The purpose of this research was to investigate the perceptions of a group of secondary school teachers concerning their schools' organizational cultures, and also to examine the degree to which perceptions were common amongst teachers in a school, and whether these perceptions are related to levels of job satisfaction. The setting for this research involves five secondary schools in the wider Auckland metropolitan district, in New Zealand. These schools were a mixture of state and private, coeducational and single sex, and were selected from different socio-economic locations. The perceptions of the teachers were examined from the perspective of the conceptualization of the early sociologist, Ferdinand Tonnies, and the study utilizes the antithetical model of gemeinschaft and gesellschaft characteristics of an organization. The methodological strategy includes a Questionnaire and Interview, combining quantitative and qualitative approaches. Metaphorical descriptors were used as the methodological tools for determining the balance of gemeinschaft to gesellschafl in each school. Overall trends were noted and correlation between particular perceptions and job satisfaction levels were examined. An analysis of the degree to which perceptions were shared in common was also an important consideration. In both the Interview and the Questionnaire the participants were given the opportunity to develop their own metaphors that were applicable to their school cultures, as well as summarizing their ideals for the educational context. The findings revealed five major observations. The first is that gemeinschafl (community human relational) characteristics were both more prevalent in schools, and were considered to be more desirable by teachers. Secondly, there appeared to be a mixture of both gemeinschaft and gesellschaft characteristics in each school, according to the perceptions of the teachers studied. Both of these characteristics existed side by side, they were not mutually exclusive. The balances, however, were idiosyncratic to each school. Thirdly, there was a strong positive correlation between high gemeinschaft perceptions and job satisfaction levels. Conversely, there was a negative correlation between gesellschaft perceptions and job satisfaction levels. Fourthly, the study indicated that metaphors were a useful research tool, and that teachers respond well to them as enabling devices for reflecting on the nature of school organizational culture. Finally, this research revealed a strong tendency for teachers to hold similar perceptions of their schools organizational culture. There existed clear patterns of commonality.

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Background:  Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.

The relationship between organizational culture and organizational effectiveness has been the subject of much research by Daniel Denison. Much of this research has been conducted in developed countries where the environment is highly competitive, highly productive and the economies are stable. There has been the challenge however to determine if the findings of such research are relatively universally consistent. In this case the challenge is to determine if the findings hold in circumstances where the economies are less developed and more fragile than those previously studied. This research study is designed to examine the relationship between organizational culture and organizational effectiveness in circumstances typical of the English speaking Caribbean where the economies are weak and in some respects informal and to use these findings to compare with earlier findings from developed economies. The research study involves the administration of the Denison Organizational Culture Survey which was also used in the earlier studies, to persons engaged in the electronic media sector in the English-speaking Caribbean. This sector has the characteristic of competitiveness which is typical of other industries studied. The evidence points to a strong correlation between organizational effectiveness and all four of the Denison culture traits. The adaptability and the mission traits were identified as the more dominant and the organizations reflected an external focus. The results of the study indicate that notwithstanding the economic foundational differences, the findings hold true of a positive relationship between organizational culture and organizational effectiveness similar in extent to and in some cases stronger than earlier studies and as such provided support for the previous research findings.

The master‘s thesis is dealing with the issue related to the organizational culture. The work is divided to three parts. In the first chapter, the theoretical base is defined. The second part consists of an analysis of the actual state of the organizational culture in the chosen organization. The last part contains suggested recommendations for organizational culture change based on the defined theoretical base, and the results of the performed analysis.

Theory suggests that the source of an organization’s culture is the founder, yet few empirical studies exist on the relationship between the entrepreneur’s personality and the organizational culture. However, the constructs of personality dimensions and organisational culture have been well developed and researched. For years, entrepreneurship research has explored the implications of the entrepreneur’s personality, with the majority of the work focused on the individual’s likelihood of becoming an entrepreneur. This study examines the relationship of the entrepreneurs personality to organizational culture. Four of the Big Five Factor personality attributes, namely, Conscientiousness, Extraversion, and Openness to Experience and Agreeableness, provide the measures of the entrepreneur’s personality. The competing values model measured the Hierarchical, Market, Adhocracy and Clan organizational cultures. As hypothesised the individual constructs that were found to have strong significant relationships between the personality dimensions and organisational cultures were Conscientiousness and Hierarchical culture; Openness to Experience and Adhocracy culture; and Agreeableness and Clan culture. Extraversion and Market culture were found to have a negative relationship. Influence as a moderator was found to be insignificant. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

This thesis describes the influences of organizational culture on the success of Alibaba company. In this thesis the influence of organizational culture on the success of Alibaba is explored from 4 aspects. These four aspects include: a) the definition of organizational culture, b) the characteristics of organizational culture, c) the effect of organizational culture on employees, d) the organizational culture model. This thesis uses the case study and interview to explore the relationship between the organizational culture and the success of Alibaba company. The result of the thesis is basic on the answer to the interview from the employees of Alibaba company. The author found that the reason of Alibaba becoming a successful company is its' established organizational culture based on the value of all employees. All the employees believe and trust the organizational culture and they use organizational culture to demand oneself whatever in the company or life. The organizational culture pushes the company and employees' development and growth, which is the main reason for Alibaba company to be a success.

Organizational downsizing, defined as a reduction in workforce, is a common strategy implemented by firms for the purpose of improving an organization's efficiency, work processes, or cost structure. However, previous research has shown that downsizing seldom generates positive results at a macro or micro level. It has been demonstrated that downsizing has a negative impact on financial performance, such as Return on Assets, Return on Investments, and profits in the long-term. Downsizing also has a negative impact on the remaining workers left employed, referred to as the "survivors". Survivors typically respond to downsizing by exhibiting negative attitudes and behaviors such as: decreasing employee morale, commitment, motivation, loyalty, work effort, and trust. Trust, in particular, has been shown to be critical component in survivors' responses to downsizing and is decreased through perceived violations of psychological contracts of employment and perceptions of organizational injustice. However, there is little understanding about how downsizing impacts survivors' collective trust in the long-term. The purpose of this dissertation was to examine how downsizing affects collective trust over time using a Latent Growth Curve Analysis (LCA). LCA allowed us to determine the trajectory of collective trust when downsizing occurs which we found to be nonlinear with diminishing returns. We found collective trust initially decreases in time period two but shows a slight rebound in the subsequent time. This suggests that the levels of collective trust decrease as a result of downsizing. We also found that organizational variables such as the severity of downsizing, voluntary turnover, and CEO pay moderate the relationship between downsizing and collective trust by magnifying the negative relationship between downsizing and collective trust. We also found that CEO tenure moderates the relationship between downsizing and collective trust by suppressing the negative relationship between downsizing and collective trust. Together, the theory and empirical results provide insight into the impact of downsizing on the survivors, ways to mitigate the negative consequences of downsizing, and uncover opportunities for extending management theory.