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My aim in this thesis is to improve understanding of the contributions of organizational climate to organizational effectiveness. Climate is defined as the shared perceptions of the work environment (Schneider & Reichers, 1983). First, I developed and empirically validated four targeted climates ??? climates for involvement; mission-alignment; consistency; and adaptability ??? reflecting a broad range of management perspectives. These climates are based on Quinn and Rohrbaugh???s Competing Values Framework (1983a), and extend the work of Patterson et al. (2005). Using secondary data from 2027 business-units from diverse industries, worldwide, these climates were, as expected, inter-related, yet distinct. Second, I explored the relationships between multiple climates and stakeholder outcomes (staff motivation, perceived customer loyalty and perceived business performance) using structural equation modeling and discriminant function analysis. Separate but matched manager and employee samples from 620 business-units were used to assess relationships linking the four climates and three effectiveness outcomes within a single model. The findings indicated that employees??? perceptions of workplace characteristics influence important organizational outcomes. Overall, key findings were: (1) a climate for mission related directly to perceived business performance; (2) climates for consistency and adaptability both related to higher business performance through their positive link with customer loyalty; (3) a climate for involvement also related to business performance, but only when the context was uncertain; (4) while climates for involvement and mission related to staff satisfaction, staff satisfaction did not uniquely predict business performance; (5) the most effective business-units, with high scores on all three outcomes, had a balance of high levels of all four climates. The thesis discusses the implications of these results for both theory and practice, as well as suggestions for future research. In particular, the comprehensiveness and empirical integrity of this multiple-climates model indicates its potential to provide new insights about the relationships between perceived organizational characteristics and outcomes. Furthermore, my research suggests that organizations can foster high levels of all four climates concurrently, and in doing so achieve better outcomes for a diversity of stakeholders. This has implications for change management: specifically that organizations should embed and integrate multiple approaches concurrently rather than move from one to the next.

Despite the large number of studies that have examined the antecedents of organisational commitment, the investigation of the influence of organisational culture and subculture on commitment is noticeably absent. The aim of this thesis is to examine the effects of both organisational culture and subculture on organisational commitment. Other measures which have been shown to be related to either organisational commitment or organisational culture are also included in the study. These are leadership style, job satisfaction and demographic variables such as age, education, years in position and years of experience. Recently, multivariate studies have examined the causal relationships between a variety of different variables and organisational commitment, and a number of these have concluded that the effects of these variables on organisational commitment were mainly mediated by job satisfaction. The data gathered in the present study is examined to determine if it is consistent with job satisfaction fulfilling such a mediating role between commitment and the other variables in the study. Also, a multi-dimensional measure of job satisfaction is employed in the present study and the effects of the different job satisfaction components on commitment are investigated. The subjects used in this study were nurses working in different hospital settings. A questionnaire survey was used which was complemented by semistructured interviews. A total of 398 questionnaires were distributed to nurses in seven hospitals, from which 251 completed questionnaires were returned (63.5% response rate). The sample was obtained from three general public hospitals, two private hospitals and two psychiatric hospitals. Correlational and regression analyses were used to investigate the relationships between nurses' commitment to their wards and the other variables measured in the study. A causal model of commitment was developed using a multiple regression analysis in which the role of job satisfaction in mediating the causal link between commitment and the other variables was explored. It was found that organisational subculture had a greater impact on commitment than organisational culture. Innovative and supportive subcultures had a positive effect on commitment and a bureaucratic subculture had a negative effect on commitment. The leadership style variable, consideration, also exerted a relatively strong influence on commitment when compared with other variables included in the study. The results of this study also revealed that the job satisfaction dimensions with the strongest associations with commitment were the control, professionalism and interaction dimensions, which represent intrinsic factors of job satisfaction or those related to higherorder needs in Maslow's (1943) hierarchy. Age showed a direct positive influence on commitment. However, the level of education, years in position and years of clinical experience failed to showed any impact on commitment. Thus, the results of this study are not in agreement with causal models (such as that proposed by Williams and Hazer 1986), in which the influence of various antecedents on commitment are totally mediated via their influence on job satisfaction. The effect of the culture and leadership style variables on commitment was found to be significantly reduced, but not totally eliminated, after statistically controlling for the job satisfaction variables. Finally, in relation to the different hospital groups, the results showed that private hospitals had the strongest bureaucratic ward culture when compared to general public and psychiatric hospitals. The most innovative ward culture was found in general public hospitals and the most supportive ward culture was found in psychiatric hospitals. These findings were contrary to expected outcomes.

It is difficult to generalize the interconnection of the three themes when using a qualitative method. But the analysis made for each theme and conclusion is both interesting and informative. Throughout the thesis focus will be on the three cross-cutting themes that constitute our purpose. These themes are: Globalization, Expansion and Corporate Culture, and we will look into their interconnection. Focus will be on how IKEA handles external changes, changes due to globalization and expansion, and how these issues affect the corporate culture of IKEA. Everything will then be compiled in chapter six, where we also created a model to demonstrate our own conclusions.

Save energy, reduce carbon and environmental protection issues are now highly concerned in the world. To be a citizen of the world, every enterprise should proceed with environmental management and corporate greening no matter for the purpose of fulfilling the corporate social responsibility or making profits. Green corporate culture is the foundation of developing green corporate and core of green business modle. Therefore we interviewed 7 companies which have good perfornmance on the corporate greening, to look into what actions they took to promote the green values and change the employees¡¦behaviors in order to set up green corporate culture. We found the stronger the green values of the top management team, the more resources they invested to set up green corporate culture, and the more apparent on the atmosphere of the green corporate culture. Besides, in the aspect of industry difference, the company which is close to downstream value chain, belongs to new development industries, or with more capital, invested more to set up green corporate culture.

Abstract The researchers because of their loved ones died ten years ago¡A thinking about the meaning of life¡A began to put the For Guang Shan branch of the international service activities. The spirit of "Buddha Heart" vow¡A For Gang Shan International branch of the service routine service work in groups¡A how each branch of the leaders in the "missed the Merciful¡A Compassionate with the body¡A" the spirit¡A the prevalence of the face of increasingly utilitarian and rational thinking prevails¡A the general Chapter leaders have their work during the day and personal life stress¡A in the face without the dedication to the job process¡A leaders in addition to the normal daily operations to maintain and promote activities to promote the chapter¡A the problem may have groups of people bother to deal with outside communication the other individual leaders as sacrifice¡A self-sacrifice of many leisure time¡A they must meet the Federation's supervision and evaluation mechanism¡A these are all leaders have to face many challenges. Peter Drucker in the "changes of the era of management" (Managing in a time of great change)¡A a book mentions "non-profit organizations may become a social sector¡A like its importance in the public sector's government¡A the private sector of the enterprise. "Buddha's Light International is affiliated non-profit organization; we are facing a flood of knowledge-based economy¡A as management guru said:" knowledge-based society¡A the social challenge¡A who will respond? correct The answer is not government¡A not employing organization¡A but another kind of independence¡A the new social sector - nonprofit and for-profit organization ... it seems to play another important point¡A that is to bring back civic responsibility (citizenship) "and Peter Drucker talks about civic responsibility¡A not the doing is a political vote and pay taxes¡A but to enter the non-profit organizations as a volunteer¡A to become citizens. The citizens of this community is once again against the social order¡A social values¡A social behavior and social vision of influence¡A so that our society is not the same. The main research method is to take qualitative research analysis¡A impact the leaders of For Guang Shan branch leading into the plight of the main factors. The main purpose of this thesis is to look forward to the international branch of For Guang Shan leaders as leaders in the post¡A they face day to day management and branch management may face ethical dilemmas¡A organizational issues related to the dilemma faced by the analysis and discussion For Guang Shan branch of the future leaders of succession management issues and put forward constructive and strategic management with insights and recommendations and look forward to the follow-up series of academic research into non-profit organizations¡A another echo of the management guru Peter Drucker words: "non-profit organizations should focus on the mission¡A" the daily continued to improve to reach Buddha's Light International common mission.

Save energy, reduce carbon and environmental protection issues are increased concerned in the world. To be a citizen of the world, every enterprise should proceed with environmental management and corporate greening no matter for the purpose of fulfilling the corporate social responsibility or making profits. Become the goal of the origination for the sustainable. Green corporate culture is the foundation of developing green corporate and core of green business model. Therefore we interviewed 5 ompanies which have good performance on the corporate greening, greening innovation, they both have advantage for the corporate. We found the greening culture more longer , then it effect the employee more , and clear found it on the employee behavior, attitude. We found one more interested thing, for the greening innovation, technical guidance corporate, more focus on the greening product than greening process.

Research on person-organization fit suggests that a good fit between individual and organizational values results in positive outcomes for individual¡¦s behaviors and attitudes. If an organization has a ¡§strong culture¡¨ with a ¡§good fit¡¨, beliefs and behavior, it normally demonstrates a high level of corporate performance. Therefore, organizations attempt to influence their members, inspire individuals to think and to act in accordance with organizational interests by practice. The purpose of this study was to investigate the effects of the ideology of practical management on person-organization fit and employee's effectiveness. Questionnaires, based on the interviewee data fields used and the key factors resulting from the original quantitative studies, were developed and tested in 2002. The subjects in the study were the realtors beyond one year experience in Taiwan¡¦s largest real estate agency company. A total of 484 questionnaires were distributed. Of which 341 were valid. Data collected from the questionnaires was analyzed using reliability analysis, correlation analysis, and regression analysis. The results of the research were as follows: 1. There was a significant positive correlation between the ideology of practical management and person-organizational culture fit. 2. Perception model of the ideology of practical management had a significant positive influence on person-organizational culture fit. 3. No significant relationship between personal-organizational culture fit and employee's effectiveness. According to these findings, we propose suggestions for increasing cultural fit and reducing cultural differences between individual and organizational values.

As step of the internationalization being becoming riper, enterprise trend towards competition, how recruit, employ with retaining the office outstanding talent become manpower tactics most important enterprise at present time. Are the staffs willing to contribute to their mind, it is for enterprise could maintain by competitiveness important factor. Enterprises excite working wills of staff with the incentive system, is the key to improving staff's loyalty and commitment to enterprises. Will bring up different staff under each kind of corporate culture, can also say different staff to gather together when working can get up and send out one belong to their unique corporate culture, ape sedulously, complement each other between the two. How should enable enterprise to reach and manage continuously forever, become the outstanding one among the same trade? With today when people first of 21st century, the corporate culture can't be indiscreet and negligent. Another, should make outstanding talents like to be paying one's own intelligence constantly for an enterprise, as for market with keen competition of now, the incentive system organized is even more push hands in pair of invisible stealth. The good incentive system not only can make the staff obtain satisfication at work, can lead, excite out more intelligence intention even more, create profit-making value for enterprise. As studying the purpose of this research, with the corporation culture to organizational motivation and organization commitments¡¦ influence. Amounts to 12 enterprises in Taiwan and Jiangsu, go through 9 months and carry on questionnaire investigation to the staff with the random sampling pattern. A total of 500 survey forms were sent out, and 362 of which were completed and returned. Through differential analysis, correlational analysis, and multiple regression analysis, the empirical findings of the present study are as the following: 1. In Taiwan, the corporate culture is having influence on the organizational motivation; In Jiangsu, the corporate culture is having some influence on the organization motivation. 2. In Taiwan and Jiangsu, the corporate culture will influence the staff to the organizational commitment willing. 3. In Taiwan and Jiangsu, organizational motivation system to influence the staff to the organizational commitment. 4. In Taiwan and Jiangsu, corporate culture, organizational motivation and organizational commitment that will have with difference of staff's personal attribute. ¡@¡@ 5. Corporate culture and organizational commitment have small influences on organizational motivation.