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AN ABSTRACT OF THE DISSERTATION DEBORAH A. DIFFENAUER, for the Doctor of Philosophy Degree in Education, presented at Southern Illinois University at Carbondale. TITLE: Job Satisfaction and the Perceived Organizational Culture of U. S. Military and Military Affiliated Personnel at a Midwestern University MAJOR PROFESSOR: C. Keith Waugh, Ph.D. This study examined the relationship between demographic characteristics, level of job satisfaction, and current/preferred organizational culture in a sample of 139 off-campus military degree program participants. Responses were received from undergraduate students in the fields of engineering, applied sciences and arts, and education. The Job Satisfaction Survey (Spector, 1985) was used to assess the participant's level of satisfaction in current occupations. The second instrument used to assess the participant's current and preferred organizational culture was a combined version of Harrison & Stokes (1992) Diagnosing Organizational Culture Instrument DOCI and the Organizational Culture Assessment Instrument OCAI developed by Cameron & Quinn (1999b). Descriptive characteristics, eta cross tabulations and Spearman's Rho bivariate correlations were executed on the data and statistically significant differences were found. The study provided evidence to validate the existence of correlations between levels job satisfaction and perceptions of organizational culture. Specifically, there exists a relationship between some of the participant's demographic characteristics (gender, status, and current occupation), with job satisfaction, and organizational culture within the military environment given the various subcultures and defined roles.

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Reasons behind a low level of trust in middle managementThe purpose of this study was to investigate reasons behind the low level of trust in a large Swedish industrial company and to get a perception of what parameters the company can work with to increase level of trust. The question we been focusing on is how rewards and punishment can drive the organizational culture as organizational cultures is driven by different behaviors. As far as we could see there was no research or studies on specifically rewards and punishment connected to culture and its development.This is a qualitative study, and we made an approach to use Kathy Charmaz variant on Grounded Theory as a method. Interviews with managers in three different levels at the same department has been done. The study started with Jacobsen & Thorsvik's model, the transformation process to understand how different elements of the organization are connected. Using Schein's three-level model, the questionnaire was constructed. When analyzing the results from the interviews, mainly Ekman's LGSP model and Schein's three-level model was used.During the interviews was it obvious that all managers worked to develop the culture but without greater success. We found the organization had structural problems that made it difficult to develop trust and sometimes managers behaved in a way that was driving the culture in wrong direction according to company strategy. We noticed a widespread unconsciousness amongmanagers on how organizational culture is developed and how they were affecting their coworkers.When those who work in an organization become insecure, the uncertainty makes it difficult to build trust between different units. The uncertainty creates various negative behaviours that drive culture in the opposite direction to the desired.

Digital Transformation (DT) is becoming a comprehensive part of everyday lives. It has become disruptive to the point that it has transformed the way we live, work and interact with each other. One area which has been affected by DT are Public Administrations (PA). DT is changing both the expectations of the performance of PA’s, but digitalization also transforms their objects and processes. To understand how DT affects PA’s, research often addresses external reasoning. This research paper instead explores internal reasoning; that is to say the PA’s organizational culture. It does so by asking what dimensions of Organizational Culture (OC) impacts DT within PA with the conclusion that (1) Communication as a part of OC decelerates DT (2) Competence Development can create acceptance of DT and (3) Social Sustainability holds DT accountable.

There has been a widely held perception for a long time that the automotive industry largely consists of male-dominated professions. It is likely that this association will persist in the future, as there are deeply rooted structures and norms that uphold gender labeling within the automotive industry. The purpose of our study is to investigate women's perceptions of leadership and its impact on gender equality in the Swedish automotive industry. Previous research has primarily focused on the leadership perspective and undermined the experiences of female industrial workers. By focusing on women's perceptions and experiences of their immediate supervisors and their leadership, this study contributes to a deeper understanding of the barriers and challenges that women face within the automotive industry. The concepts of transformative and transactional leadership were used to differentiate different leadership behaviors. A qualitative method, based on semi-structured interviews, was employed to conduct the investigation. The results revealed that leadership has a significant impact on the social work environment, and that transformative leadership can positively influence the male-dominated automotive industry from a female perspective. / Det har länge funnits en vedertagen uppfattning om att fordonsindustrin till stor del innebär mansdominerade yrken. Det är sannolikt att denna association kommer att bestå i framtiden, då det finns djupt rotade strukturer och normer som upprätthåller genusmärkningar i fordonsindustrin. Syftet med vår studie är att undersöka kvinnors uppfattning av ledarskap och dess inverkan på jämställdhet i svensk fordonsindustri. Tidigare forskning har i huvudsak fokuserat på ledarskapsperspektivet och underminerat de kvinnliga industriarbetarnas erfarenheter. Genom att fokusera på kvinnors uppfattningar och erfarenheter av närmste arbetsledare och deras ledarskap, bidrar denna studie till en djupare förståelse av de hinder och utmaningar som kvinnor möter inom fordonsindustrin. Begreppen transformativt respektive transaktionellt ledarskap användes för att särskilja olika ledarskapsbeteenden. För att genomföra undersökningen användes en kvalitativ metod, baserad på semistrukturerade intervjuer. Det framgick av resultatet att ledarskapet har en stor inverkan på den sociala arbetsmiljön och att ett transformativt ledarskap kan påverka den mansdominerade fordonsindustrin positivt ur ett kvinnligt perspektiv

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