This master’s thesis summarizes the theoretical knowledge of the selected authors about organizational culture and analyzes the organizational culture of the company EXPONO, Inc. On the basis of a questionnaire survey, interviews, systematic observation and analysis of corporate documents there have been uncovered shortcomings of organizational culture of the company EXPONO, Inc. and have made proposals and recommendations for overall improvement and streamlining the current situation.

The master’s thesis deals with organizational culture and its influence on the motivation of employees in the company Foreigners.cz, s.r.o. The aim of this thesis is to identify the organizational culture of the chosen company and its influence on employee motivation. On the basis of the data obtained, solutions are proposed to enhance the employee motivation.

The aim of the thesis is to analyse the organizational culture in three local companies of the transport corporation. The analysis is carried out with the aim to map the organizational culture in the local companies. At the beginning of the work is described theory, which is composed from the organizational culture, models of individual organizational cultures and elements that may affect the strength of the organizational culture and others. In the empirical part are analysed the data obtained by various methods of diagnostics organizational culture. These include observation, interviewing and analysis the documents of company. At the end of this thesis are found the recommendations for the company.

The aim of this thesis is to study the usage of an Apparel and Footwear Environmental Assessment Tool, the Rapid Design Module, in Swedish companies in the textile and fashion industry and the tool’s possible impact on the change process of organizational culture towards a more sustainable one. A qualitative study has been conducted via interviewing and observing employees using the focal tool on-site in three different companies. A theoretical framework within organizational culture was developed along with necessary cultural traits a company should nurture in order to change its culture towards a more sustainable one. The most important findings pointed out that companies should develop common guidelines in order to use the tool in question coherently and in unison. The tool was found to act as a change initiator in the employee level of the companies and additionally management support was found to be essential in order to empower employees in taking initiative in their work. Furthermore, the tool showed signs of increased collaboration within the companies’ external and internal environments, i.e. learning from one another, as well as it was observed to encourage interdependent thinking, which both are the necessary traits mentioned earlier. / Program: Master programme in Fashion Management

Comment caractériser la culture organisationnelle d’une entreprise multinationale tout en prenant en compte l’impact des cultures nationales des pays où elle opère ? Telle est la problématique que nous traitons à partir de l’exemple du groupe Saint-Gobain. Nous nous appuyons sur la méthodologie préconisée par Schein dans une démarche apparentée à la Grounded Theory. Nous avons identifié trois dimensions fondamentales principales s’appuyant sur une quatrième dimension complémentaire : - La première dimension porte sur les relations entre les personnes qui se caractérisent par un respect de la personne, un esprit de collaboration, un souci de développement des personnes et un profond respect de la hiérarchie. Nous avons reprise l’image de la famille pour caractériser Saint-Gobain ;- La deuxième dimension est l’action et la relation au monde. Saint-Gobain se caractérise par son esprit d’entreprise, sa prudence et son souci de conformité, son innovation, son attachement à la décentralisation, sa culture industrielle, un sens émergent du client, et sa responsabilité sociale. Nous la caractérisons comme une communauté d’entrepreneurs solidaires et prudents ;- La troisième dimension est la relation au temps : un temps long, ancré dans l’histoire et marqué par la durabilité. Une quatrième dimension complémentaire apparait, relative au respect des cultures nationales et à la prégnance de la culture française Nos travaux confirment la pertinence de la méthodologie de Schein comme le modèle de gestion français caractérisé par d’Iribarne. Par ailleurs les trois dimensions fondamentales que nous avons identifiées rejoignent la typologie de Hampden-Turner & Trompenaars. / How to define the organizational culture of a multinational corporation whilst taking into account the impact of the local cultures of countries where it operates? This question introduces the problematic nature of our study focused on the Saint-Gobain Group. Our research is based on Schein’s methodology in an approach related to the Grounded Theory. We have identified three main fundamental dimensions supported by a complementary fourth dimension:- The first dimension concerns relations among people which can be characterized by respect for people, team spirit, a concern for peoples’ development and profound respect for the hierarchy. To represent Saint-Gobain, we used the metaphor of the family;- The second dimension is the action and relation towards the world. Saint-Gobain is characterized by its entrepreneurial spirit, its prudence and its concern for conformity, its innovation, its commitment to decentralization, its industrial culture, an emerging sense of the customer, and its social responsibility. We characterize it as a community of supportive and prudent entrepreneurs; - The third dimension is the relation to time: a long time carved in history and marked by sustainability.The fourth complementary dimension, in respect of national cultures and the importance of French culture, appears either explicitly or through the practices of leaders and managers who have shaped the organization over time. Our work allows us to validate the relevance of Schein’s methodology and to confirm the French management model characterized by d’Iribarne. Moreover, the three identified fundamental dimensions correspond with the typology of Hampden-Turner & Trompenaars

The subject of this text is the organizational culture and the work behaviour. The aim of a dissertation was to identify an elements of the organizational culture that support self-reliance and responsibility in the work behaviour. The second aim was to make a proposal of implementation of desirable organizational culture standard. The organizational culture structure was analysed and the culture standards were described accordance with its effects on work behaviour in the theoretical part of the dissertation. The secondary analyse was realised and described in the empirical part. It was analysed five empirical survey realized in years 1998 -- 2008. The objects of this survey always were the organizational culture and the work behaviour. The results of this dissertation is negation of a thesis that the organizational culture supporting the self-reliance and the responsibility of employees exists.

Syftet med vår studie är att undersöka hur kulturella normer och värderingar stödjer eller hindrar förändringar, för att ta reda på varför det inte är jämställt på chefspositioner. Vidare vill vi undersöka hur organisationer kan förändra dessa kulturella normer och värderingar och hur jämställdhetsplanen kan användas som ett förändringsverktyg i arbetet mot ökad jämställdhet på chefspositioner. Utifrån en kvalitativ metod har vi intervjuat fem arbetstagare inom polisen i Karlskrona, då det är en organisation som inte är jämställd på chefspositioner, trots aktiva åtgärder. Vi har utgått från organisationskultur som teoretisk utgångspunkt, då vi anser att det är relevant för vår studie. Några av slutsatserna i studien är att det finns olika åsikter angående hur kulturella normer och värderingar stödjer eller hindrar arbetet för förändring mot ökad jämställdhet på chefspositioner och hur organisationer kan förändra dem kulturella normer och värderingar som utgör hinder för kvinnor att avancera samt hur jämställdhetsplanen kan användas som ett förändringsverktyg för att påverka jämställdhetsarbetet. Trots olika åsikter bland respondenterna går det att konstatera att kulturella normer och värderingar utgör hinder som påverkar kvinnors vilja att avancera genom att de påverkar individerna inom organisationer på olika sätt. Vidare tyder vår studie på att det går att förändra kulturella normer och värderingar till viss del genom ökad medvetenheten samt ny kunskap om problemet med bristande jämställdhet. Vi kan även konstatera att jämställdhetsplanen kan användas som ett förändringsverktyg trots att den många gånger tenderar till att endast bli ett pappersarbete. / The aim of this study was to investigate how cultural norms and values support or restrict changes to find out why it is not equal in management positions. The study also examines how organizations can change those cultural norms and values and how the gender equalityplan can be used as a tool for change in the work towards gender equality in management positions. With a qualitative approach five workers within the police in Karlskrona were interviewed, because it is an organization, which is not equal in management positions, despite active measures. The theoretical approach that was used is organizational culture. Some of the study’s conclusions are that there are different opinions about how cultural norms and values support or restrict the work of change towards gender equality in management positions and how organizations can change the cultural norms and values that constitute barriers to women's advancement and how the equalityplan can be used as a tool for change to affect gender equality. Despite different opinions, we can establish that cultural norms and values obstruct women's willingness to advance. Furthermore, our study also concludes that it is possible to change cultural norms and values to some extent by increased awareness and knowledge about the problem of gender inequality. We can also observe that the equality plan can be used as a tool for change even though it often tends to be a paper work.

Submitted by Clebson Anjos (clebson.leandro54@gmail.com) on 2015-12-07T18:13:38Z No. of bitstreams: 1 arquivototal.pdf: 2147946 bytes, checksum: 0f50e8623b826fead8a8119786748d8b (MD5) / Made available in DSpace on 2015-12-07T18:13:38Z (GMT). No. of bitstreams: 1 arquivototal.pdf: 2147946 bytes, checksum: 0f50e8623b826fead8a8119786748d8b (MD5) Previous issue date: 2015-10-23 / Coordenação de Aperfeiçoamento de Pessoal de Nível Superior - CAPES / Faced with a scenario in which knowledge has become essential for organizations, and considering the prospect that the organizational culture is strongly related to how an organization creates its knowledge, the present study aimed to analyze the possible associations between the elements the organizational culture of a federal organization of higher education, from the theoretical perspective of knowledge creation process. To accomplish this association, the design models of organizational culture Alves (1997), and the model of knowledge creation of Nonaka and Takeuchi (1997) were used. The participants were 69 technical and administrative staff and 67 serving teachers of the Humanities Center, Social and Agricultural (CCHSA) of the Federal University of Paraíba. A questionnaire on line was applied containing 16 questions related to the sets of cultural elements of Alves model. The collected data were analyzed quantitatively using the chi-square test and factor analysis. Qualitative analysis was performed by means of consultation documents and observation of the organizational environment. The results of the cultural elements pointed to the existence of a slow decision-making process, however rational and participatory, with emphasis on a hierarchical organizational structure. The leaders were considered tolerant of occurrence of deviance and technical flaws in the institution. Training and capacity building mechanisms were satisfactory only for the group of administrative staff. However, co-operation to obtain the knowledge was only emphasized to the group of teachers. Leaders were seen as reasonable people, and the importance given to the hierarchy was considered reasonable. All identified cultural elements were associated with one or more aspects of the process of knowledge creation, especially at enabling condition 'autonomy'. From the analysis, it was concluded that there is a significant association between organizational culture and the creation of knowledge in the research organization. This suggests that understanding this relationship can promote improvements in the quality of institutional management. / Diante de um cenário em que o conhecimento se tornou imprescindível para as organizações, e considerando a perspectiva de que a cultura organizacional está fortemente relacionada à maneira como uma organização cria o seu conhecimento, o presente trabalho teve como objetivo analisar as possíveis associações entre os elementos da cultura organizacional de uma organização pública federal de ensino superior, sob a perspectiva teórica do processo de criação do conhecimento. Para realizar essa associação, foram utilizados os modelos de delineamento da cultura organizacional de Alves (1997), e o modelo de criação do conhecimento de Nonaka e Takeuchi (1997). Participaram da pesquisa 69 servidores técnico-administrativos e 67 docentes ativos do Centro de Ciências Humanas, Sociais e Agrárias (CCHSA) da Universidade Federal da Paraíba. Foi aplicado um questionário on line, contendo 16 perguntas relacionadas aos conjuntos de elementos culturais do modelo de Alves. Os dados coletados foram analisados quantitativamente por meio do teste Qui-quadrado e da Análise Fatorial. A análise qualitativa foi realizada por meio de consulta de documentos e observação do ambiente organizacional. Os resultados encontrados sobre os elementos culturais apontaram a existência de um processo decisório lento, porém racional e participativo, com ênfase numa estrutura organizacional hierarquizada. Os dirigentes foram considerados tolerantes em relação à ocorrência de desvios comportamentais e de falhas técnicas na instituição. Os mecanismos de treinamento e capacitação foram satisfatórios apenas para o grupo de técnicos administrativos. No entanto, a cooperação para se obter o conhecimento só foi enfatizada para o grupo dos docentes. Os líderes foram vistos como pessoas acessíveis, e a importância dada à hierarquia foi considerada razoável. Todos os elementos culturais identificados foram associados a um ou mais aspectos do processo de criação do conhecimento, principalmente à condição capacitadora 'autonomia'. A partir das análises, concluiu-se que existe uma importante associação entre a cultura organizacional e a criação do conhecimento na organização pesquisada. Isso sugere que compreender essa relação pode promover melhorias na qualidade da gestão institucional.

Diplomová práce se zabývá organizační kulturou konkrétní společnosti Macco Organiques, s.r.o., identifikuje její slabé stránky a s ohledem na dlouhodobé strategické cíle firmy navrhuje vhodnou změnu organizační kultury. Jako první jsou určeny cíle výzkumu, následují hypotézy a metodologie užitá v práci. Teoretická východiska organizační kultury jsou zmíněny v části druhé spolu s oblastmi vztahujícími se k obchodním strategiím společností. Třetí část představuje zjištění, výsledky výzkumu a verifikuje/falzifikuje stanovené hypotézy. Dále jsou uvedeny doporučení pro společnost.

This Diploma Thesis focuses on comparison of organisational culture in state-controlled, commercial and non-profit organisations in the area of pre-school education. It is based on the Competing Values Framework developed by Cameron and Quinn, according to whom there are four types of organisational culture. The goal of this Thesis is to identify and describe the culture types in organisations in the above-mentioned three sectors, and to subsequently compare these types so that their similarities and differences can be revealed. The chosen method of research is a case study; the data was collected by a questionnaire survey among employees and by analysis of documents used in the organisations. My research has indicated that the organisational culture in the three sectors is similar in certain elements, but different in others. An established similarity is the presence of the clan culture, which is a friendly and informal working environment. Regarding the differences, the culture is more bureaucratic and hierarchic in a state-controlled organisation, while more dynamic and focused on innovations in commercial and non-profit ones.