkar på en verksamhets målsättning samt planerade resultat. Arbetet med styrning kan innebära processer där olika verktyg och styrmodeller samverkar för att generera mätdata. Mätetal används till uppföljning, kontroll och till att ge återkoppling till en verksamhet. Mål och resultat kan på olika sätt vara kopplade både till styrning samt val av strategi. Konsekvenser som rör val av styrning ytterst handlar om: att nå önskat resultat, förstå processen som vägen till målet innebär och ytterst att en organisation ska överleva / Communities are made up of organizations as in different degrees may be in need of control to maintain a certain function. This paper aims to examine how organizations in the private sector specific application control and how the process of control are followed up. Research questions as are trying to be answered is: what control contributes to an organization and its effectiveness? And in which way control affect how management uses and works with results and anomalies? The study was conducted using a qualitative approach and semi-structured interviews. The selection of respondents was done in Västra Götaland, where 20 private organizations were contacted to participate in the study. It resulted in eight interviews conducted. Demand profile of respondents were at least ten years of experience working with control and working in senior positions. The results show that control can mean what an organization chooses to consider, the complexity is about the context in which the control is placed. Basic questions to answer include: how control can be implemented, the goals and objectives of control can serve an organization or what performance management is expected to lead to. Control may have a significant role in achieving set goals and to achieve a specific result. This reasoning is supported by the literature and research, and empirical data. For authors emerges clearly among respondents that the choice of control model may not represent the most significant. Instead, it may be about priorities that management focus on control and how this is communicated to employees. Organizations can directly or indirectly affected by external factors and globalization, factors that an organization may need to find strategies to cope. Conscious leaders can control an organization with regard to the factors that influence and affect an organization's objectives and planned results. Work on control may involve processes where different tools and models of control interact to generate the data. Metrics used for monitoring, control, and to provide feedback to a business. Objectives and results can be different ways be linked to both the control and the choice of strategy. The impacts on the choice of control are ultimately about: achieving desired results, understand the process as the way to the target means and ultimately enable an organization to survive