Thesis (Ph. D.)--University of Washington, 2002. / Vita. Includes bibliographical references (leaves 231-237).

This ethno-historical undertaking captures the story of the implementation of one major US city's first and only single-sex public school and the consequent shaping of the school culture according to its unique context. A comprehensive literature review demonstrates race, socioeconomic status, gender, sexuality, and other contextual factors are important considerations when probing educational access and achievement and the development of school cultures. Moreover, principals -- their individual attributes and the cultures they create -- are key to understanding and interrogating equitable practices in schools. Findings substantiate the complex interface between historical, political, and socio-cultural contexts, stakeholder decision making in the ethnographic present, and the enactment and negotiation school culture vis-à-vis the intersectionalities of student identities. Findings suggest the conditions that facilitated the high achievement of the students in this study might be transferred under the right conditions including: a balance of strong leadership and principal and teacher autonomy; the enduring belief that any student can and will learn; a rigorous, non-segregated, college prep program, and; an informal curriculum that prepares students for academic and professional cultures. Findings also bring to the fore important considerations that must be addressed by practitioners and policymakers alike; specifically, students' difficulties concerning the "burden of acting white" and the "burden of acting straight." Finally, findings from this study suggest single-sex public options can be done legitimately and effectively but additional safeguards must be implemented by the US Department of Education to ensure both male and female students' civil rights are protected. Additionally, while some magnet schools such as the one studied are local sites of resistance that play a liberatory role for those distinctively involved, one cannot surmise that such local efforts -- which may be viewed by some as a site of relative privilege -- can alone overcome the serious striations that exist in the greater society. / text

Darbo tikslas: Atskleisti N ligoninės kultūrą slaugytojų požiūriu. Darbo uždaviniai: 1. Ištirti N ligoninės organizacijos kultūros veiksnius. 2. Palyginti skirtingą stažą turinčių slaugytojų požiūrį į N ligoninės organizacijos kultūrą. 3. Paruošti veiksmų gaires, siekiant stiprinti N ligoninės organizacijos kultūrą. Tyrimo metodika. Tyrimo objektas. N ligoninės kultūra. Tyrimo metodai. Tyrimo instrumentarijus remiasi Denison (2000) parengta metodologija. Organizacijos kultūros modelio pagrindą sudaro keturi kultūros bruožai: įsitraukimas, nuoseklumas, adaptyvumas ir misija. Išplatinta 150 anketų, atsako dažnis 97,3 %. Statistinės analizės metodai: Duomenų analizei panaudota statistinio duomenų analizės paketo SPSS 13,0 versija. Nustatyti skirtumams tarp kelių skirtingų grupių buvo taikomas Kruskal-Wallis testas. Hipotezės apie dviejų požymių nepriklausomumą buvo tikrinamos naudojant chi kvadrato (χ²) kriterijų. Kintamųjų reikšmėms palyginti buvo naudojami procentinių dažnių 95 % pasikliautinieji intervalai. Rodiklių skirtumai laikyti statistiškai reikšmingais, kai p<0,05. Įvairiems vertinimams palyginti buvo skaičiuojami empiriniai vidurkiai ir standartiniai nuokrypiai. Rezultatai. N ligoninė turi vidutinį įsitraukimo laipsnį (įverčio aritmetinis vidurkis - 2,93 balo iš 4 galimų), vidutiniškai išreikštą nuoseklumą (įverčio aritmetinis vidurkis - 2,78 balo iš 4 galimų), adaptyvumą (įverčio aritmetinis vidurkis - 2,77 balo iš 4 galimų), misijos pojūtį (įverčio aritmetinis... [toliau žr. visą tekstą] / Aim of the study. To evaluate opinion of nurses about N hospital organization culture. Objectives: 1. To analyze factors in N hospital organization culture. 2. To compare viewpoint of nurses with different experience to N hospital organization culture. 3. To prepare action guidelines to strength N hospital culture. Methods. The study object - N hospital culture. Research instrumentations are based on Denison (2000) methodology. Model basement of organization culture consists from four culture elements: involvement, consistency, adaptability and mission. Circulated 150 questionnaires, responserate 97.3%. For data analysis statistical data analysis program SPSS 13.0 version was used. To define differences between some different groups was used Kruskal-Wallis test. Hypothesis about independence of two features was checked by using chi quadrat (X) canon. To compare variables was used percentage frequency 95% reliance intervals. Index differences counted statistical weighty, when p<0.05. To compare different rating was counted empirical averages and conventional declination. Results. N hospital has average involvement degree (mean - 2.93), average worded consistency (mean - 2.78), adaptability (mean - 2.77), mission sense (mean - 2.77). Nurses with working experience till 1 year, the same as nurses with experience 20 and more years, had more worded opinion about organization culture. Nurses with working experience 2-5 years and nurses with experience 16-20 years organization... [to full text]

Magistro darbo tikslas – ištirti organizacijos kultūros formavimo aspektus Šiaulių miesto gimnazijose, panaudojant Organizational Culture Assessment Instrument (OCAI), sukurtą K. S. Cameron ir R. E. Quinn. Darbe išanalizuoti ir susisteminti įvairių Lietuvos ir užsienio autorių darbai ir tyrimai organizacijos kultūros formavimo bei keitimo klausimais. Buvo pastebėta, kad organizacijos kultūra turi ypatingą reikšmę organizacijai, jos veiklos efektyvumui, strategijai, įvaizdžio formavimui. Taip pat pabrėžtinas ypatingas vadovo vaidmuo organizacijos kultūros formavimo bei keitimo procese. Ištyrus Šiaulių miesto gimnazijų vadovų bei darbuotojų nuostatas apie organizacijose dominuojantį kultūros tipą, autorės suformuluota primoji hipotezė pasitvirtino iš dalies: visose gimnazijose be klano kultūros pastebimas ir kitų kultūrų dominavimas; antroji hipotezė pasitvirtino: pastebimas visų vadovų pritarimas adhokratinei kultūrai ateityje. / The aim of this paper is to analyze the aspects of shaping organizational culture in Šiauliai gymnasiums using Organizational Culture Assessment Instrument (OCAI), developed by K. S. Cameron and R. E. Quinn. Works and researches of Lithuanian and foreign authors on the issues of shaping and changing organizational culture have been analyzed and systematized. It should be noted, that organizational culture has a special influence on organization, its performance and effectiveness, strategy, and image formation. Also, a specific role of leaders in the process of shaping and changing organizational culture should be emphasized. Having accomplished attitudes of Šiauliai gymnasiums leaders and personnel towards dominant type of culture in the organizations the first hypothesis has been proved partly: apart from clan culture dominance of other types has also been noted; the second hypothesis has been proved: all leaders approve of adhocracy in the future.

Magistro tikslas – ištirti statybų organizacijos kultūros formavimo aspektus. Darbe išanalizuoti ir susisteminti įvairių Lietuvos ir užsienio mokslininkų darbai organizacijos kultūros formavimo ypatumų klausimas, organizacijos kultūros funkcijos, lygiai bei tipai. Ištyrus UAB „Beržas“ darbuotojų nuomonę apie organizacijos kultūros formavimo veiksnius, suformuluota hipotezė, kad organizacijos kultūra yra stipri pasitvirtino iš dalies: kai kuriuos aspektus darbuotojai įvertino nepalankiai. Magistro darbo pabaigoje pateikiamos išvados ir rekomendacijos. / The aim of paper is to analyse the aspects of organization culture formation in construction company. Works and researches theoretical peculiarities of different Lithuanian and foreign authors on the issues of culture formation, organization culture functions, levels and types. The opinion of UAB „Beržas“ employees about organization culture formation showed that master‘s work hypothesis has been proved partly: organization‘s members some aspects appraised in negative way. There are some findings and recommendations in the end of the master‘s work.

In a world where everything from dating to shopping to conducting business can be performed online, competitive sport has remained an activity in which its online component is mostly relegated to news, chat or fan forums, or fantasy-league interactions. The physicality of competitive sports does not lend itself to an online format—until now. CrossFit (CF) is one of the fastest growing new fitness programs in the world, and is based largely on online communities and networks. In 2011, CrossFit Incorporated (CF Inc.), the creator of this worldwide fitness network, conducted the world’s largest online CF sporting competition, where individuals recorded their performances online for public consumption, interaction and judging. Over 25,000 individuals and teams from around the world participated in 2011 which relies heavily on participation and feedback, trust, social media and networking for its success. By uncovering the essential components of the unique operating community of CF through analysis of quantitative data, in-depth qualitative interviews, and textual analysis, this paper suggests a model for producing a successful global sporting event online and discusses whether it may be applied to other athletic organizations to increase their worldwide exposure and increase members access to global opportunities. Findings determined a mix of criteria including attracting and retaining like-minded individuals through a strong focus on cohesion, inclusion, and competition; strong local autonomy and control; and a willingness on the part of members to promote the sport for the perceived wellbeing of others as necessary to a strong, effective online component in facilitating global competition online.

Att företag tar fram kärnvärden som ett sätt att ge de anställda riktlinjer för hur de ska agera inom företaget blir allt mer vanligt, men fyller dessa kärnvärden till fullo den funktion i företaget som de är framtagna för? Syftet med denna studie har varit att ge en bild av hur ett specifikt företag, i denna studie Peab, arbetar med att förmedla sina kärnvärden och hur de anställda uppfattar och förhåller sig till dessa värden. För att få fram viktig bakgrundsinformation gjordes det en dokumentgranskning av det material som har tillhandahållits från Peab gällande deras kärnvärden och hur de arbetar med att förmedla dessa. I denna studie har en kvalitativ ansats valts och det genomfördes sex semistrukturerade intervjuer med två olika yrkeskategorier inom företaget, som i denna studie benämns som chefer och yrkesarbetare. Studiens resultat visar att den information som ges kontinuerligt till Peabs medarbetare skiljer sig åt beroende på vilken av de två ovannämnda yrkeskategorierna de anställda tillhör. Detta leder i sin tur till skilda uppfattningar om vad kärnvärdenas uppgift är i företaget och hur hög graden av överensstämmelse är mellan respondenternas egna personliga värderingar och kärnvärdena. / That organizations develop core values as a way to give employees guidance on how to act in the company becomes more common, but are these core values filling the function of the company as they are developed to do? The purpose of this study was to provide a picture of how a specific company , in this study, Peab, is working to convey their core values and how employees perceive and relate to these values. In order to obtain important background information, a document review was made of the material that has been provided from Peab concerning their core values and how they work to convey them. In this study, a qualitative approach was selected and six semi-structured interviews was carried out with two different professional groups in the company, which in this study is referred to as managers and skilled workers. Our result demonstrate that the information given continuously to Peab employees differ depending on which of the above two occupational categories the employees belong to. This in turn leads to different perceptions of what the core values role are in the company and how high the degree of agreement between respondents' personal values and the core values are.

The purpose of this action research study was to understand the research training climate in anesthesiology at the University of Saskatchewan, and to collaboratively determine strategies for addressing persistent challenges to resident research training. Whilst there have been a number of published research training programs, influence over priorities has been top-down. Medical educators have lacked a model for collaboratively enhancing the research climate for trainees in anesthesiology. A three-phase, sequential mixed methods design was employed. In phase one, residents completed the revised Research Training Environment Scale as a quantitative measure of the research climate. In phase two, ten residents and six faculty mentors participated in semi-structured interviews to explore the underlying reasons for lower-scored items, and to generate suggestions for improvements to guide three simultaneous action research cycles. An advisory group collaboratively decided upon three actions for improvement of the research training climate. Phase three followed the initiation of three simultaneous action research cycles to reflexively evaluate the impact of these actions. The use of action research to identify shortcomings, generate solutions, and collaboratively choose actions for improving the research training program inspired changes to the research climate including: 1) the addition of research presentations by senior residents and faculty mentors at the research orientation for first-year residents to enhance communication of ongoing and new research ideas, and provide earlier exposure to faculty, 2) the creation of an online repository of research resources for enhanced communication of research ideas and to offer examples of past study-related documents, and 3) the encouragement of resident collaboration by offering a range of options such as involvement in individual projects, new team projects, and ongoing projects. Furthermore, during the course of this research, residents and faculty engaged in reflection-on-action and highlighted several additional suggestions for future action research cycles. This research offers two main contributions to theory. First, this study produced a model whereby action research could be used by others in pre-existing resident research training programs. Second, this study further conceptualized research culture in one postgraduate medical education, specifically by elucidating some of the underlying assumptions that formed the essence of the culture.

Based on previous research readiness for strategic change has found to impact employee commitment and flexibility positively, by increasing the willingness to embrace and adapt changes faster. However, the relationship has mainly been investigated within the health care industry or from a national perspective, but lacks empirical research taking organizational culture into account. This study aims to investigate the relationship between readiness for strategic change, employee commitment and flexibility, with organizational culture as a moderating factor. The survey was conducted at an organization belonging to a multinational company including participants in four different countries. The results only showed partial support for the investigated relationship, and significant differentials between areas was also found to be present. A main finding was the major impact by organizational culture for employee commitment and flexibility at the presence of strategic changes.

The purpose of this thesis is to develop an understanding of the change in values, seen through company culture, experienced by a family business when the leadership transfers from the founding family to an external CEO. In a family business, strongly rooted family values are reflected by the very nature of the organization they have created. If a family member is the successor of a healthy and grow-ing family business, the successor should by default share most of the incumbent‟s personal values and as such be able to keep the organization on its current track. However, it is not possible to completely evade the possibility of mis-matching values, and this issue lingers and is even more pressing when the company is faced with an external leader. By conducting a qualitative multiple case study with semi-structured interviews on two Swedish family businesses, and then performing a case analysis through pattern matching, we attempted to answer if the family business‟ values, in the sense of organizational culture, change in relation to the change to external leadership, seen from an employees‟ perspec-tive. We also sought to answer why the organizational culture changes or not in relation to the change to external leadership, and what role the personal values of the leader play. From our analysis, we could conclude that the organizational values do change, even if only slightly, and that the reason for this is the fact that the external CEOs does not have iden-tical personal values to the founding families/owner. The pattern was found that recruiting an external leader enhances the value of efficiency in a company, and that the leader‟s per-sonal values reduces the resistance to change, influence the organizational culture and sub-sequently makes it change, given that the leader is an accepted part of the company‟s power structure. It would be beneficial to, in future research, connect our study one step further back in the causality chain and look at how previous experiences of the external CEO in-fluences the organizational culture.