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281	領導技能、組織文化、顧客需求知覺、因應金融海嘯策略、顧客滿意、組織競爭力、與績效之相關研究 / The study of leaders' skills, organizational culture, perception of customer need, coping strategies of financial crisis, customer satisfaction, organizational competitiveness, and organizational performance 洪宛廷, Hong, Wan Ting Unknown Date (has links) 本研究係以Sternberg的WICS領導模式出發，探討當領導者具備智慧、實用智力、分析智力、創造力，並將這些技能產生綜效時，是否能形塑組織文化，進而影響組織的顧客需求知覺、因應金融海嘯策略、與顧客滿意等方面的展現，而後對於組織競爭力與組織績效產生影響。此外，本研究亦嘗試發展一整合模式，以提供企業組織做為診斷與發展的重要參考。本研究首先針對六位在職者進行訪談，以釐清研究架構與變項之內涵，並據以進行量表編製或引用相關量表，且以一般企業員工作為研究母群，採立意取樣方式進行樣本蒐集，總計蒐集到327份有效問卷。信效度及因素分析結果顯示，本研究量表擁有良好之內部一致信度(.90~.98)與效標關聯效度(.41~.74)。階層迴歸與結構方程模式驗證研究假設之結果顯示：1.領導技能對於組織文化、組織績效具有正向且顯著的影響、2.組織文化對於顧客需求知覺具有正向且顯著的影響、3.顧客需求知覺對於因應金融海嘯策略具有正向且顯著的影響、4.因應金融海嘯策略對於顧客滿意、組織競爭力具有正向且顯著的影響、5.顧客滿意對於組織競爭力具有正向且顯著的影響、6.組織競爭力對於組織績效具有正向且顯著的影響、7.標竿企業在上述變項皆顯著優於一般與虧損企業。最後，並將訪談結果來驗證研究之假設與架構。綜合而言，本研究採質化與量化兩者得兼之方式來進行研究架構與假設之驗證。總而言之，本研究之具體貢獻為：理論整合與創新、實務應用與發展。除了整合「領導技能、競爭力、績效」之研究外，亦提出創新的顧客需求知覺之內涵，可幫助開啟後續相關研究，並以宏觀角度發展出「領導技能、顧客需求知覺、因應金融海嘯策略、顧客滿意」之整合模式，以提供企業組織變革與發展之依據。 / This study starts with Sternberg's WICS leadership model, investigating the effect of leaders' wisdom, practical intelligence, analytic intelligence, creativity, and synthesized on organizational culture, and perception of customer need, coping strategies of financial crisis, customer satisfaction, and ultimately, on organizational competitiveness, organizational performance. In addition, this study tries to construct a macro model, which assists organizations in diagnosing and developing. This study compiles related scales and use survey method to collect data. Moreover, it chooses employees in enterprises as research population and uses convenience sampling. The total number of effective sample is 327. All questionnaires were factor analysis examined, and confirmed to have highly reliability (.90~.98) and validity (.41~.74). The conclusion drawn from result of hierarchical regression analysis and structural equation modeling analysis indicates:1. leaders' skills have positive and significant effect on organizational culture and organizational performance; 2. organizational culture have positive and significant effect on perception of customer need; 3. perception of customer need have positive and significant effect on coping strategies of financial crisis; 4. coping strategies of financial crisis have positive and significant effect on customer satisfaction and organizational competitiveness; 5. customer satisfaction have positive and significant effect on organizational competitiveness; 6. organizational competitiveness have positive and significant effect on organizational performance; 7. above variables in benchmarking enterprises are significant better than normal and deficit enterprises. Furthermore, this study also applied interview with 6 professionals as a method to gather opinions on variables and confirm the model. Finally, the contribution of this study includes "integration and innovation of theories" and " practical applications". This study proposes the model of leadership, perception of customer need, coping strategies of financial crisis and customer satisfaction from macro view point. It not only initiates follow-up academic studies, but also provides an innovative model for enterprises to change and develop. 領導技能領導者智慧領導者實用智力領導者分析智力領導者創造力組織文化顧客需求知覺因應金融海嘯策略顧客滿意組織競爭力組織績效 Leaders' skills Leaders' wisdom Leaders' practical intelligence Leaders' analytic intelligence Leaders' creativity Organizational culture Perception of customer need Coping strategies of financial crisis Customer satisfaction Organizational competitiveness Organizational performance
282	Who are we and what do we measure? : A case study of the dynamic relationship between performance measurement and organizational identity Källgren, Marcus, Vejbrink Kildal, Adrian January 2022 (has links) Performance measurements have been described as a tool by which management can communicate expected standards of behavior as well as a shared meaning among members regarding the intended direction of the firm. In parallel, the organizational identity field relies on the premise that members can answer the question “who are we as an organization?” through a sense of shared understanding. The purpose of this paper is to investigate the implications a performance measurement system has on the employees’ perception of “who we are“, related to the theoretical framework of organizational identity. This paper utilizes a qualitative research method, a case-based approach of a Swedish life science company which is conducted in an exploratory manner. The case company is chosen due to its contextual setting regarding the newly implemented performance measurement system, along with the inherent characteristics of the industry in general, which is typically considered to be incongruent with such quantitative measurements. The empirical data is collected through eight interviews with members from the chosen case company, as well as through internal documents describing its performance measurement system. The authors propose a revised theoretical framework in which performance measurements and organizational identity are investigated through a conceptual model which explores their dynamic relationship. The findings reinforce well-known ideas of performance measurements and organizational identity, along with providing new insights on the dynamics between them. Keywords: Organizational Identity, Performance Measurement System, Performance Management, Identity-Dynamics organizational identity performance measurement system performance management identity-dynamics PMS HR human resources acquisition change management HR-metrics employee reward system evaluation appraisal organizational performance employee performance perception tracking monitoring organizational culture organizational control medium who we are who we are as an organization qualitative measurement quantitative measurement case study life science organizational members shared understanding we-ness dynamic relationship relationship interrelationship central enduring distinctive CED implications identity-related adjustments top-down initiative strategic initiative strategic sensemaking sensemaking ideational definitional component attributes loose couplings innovation enhancing reinforcing guiding stretching enabling challenging threatening constraining R&D research development idealized identity desired identity Business Administration Företagsekonomi
283	The "Equalizer" Administration: Managerial Strategies in the Public Sector Cavalcanti, Bianor Scelza 08 April 2005 (has links) The purpose of this dissertation is to understand the managerial "action" of public administrators in the management of their organizations within the Brazilian context. The research seeks to understand the relationships between managers and formal management mechanisms by exploring the complementary nature of the effective managerial action in the face of structural deficiencies and flaws, considering the possibility of overcoming the structuralism-subjectivism dichotomy present in the construction of the Theory of Organizations. Initially, the study provides a review of the literature on organizational design. It highlights the "goodness of fit" proposition on strategic choice issues concerning the main organizational variables design and organizational goal attainment. It also calls special attention to the emerging interest of designing theorists on interpretivist approaches to the matter, such that of Karl Weick. A review of the the administrative reforms in Brazil is made from the perspective of the main stream organizational design conceptual framework. It highlights the complex dynamics of a constant search for differentiation and flexibilization subject to patterns of advances and reversals, due to the centrality, strength and pervasiveness of the bureaucratic model. It is concluded that in no single given moment, a public manager and his team, may count on a formal organizational design which attends the"congruency" criteria, devised by organizational design conceptual frameworks, to explain organizational results in different environmental sets. Although this conclusion may explain failure at the public sector, it can not provide understanding on the many instances of significative success attained by government operations in spite of inadequate formal administrative structures. This point calls for a better understanding from the interpretivist approach, on how public administrators, strongly associated with good organizational results, engage into transformative action, in order to superate administrative structures flaws and dysfunctional cultural patterns of conduct, structurally present and constantly reproduced, in vigorous developing countries, such as Brazil. The dissertation transcribes the testimony of four outstanding public administrators, doing a deep incursion in the managerial real world of public administration, as subjectively defined by them and transformed by their engagement into action.Through the thematic version of the Oral History methodology, full segments of the complete interviews are categorized into the thirty two managerial strategies captured which are presented on a recategorized manner under eight main strategies: (1) Interchanging Frames of Reference; (2) Exploring the Formal Limits; (3) Playing the Bureaucracy Game; (4) Inducing the Inclusion of Others (5)Promoting Internal Cohesion; (6) Creating Shields against Transgressions; (7) Overcoming Internal Restrictions; (8) Letting the Structures Blossom. Each one of these eight blocks of strategies presented, deserves further reflexive interpretation by the author, on the light of the interpretivist approach to organizational design. A final effort is made, now on theory building, for improving understanding on the matter. In order to find a significant meaning underlining all the strategies extracted from the "practical consciousness" of the interviewers as revealed in their report, the author resort to a metaphor. This metaphor helps to: (1) better describe and understand a not adequately treated phenomenon, namely, good results under inadequate structural social and organizational conditions; (2) reveal the logic and the meaning underlining all the strategies adopted to generate results under these unfaithful conditions; (3) name, accordingly to the nature of the managerial transformative social action involved, an open ended class of managerial interventions of a pragmatic sort driven by an ethics of results much common to good managers, that is, the concept of "managerial equalization"; and (4) give back to public administrators, represented by the interviewees, to be incorporated in their "discursive consciousness", something the most effective and experienced public managers already have as tacit knowledge built in their "practical consciousness", and so, help the education and development of new talents. / Ph. D. equalizer manager equalizing management unfaithfull structural conditions metaphor discursive cousciousness discourse practical cosciousness tacit knowledge agency intentionality ethics empirical bases improvising equalizing theory building meaning agent desining patrimonialism reflexive interpretation organizing inclusion cohesion transgression corruption clientelism nepotism cognitive maps deponents frames of reference transformative action explanation understanding oral history flexbilization decentralization uniformity conceptual frameworks organizational change goodness of fit organizational results organizational performance differentiation uncertainty Brazil develloping countries administrative reform bureaucratic model centralization organizational design organizational theory interpretivist approach subjectivism funcionalism paradigms cultural patterns reproduction structural flaws public manager public administrator formal management mechanisms Action managerial action public administration and management public sector public policy public programs

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Who are we and what do we measure? : A case study of the dynamic relationship between performance measurement and organizational identity

The "Equalizer" Administration: Managerial Strategies in the Public Sector