Diploma thesis is focusing on the declared and actually perceived organizational culure. Theoretical part defines the concet of organizational culture, focuses on description of individual attributes of the organizational culture and its structure. Attention is paid also to some typologies of the organizational culture, and to an overview of current level of knowledge regarding the area of declared and actually percieved organizational culture. In the empirical part, a case study of a chosen organization has been conducted, attempting to describe given phenomena. Content analysis has been used to study declared organizational culture, actually percieved organizational culture has been measured by OCAI and way of employees' understanding of this phenomenon has been reviewed in transcriptions of interviews with employess. Further, possible areas of future research have been suggested. Keywords: Organizational culture, competing values framework, university, case study

The presented dissertation reports the findings of a quantitative study on shared values of a multinational corporation across its Middle East and Sub-Saharan subsidiaries. The study is based on the Competing Values Framework (Quinn &Rohrbaugh, 1983; Cameron&Quinn, 1999) with 24 shared values superimposed upon the Competing Values Framework (McDonald&Gandz, 1992). The presented work argues that an organisation can increase its competitiveness by understanding its shared value system and by managing the organisation accordingly. In return, the organisation due to an increased competitiveness would realise a competitive advantage by understanding the shared value composition. In understanding the shared values composition one can attract and retain staff due to a greater person organisation fit, which in turn would lead to a reduction in staff turnover, skilling and training cost in return yielding a competitive advantage. The research found that there seems to be a common shift or trend in the Cape Town, Johannesburg and Middle East subsidiaries. The trend is that the subsidiaries value those shared values most that fits into the clan and market culture quadrants with some elements of the adhocracy and hierarchy cultures type resembled. The latter not being as dominant as the clan and market culture types. The Pretoria and Turkey subsidiaries regarded the values of the clan and adhocracy culture quadrants higher than those within the market and hierarchy culture quadrants. This is unexpected to a degree as the subsidiaries are across multiple nations encompassing different cultures. The subsidiaries believe in culture of collaboration and competition with the purpose of group cohesion and the pursuit of objectives. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted

The health system in Abu Dhabi has undergone a series of far reaching reforms during the past six years, yet in spite of the structural transformations, public confidence in the performance of this vital sector is still skeptical at best and employee engagement is still low. The thesis was underpinned by the aim to reveal the challenges in public health system reform outside the context of western administration. This thesis is an attempt to analyse the intricate, multidimensional concept of organisational culture within the complex structure of public healthcare sector in a fast growing economy like Abu Dhabi. Managing organisational culture is increasingly viewed as an essential part of health system reform. Organisational culture in health care organisations has gained increased consideration as an important factor that affects health systems reform and influences the quality of health care. The research project aims to explore the context of health system reform in Abu Dhabi and to understand the organisational culture of the different constituents of its public healthcare sector. Using a multi-method investigation combining both qualitative and quantitative approaches using the Competing Values Framework as conceptual framework, this research aims to provide a critical assessment of organisational culture in healthcare sector in Abu Dhabi. Semi-structured interviews were conducted in the regulator, operator, and three public hospitals prior to the use of a survey instrument based on the Organisational Culture Assessment Instrument (OCAI). The data analysis revealed that the prevailing cultural model of the Abu Dhabi public sector organisations was concurrently governed by hierarchy and market cultures while the presence of clan and adhocracy models was relatively limited. Interesting variations in assessment of clan culture were found between UAE nationals and other nationality clusters. The findings also revealed a desired cultural shift manifested by a higher emphasis on clan and adhocracy cultures and a lower emphasis on hierarchy and market culture. Those results confirm the presence of two opposing or competing cultural dimensions clan/adhocracy vs. hierarchy/market. This research makes a considerable contribution to the sparse empirical studies in health system reforms and organisational culture in the Arab Gulf states, and proposes important explanations and possible solutions to the salient challenges facing the health system in Abu Dhabi.

In 2017, more than 6.9 million employees parted ways with their employer because of voluntary employee turnover, layoffs, or terminations. Emergency call center supervisors who fail to implement adequate job satisfaction strategies experience reduced productivity and increased voluntary turnover. The purpose of this multiple case study was to explore the strategies some southern Ontario 911 call center supervisors used to reduce job dissatisfaction. The conceptual framework supporting the study was the competing values framework. The population included 6 supervisors of 911 call centers in the province of Ontario, Canada, who successfully implemented job satisfaction strategies. Data were collected from interviews with the leaders and documentation. Data were analyzed using Yin's 5-step process. Three themes emerged: provide supportive leadership, create a balanced culture, and provide non-financial rewards. The implications for positive social change include healthy working communities through decreased job dissatisfaction resulting in organizations' greater productivity and provision of services.

The growing interest in sustainability amounts pressure on organisations to operate in more environmentally friendly ways, sparking the need for radical sustainable change. The purpose of this study is to discover what factors and conditions facilitate and hinder organisational learning for sustainability transitions (ST), a topic that has caught recent academic attention and thus needs further interdisciplinary research. The conceptual framework derives inspiration from the Four Factors of Learning for ST whilst the Competing Values Framework and the Three Loops of Learning are used as additional lens to better understand the conditions of learning for ST. The thesis will take a qualitative approach through conducting a content analysis of three company documents and seven semi-structured interviews with employees from a public service agency in Scandinavia currently implementing a transition lab. A descriptive analysis of the coded data highlights the levels of understanding and acceptance towards sustainability transitions from the case organisation and the conditions that facilitate and hinder organisational learning. The results show that the most prominent of the Four Factors of Learning for ST in the early phase of a sustainability transition is interpersonal, followed by material, institutional and intrapersonal. Within these factors, the discussion further highlights the most prevalent sub-codes and themes that reoccur in the data. Moreover, five key findings under the themes of flexibility versus control, resource availability through digitalisation, communication, collaboration and facing complexity using institutional logics were identified as the primary facilitating and hindering factors that promote learning for STs. Finally, recommendations are presented to inform both theory, and practice, as further analysing learning for ST is of high relevance to better understand and design these learning journeys and a more sustainable (organisational) future.

No description available.

Organisational culture is a long debated research field, one that is greatly influential in modern day workspace, possibly deeply affecting organisational performance. This thesis is a case study on Blizzard entertainment from 1997 to 2005, where Blizzard North and Blizzard South, two organisations, existed and worked on some of the company’s most influential games. The authors analysed and inspected the unique culture of each of the organisation, intending to understand the effect of organisational culture on video game development. The analysis is conducted utilising multiple organisational cultural theories and models. Both of the studios' organisational culture is explored in this study and the study aims to show the effect of these organisational cultures in the game development process. The importance of this research lies in studying the connection between organisational culture and the gaming development process. This research is for an audience which takes interest in starting their own company or working in one, people who want to understand how companies work and people who are interested to see different behaviours in different situations. The key findings of this study are about how organisational culture affects different aspects of game development such as design, approaches and relationships between peers.

The purpose of this study is to assess the perceptions of social workers employed in Florida hospitals in relation to the core values of their profession and the alignment of those values within the culture of their current work setting. The conceptual framework for the study was from organizational behavior theory specific to culture, values, and trust. The Competing Values Framework (Cameron & Quinn, 1999) provided a method to distinguish co-existing competing values within an organization. The research findings indicated that 65% of the professional social workers who participated in the study perceived that the core values of their profession are very much in alignment with the written mission statement of their hospital. However, less than half of the respondents (42%) stated the daily business of the hospital strongly reflected the mission statement. The social workers perceived the current culture of hospitals in Florida as being closely clustered among four cultures: clan, adhocracy, market, and hierarchy. However, they would prefer a stronger clan culture and less of a market culture in the future. A large majority (85%) of all respondents communicated that their work assignments allowed them to demonstrate their professional values on a regular basis. However, only 63% stated that they trusted that their hospital valued the knowledge and skills of their profession.

Management scholars have become increasingly interested in the role of organizational context. As part of this trend, research on work climates has thrived. This contemporary climate research differs from traditional approaches by concentrating on facet-specific climate types like service or innovation, rather than general, global conceptualizations of climate. Consequently, the climate literature has become fragmented and disorderly. I seek to remedy this in my dissertation. Specifically, I propose and test an integrated model of work climate that examines both molar and facet-specific climates. Chapter 1 is a review of the organizational work climate literature. This review seeks to review, reorganize, and reintegrate the climate literature. In addition, this review brought to light an issue that hinders the integration of the climate literatures: the literature does not contain a quality instrument for assessing the general characteristics of the molar work climate of an organization. In Chapter 2, I develop a theoretically-driven measure of work climate by drawing on the competing values framework (Quinn & Rohrbaugh, 1983). Preliminary results from three studies suggest that the proposed four-component model of molar work climate appears to be viable. The results indicate the instrument has internal reliability. Further, the results demonstrate discriminant, convergent, and criterion-related validity. In Chapter 3, I propose and test an integrated model of work climate by drawing on bandwidth-fidelity theory (Cronbach & Gleser, 1957). I predict that facet-specific climates will be more strongly related to specific outcomes and molar climates will be more strongly related to global outcomes. Further, I suggest weaker, indirect relationships between molar climate and specific outcomes and between facet-specific climates and global outcomes. The results indicate support for my predictions.

No description available.