With the rapid technological development, the environment faced by the enterprises undergoing rapid change, market-oriented enterprises should seize the opportunity to promote the technological change, process change, organizational structure changes and cultural change, to adapt to not inside and outside of the segment changes in the environment. The change means the transformation of the organization change, means that the break with tradition, a breakthrough for the organization. This study adopts the case study method of qualitative research, through depth interviews with change leaders, and the interview data collection and analysis of organizational culture, leadership style in organizational change, the impact on the effectiveness of organizational change, results in the following the study found that: the success of organizational change to a large extent depends on the company's transformation strategy, determination and leadership style of the leader, the process of implementing change in organizations within the distribution of benefits and the power of the concept of change and organizational structure. A good organizational culture is helpful to implement the organizational change. So the organizational culture have obviously influence to the active change attitude and the ordinary change attitude. and organizational change strategies to adapt to the success or failure of the changing external environment, will directly affect the business change. First, the change leader to obtain top management support, Second, grasp the core personnel, the establishment of organizational change team. Third, in the change process, create a new corporate culture. With the change objectives and strategies to develop a management system. Keywords: organizational change, organizational culture, leadership style, power

This study explores the extent to which organizational culture and operational environment influence the leadership activities of an organization in the midst of significant organizational change and whether culture drives leadership development or vice versa. After exploring several different leadership theories, the study focuses on the concepts of transformational leadership as the theoretical foundations for the leadership component of the research. Likewise, the study builds on organizational theory and sociological foundations to focus on the work of Schein and Hatch for organizational culture, and Schneider for key concepts used in the development of person-organization fit. The research in this study concentrated on the manufacturing organization of a large, well-known company based in the US. This organization is in the midst of considerable organizational change in response to upheavals in its markets, its technology, and its manufacturing strategy. Research was conducted through collection of data from public sources, review of internal organization documents, a survey of perceptions of the organizational culture held by the staff, and detailed interviews with a cross section of the professional and managerial staff involved in the leadership development process. The results of the research and analysis showed that despite strong efforts by executive leadership and developing leadership at all levels to create a more compassionate organizational culture, the crisis facing the organization caused even the most committed and well-meaning individuals to revert to a cultural norm of a driven, results-oriented organizational culture. The interviews and survey data led to conclusions that culture change is a long term effort; that it requires executive leadership commitment, vision, and constant communication to reinforce the vision; and is best addressed through leadership development in the younger staff with less personal investment in the status quo.

The purposes of this study were the relationship among Organizational Culture, Job Characteristics, and Organization Citizenship Behavior in the Aviation Industry of Taiwan. The questionnaire survey was adopted for the study. The samples included 1,000 employees who worked in aviation industry of Taiwan. The data were analyzed by the following statistical methods¡GStatistically analyzed, T-test, One-way ANOVA., Pearson product-moment correlation, multiple regression and hierarchical regression statistical techniques. The main findings in this study were: a. Organizational Culture and Organizational citizenship behaviors had positively correlation. Particularly, Innovative Culture had the best correlation with Organizational citizen behaviors. b. Organizational Culture had direct effect on Organizational citizen behaviors. Particularly, the influence of Innovative Culture had the notable effect on Organizational citizen behaviors.The Innovative Culture had significant prediction on the Conscientiusness, Civil Virtue ,Altrusim, Courtesy. c. Job characteristic and Organizational citizenship behaviors had positively correlation. Particularly, The Feedback of Task had the best correlation with Organizational citizen behaviors. d. Job characteristic had direct effect on Organizational citizenship behaviors.The Feedback of Task had significant prediction on Courtesy. The result showed that if the organization emphasizes the Feedback of Task in the work design, then staff's Courteous aspect displays can be higher. e. Job Characteristics and Organizational citizenship behaviors had positively correlation. Particularly ,Supportive culture had the best correlation with Dealing With Other. f. Job Characteristics had direct effect on Organizational Culture.Particularly, Autonomy had significant prediction on Support culture.It showed that organization culture was Support culture , then the staff¡¦s Autunomy aspect dispalyed higher. g. The result of interacted effect between Job Characteristics and Organizational Culture on the effectiveness of Organizational citizenship behaviors had partirlly direct effect. ¡]a¡^ Supportive Culture:When the airline was in the Support culture, its work Automomy higher, its staff ¡¥s Sportsmanship could be higher. ¡]b¡^ Innovative Culture: If the airline was in the Innovative Culture, when it adopted the high Feedback of Task, then the staff had more Altrusim. ¡]c¡^ Bureaucratic Culture:When the airline was Bureaucratic Culture, the higher Feedback of Task was adopted , the more Courtesy of staff ¡¥s behavior. Based on the above conclusions, this study offers some suggestions as the references for managers in Aviation Industry and researchers.

Organizational Change has become a maintrend nowadays, due to the influence of globalization, customer need, technology innovations and the convenience of information acquisition. By reviewing relative literature extensively, it is found that the research on how organizational culture and organizational learning affect organizational change is very seldom, thus this research is intended to aim at this topic finding out if there is any relationship. The questionnaire is distributed to 400 employees from four companies, 178 pcs questionnaire is returned, and 103 pcs complete questionnaire is analysised. After examining the reliability and validy by cronbach alpha and factor analysis, this research do the analysis of variance and multiple regression, and finally finding out the following conclusions, 1. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 2. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§subjective acceptance.¡§ 3. Employee¡¦s perception to organizational culture ¡§innovations¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 4. Employee¡¦s perception to organizational culture ¡§teamwork¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 5. Employee¡¦s perception to organizational culture ¡§customer orientation¡¨ has a sigificant positive effects on their resistance to change of ¡§objective identity.¡§ 6. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and marketing & sales dept. show low level resistance to change in ¡§subjective acceptance.¡§ 7. Compare to employee¡¦s attitude of production and manufacturing dept., employee¡¦s attitude of information technology dept. and research & development dept. show low level resistance to change in ¡§objective identity.¡§

Humor is usually associated with trivial or non-serious banter; it is however a significant factor in the construction of organizational culture. This work provides an experience based organizational account of how organizations are produced and reproduced, as well as how organizational interaction is coupled with structure. This dissertation is based on two ethnographic studies: the first, a year-long study of a hotel kitchen, and the second, a three-year study of a private boarding school. This long term examination of an organization??s interaction is used to illustrate how organizational interaction produces the duality of organizational structuration overtime. An ethnographic communication-focused approach provides methods for recognizing multiple sites and levels of the Structuration process. As a result, this approach provides a major contribution to understanding the process of Structuration through agents?? actions in the context of their organizational culture.

This study is motivated by a desire to understand the role of boundary spanners in creating satisfactory alliance. Specifically, the relationships between organizational culture, boundary spanner, and alliance performance were examined. In general, results from an empirical investigation with 116 alliance experiences supported the notion that alliance partners with higher similarity of organizational culture perceived higher alliance performance. By the same token, higher capabilities of boundary spanners lead to higher alliance performance. Furthermore, the relationships between the organizational culture and alliance performance were mediated through their boundary spanners¡¦ capability.

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Purpose: The purpose of this study is to examine how and if an organization is using the phenomenon Corporate Storytelling as a toll for communication to spread internal culture to new employees. Method: This paper is based on a qualitative approach where semi structured interviews together with computer-aided interviews are used for data collection. We applied theories from scholars and scientific research to form a theoretical framework, which we analysed together with the empirical data that been gathered. Conclusion: Through our analysis we have come to the conclusion that Corporate Storytelling is a complex concept that is not used with awareness of the organization leader when the internal communication concept is designed. According to one of the results from the essay we have been able to identify the need a formal use of Corporate Storytelling as a communication tool and that the need is increased with the amount of employees in an organisation and according how long the organization has been existing. The stories need to be true and reliable to create the right message and for the employees to be able to establish in the reality of the organization. Another conclusion that is made out of this paper is that during the recruitment process the use of Corporate Storytelling can contribute to a faster and more effective process to be implemented in the organization culture. The benefit of a shared culture increased the value of well-being and leads to a longer employment and reduces the risk to recruit the wrong person.

Ledaren har en avsevärd påverkan på medarbetarens prestationsförmåga ocharbetstillfredsställelse. Stöd är en kommunikationsaspekt som främjardelaktighet, tillfredställelse och prestationsutveckling för individen, menbidrar också till företagets lönsamhet. Första delstudien undersökersambandet mellan ledares kommunikationsförmåga och medarbetarnasprestationsförmåga. Data insamlad i interkulturellt, industriellt företag i sexländer, tre världsdelar (N=2568). Resultatet visar ett signifikant sambandmellan ledarens kommunikationsförmåga och medarbetares prestationsförmåga.Ifrågasätta predicerar medarbetarnas prestation i störstutsträckning i fem av sex länder. Att bli konstruktivt ifrågasatt av sin ledarebidrar till individuell prestationsutveckling. Delstudie två undersöker vilkenav ledarens kommunikationsaspekter som bäst predicerar medarbetarestillfredställelse med ledaren. Data insamlad i utbildningsväsendet ikommun, norra Sverige (N=119). Mätinstrumentet inkluderade LMX-7,samt items om frekvens och kvalitet. Resultat visar att Stöd predicerar engod utbytesrelation. Medarbetaren måste känna stöd från ledaren för attuppleva en god relation/kommunikation. Den viktigaste aspekten avkommunikationen är att stötta och ifrågasätta medarbetaren.

Darbo tikslas: Įvertinti organizacinės kultūros formavimosi veiklą sporto organizacijoje. Darbo uždaviniai: 1. Išanalizuoti organizacinės kultūros teorinius aspektus. 2. Atskleisti esminius veiksnius formuojančius organizacinę kultūrą. 3. Įvertinti organizacinės kultūros formavimosi veiklą sporto organizacijoje. Tyrimo objektas. Organizacinės kultūros formavimo veikla. Tyrimo metodika. Buvo sudaryti 53 teiginiai, remiantis S.Fazli ir A.Alishahi 2012 metais darytais tyrimais Teherano (Iranas) organizacijose. Šie teiginiai buvo suskirstyti į 11 grupių pagal F. Z Jaghargh, H.Ghirbanpanah, S. E. Nabavi, A.Saboordavoodian ir Z. Farvardin (2012) atliktai tyrimais Mašado (Iranas) organizacijose, kad įvertinti organizacinę kultūra pagal šias 11 grupių: inovacijos ir pasirengimas rizikuoti, vadovavimas, vientisumas, vadovavimo parama, kontrolė, tapatumas, premijų sistema, konfliktų kompromisai, komunikacijos būdai, tobulėjimas, taisyklės. Išvados. 1. Organizacinė kultūra, tai savotiška ideologija, kurios pagalba pasiekiami tikslai. Jos esmė tokia, kad panaudojant tam tikrus simbolius, sukūrus tam tikras vertybes ir normas, atspindimos visos organizacijos narių bendros nuostatos, kaip reikia dirbti, kad organizacija klestėtų ir patenkintų jų (visų org. narių) poreikius. 2. Organizacinė kultūra gali formuotis savaime, veikiama išorinių ir vidinių veiksnių, arba ji keičiama dirbtinai, organizacijos darbuotojams, ir ypač vadovams realizuojant atitinkamas priemones. 3. Įvertinus... [toliau žr. visą tekstą] / Aim ot he study.: Assess the organizational culture of sports activities in the organization. Objectives: 1. To analyze the theoretical aspects of the organizational culture. 2. To reveal the key factors shaping the organizational culture. 3. Assess the organizational culture formation sports organization. Methods. . The study object. Organizational culture of activity. It was up 53 statements based on S.Fazli and A.Alishahi performed studies in 2012 Tehran (Iran) organizations. These statements were divided into 11 groups according to FZ Jaghargh, H.Ghirbanpanah, S. E Nabave, A.Saboordavoodian and Z.Farvardin of studies conducted in Mashad (Iran) organizations, to assess the organizational culture under the 11 groups (innovation and risk-taking, leadership, integrity, leadership, support, control, identity, bonus system, conflict compromise, communication techniques, development, rules). Conclusions. 1. Organizational culture is a kind of ideology, that allows achieving the objectives. Its essence is that the use of certain characters, the development of certain values and norms reflect all members of the organization general provisions on how to handle the organization to flourish and meet their needs. 2. Organizational culture can form spontaneously under the influence of external and internal factors, or it is replaced by an artificial, employees of the organization and, in particular managers realize the measures. 3. The assessment of organizational culture in the... [to full text]