The issue of environmental sustainability is rising nowadays, which made the organisations to survive the planet. Accordingly, the governments are giving support to organisations for taking steps to achieve the environmental sustainability. To achieve the environmental sustainability, it is needed to bring change in organisations. Besides, Information Technology plays a significant role to develop novel processes and technologies to control the environmental loads for achieving environmental sustainability. This study is based on three mainstay concepts: Change Management, Green IT, and Organisational Culture. This research is intended to identify Green IT initiatives to achieve the environmental sustainability through change management and organisational culture in the organisations. A change management model is ultimately presented in the analysis, which describes the process of change management within an organisation based on the three main concepts mentioned above. This study is an investigation based on literature reviews and two case studies (Tetra Pak (Pakistan) and Panasonic (Sweden)). Case Studies have been carried out to verify the commodity of change process model (theoretical framework) and change management model. The research is also aimed to find, if the investigated organisations ultimately capture the targeted result, when willing to bring Green IT in their organisational systems.

University culture is seen as University culture is seen as one of the main obstacles to the successful implementation of the process of strategic university management. Although existing organisational approaches of changing processes give theoretical insight, they fail to consider the cultural perspective and how change can be implemented successfully. This article focuses on cultural approach and therefore introduces a cohesive cultural model to the Higher Education (HE) context. It will be shown how this paradigm can be used in strategic management processes at universities and how it can support them. It therefore offers an approach that is applicable to the practice of university management. / Universitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet.

Communication has been identified as an essential part of a successfully perpetuating system. In conjunction with systemic feedback processes, communication, by its very nature, plays an integral role in the way that the system operates and continues to survive. General systems theory sees communication and feedback as being understood within the context in which they appear as well as in the context of the larger system. This dissertation provides an examination of communication process within the system of a marketing research organisation. Particular attention was given to the departments within the organisation that oversee the research process as a whole. Since the organisation relies heavily on processes, systems and communication to effectively and successfully manage a research project, these aspects were examined from a systems theory perspective in order to identify areas of concern and to provide appropriate recommendations for improvement. The research design was qualitative, and data were collected by means of fourteen in-depth interviews conducted with relevant role players representing management and team members from three areas of expertise. Additional depth to the data was provided through triangulation, using conferences and observation of meetings as additional information sources. Through concept mapping and thematic analysis of the transcripts and other data, four main, interrelated themes relating to communication within the organisation emerged. These are (1) lack of vision, referring to a general and specific lack of a sense of a common goal; (2) inefficient communication processes that cause a gap between top management and other employees regarding decision making, and a lack of feedback and follow-through on expectations; (3) lack of team cohesion, creating a sense of isolation between teams, uncertainty about expectations, and a vagueness regarding roles and responsibilities; and lastly (4) skills and resource limitation, indicating a lack of training and supervision, and a lack of adherence to procedures. In order to improve communication and feedback processes, it is recommended that the organisation clearly communicates goals and objectives to employees; formalises project planning procedures; instates regular meetings that include all staff; implements sufficient and effective supervision and training; and applies a multirater evaluation and appraisal programme. / Dissertation (MA (Research Psychology))--University of Pretoria, 2007. / Psychology / unrestricted

The general aim of this study was to investigate the relationship between personality traits and team culture, establish whether this relationship changed over time and determine if there were significant differences between the research groups in their personalities and team cultures from a before to an after assessment. The study was conducted on a sample from the South African Police Services and assessments utilising the Basic Traits Inventory (BTI) and the Team Emotional and Social Intelligence survey (TESI) were analysed at the onset and completion of the participants' training. The results indicated a slight relationship between personality and team culture and significant differences were detected from the before to after phases of the study. The findings of the study contribute to an understanding of personality as amenable to a specific occupational setting and of team culture as a more stable variable, which is established early in the team‟s development. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

Regardless of the changes in the Constitution of the Republic of South Africa No. 108. of 1996, in terms of the acceptance of individuals irrespective of their sexual orientation and the prohibiting of discrimination against anyone on the grounds of their sexual orientation, the concept of homosexuality in the workplace is still a relatively unexplored phenomenon in South Africa. Limited research studies focus on the perspectives of homosexual individuals regarding their perception and attitudes towards their working environments. Culture can affect the way in which individuals act due to the dominance of certain behaviours, beliefs, and norms that are accepted as the 'standard' way of living. Within companies, the employees are on average expected to be productive and effective, and to present fruitful behaviour to benefit the organisation. Individuals can also at times be tacitly encouraged to portray images according to the general norm in the organisation, whether or not this image is true to the individuals themselves. This type of accepted standard norms and behaviours are therefore wordlessly conveyed to the employees as the cultural accepted standard in the organisation. Heteronormative cultures are described as the instance when the accepted standard of male and female behaviour is viewed in terms of masculine men and feminine women. Individuals who do not fit these specific descriptions may experience either explicit or implicit discrimination. The reactions that employees can have because of organisational culture are referred to as affective reactions and can have adverse costs for the organisation as employees may engage in less productive behaviour. The purpose of this research was to assess the relationship between a heteronormative culture and the affective reactions of homosexual employees working in Johannesburg and Pretoria. Work engagement and job satisfaction of the individuals were assessed in relationship to heteronormativity. Research done for this study includes the various aspects of the academic topics related to the study. Given the limited amount of empirical research on the topic, a mixed method study was conducted. Quantitative questionnaires instigated the research, designed to measure the following concepts:<ul> <li> Organisational culture, in terms of heteronormativity.</li> <li> Two affective reactions of employees - work engagement and job satisfaction.</li></ul> Explanatory qualitative interviews followed the questionnaires with the intention of understanding the results found during the quantitative phase. A purposefully selected sample of one hundred and sixty four homosexual employees working in Johannesburg and Pretoria completed the quantitative questionnaire, and a sample of eight homosexual individuals were selected out of the original sample to participate in the qualitative interview stage. Previously developed instruments were used to measure heteronormativity, work engagement and job satisfaction. The results indicated that homosexual employees within Gauteng do experience the culture of their respective organisations to support the perceptions of heteronormativity. Two hypotheses were tested which indicated a significant but small correlation between perceptions of heteronormativity and work engagement and job satisfaction. The qualitative results provided insight into how homosexual employees experienced heteronormative cultures in the workplace as well as how they react to the cultures encountered. / Dissertation (MCom)--University of Pretoria, 2012. / Human Resource Management / unrestricted

University culture is seen as University culture is seen as one of the main obstacles to the successful implementation of the process of strategic university management. Although existing organisational approaches of changing processes give theoretical insight, they fail to consider the cultural perspective and how change can be implemented successfully. This article focuses on cultural approach and therefore introduces a cohesive cultural model to the Higher Education (HE) context. It will be shown how this paradigm can be used in strategic management processes at universities and how it can support them. It therefore offers an approach that is applicable to the practice of university management. / Universitätskultur kann als eines der Haupthindernisse für die Implementierung von strategischem Management an Universitäten angesehen werden. Vorhandene Ansätze der Organisationsforschung betrachten zwar Veränderungsprozesse, diskutieren die Rolle der Organisationskultur jedoch nur am Rande und fragen nicht nach dem Wie der Umsetzung einer solchen organisationalen Veränderung. Dieser Artikel betrachtet strategisches Management an Universitäten aus einer kulturtheoretischen Perspektive und überträgt das kohäsionsorientierte Organisationsmodell auf den Hochschulkontext. Es wird gezeigt, wie dieses Modell strategische Prozesse unterstützen kann, so dass es einen praktischen Nutzen für das Hochschulmanagement bietet.

Offentlig verksamhet står inför ett pågående förändringsarbete mot att införa tillitsbaserad styrning i sina verksamheter. Tillitsbaserad styrning är en relationsbaserad styrform där informella styrmedel som socialt arbete och företagskultur används för att skapa tillit och målöverensstämmelse. Men samtidigt som förändringsarbetet pågår orsakar coronapandemin verksamheter att ställa om till distansarbete. Denna fallstudie syftar till att öka kunskapen för hur distansarbete påverkar användningen av tillitsbaserad styrning och det pågående förändringsarbetet. Det görs genom en kvalitativ metod som studerar hur chefers inom en offentlig verksamhet upplevelser att distansarbete påverkar användningen av tillitsbaserad styrning. Resultatet visar att distansarbete har en negativ påverkan på användningen av tillitsbaserad styrning i form av en kedjeeffekt där försämrad kommunikation vid distansarbete påverkar relationer, motivation och företagskultur negativt. Det skadar i sin tur tilliten och målöverensstämmelsen. Men studien visar förmildrande omständigheter som minskar den negativa påverkan. Genom ökade avstämningssamtal och extrainsatta aktiviteter kan den negativa effekten på informella styrmedel begränsas vilket förbättrar användningen av tillitsbaserad styrning på distans. Men det kräver extra arbetsinsatser av chefer för att upprätthålla informella styrmedels effekt i en digital kontext. Studiens resultat visar även att distansarbete ger en skjuts i ett förändringsarbete mot tillitsbaserad styrning eftersom digitala arbetssätt naturligt får chefer att minska sin övervakning och istället utöva tillit. Däremot visar resultatet svårigheter med att använda informella styrmedel digitalt för att skapa tillit och målöverensstämmelse. Men med extrainsatta dialoger och aktiviteter förbättras förutsättningarna för att effektivt använda informella styrmedel digitalt. / Public sector is facing an ongoing change in work towards introducing trust-based governance in public operations. Trust-based governance is a relationship-based form of governance where informal management controls such as social work and corporate culture are used to create trust and goal congruence. But at the same time as the change in work is ongoing, the corona pandemic is causing businesses to switch to teleworking. This case study aims to increase the knowledge of how telework affects the use of trust-based governance and how it affects the ongoing change in work. This is done by a qualitative method that studies how managers in the public sector experience that teleworking affects the use of trust-based governance. The results show that teleworking has a negative impact on the use of trust-based governance in the form of a chain effect where impaired communication during teleworking has a negative effect on relationships, motivation and corporate culture. This in turn damages trust and goal congruence negatively. But the study shows mitigating circumstances that reduce the negative impact. Through increased reconciliation calls and extracurricular activities, the negative effect on informal management controls can be limited which improves the use of informal management controls while teleworking. But it requires extra work by managers to maintain the effect of informal management controls in a digital context. The results of the study also show that teleworking gives a boost in the change in work towards trust-based governance since digital working methods naturally make managers reduce their supervision and exercise trust. On the other hand, the results show difficulties in using informal management controls digitally to create trust and goal congruence. But with extra dialogues and activities the conditions for effectively using informal management controls digitally are improved.

This work represents one of the first detailed views on psychological aspects of work-family relationship in our country. I was interested in the relationships between various factors from work and family domains and the part they have in predicting work-family and family-work conflict. The aim of the reseach was to investigate direct relations of variables representing objective engagement of the individual in work and family areas. From the variables influencing the individual on the work side of the work-family interface we focused on work load, work hours, frequency of business trips and work status of the employee as antecedents of WFC. On the family side of the border we were interested in the influence of factors of primary childcare and household resposibilites, family work hours, number and age of children on FWC. Besides, we also focused on direct and mediation role of family-friendly organizational culture, family-friendly benefits used, work/family salience and sense of control over one's work on the relationship between objective role engagement variables and WF interference. We tested for differences between groups of individuals according to sex, partner and parental status and also how work, family, demographic and family-friendly org. culture variables relate to the forms of WFC....

Sustainability and sustainable supply chain management (SSCM) is increasingly gainingattention from researchers and practitioners, while social sustainability practices researchinitiated by middle management is yet to be explored in both breadth and depth. Middlemanager, as an intermediary between top management and the frontline staff, holds acritical role for social sustainability adoption in the SSCM. Human centric approach is anessential factor that contributes to SSCM in multinational companies (MNCs) andsignificantly affecting stakeholders along the global supply chain. This paper tries to bridge the gap in the existing literature and understand how middlemanagers adopt social sustainability in their supply chain, their motivations withinorganisational culture, and the challenges for social sustainability integration in SSCM.The study stays in the context of Swedish MNCs and follows a qualitative researchapproach by conducting semi-structured interviews across different industries. The dataanalysis contributes empirical knowledge into the role of middle managers for socialsustainability adoption in supply chain, exploring different motivation from organisationalculture and middle managers leadership practices. This research proves that the organisational culture and supply chain leadership are criticalfactors to motivate middle managers to adopt social sustainability activities and leadsuccessful collaborations within the supply chain. Further, middle managers’ practicalchallenges are analysed, and possible improvement suggestions are discussed to enhancethe middle manager’s role in SSCM. These findings contribute to practical implicationsfor academia and businesses alike by providing insights and recommendations fororganisations seeking to enhance their social sustainability pillar.

Vad är hemligheterna bland världens bästa och mest framgångsrika verksamheter? Vad gör dessa högpresterande företag, organisationer och idrottslag för att skapa framgångsrika kulturer som efterlever den vision, mål och värderingar som utformats? I en förstudie som gjordes till detta examensarbete av studiens författare på det undersökta fallföretag Skanska Sverige AB år 2019, bedömde de intervjuade nyckelpersoner behovet av att ”nå ändå ut” med sina riktlinjer och få sina medarbetare att följa vision, mål och värderingar vara en högst central och betydelsefull kunskap. Denna problematik förekommer inte enbart i det undersökta fallföretaget Skanska, utan forskare såsom Schein (2004) och Wadström (2014) påpekar att det är bland de största utmaningarna och svårigheterna i dagens organisationer.  Syftet med denna studie är att öka kunskapen och förståelsen hur företag kan få sina medarbetare att efterleva företagets vision, mål och värderingar. Examensarbetet ingriper en omfattande litteraturstudie som undersöker vad tidigare forskning visar hur företag kan få sina medarbetare att efterleva företagets vision, mål och värderingar. Från litteraturstudien utvecklas en analysmodell vilket används som teoretisk referensram till den kvalitativa intervjustudie som görs på 18 stycken medarbetare på Skanska Väg och Anläggning Norr Umeå. Den kvalitativa intervjustudien görs semistrukturerad i syfte att fånga åsikter och erfarenheter från respondenternas eget perspektiv. Resultatet från intervjustudien jämförs sedan och analyseras med stöd av litteraturen från tidigare forskning.   Studiens resultat visar att både tidigare forskning och medarbetarnas perspektiv från intervjustudien åskådliggör att företag kan skapa gynnsammare förutsättningar för sina medarbetare att efterleva företagets vision, mål och värderingar genom att medarbetarna får uppleva ansvar och en delaktighet i sin arbetsroll. Även ledarnas fysiska och psykiska närvaro visar sig i tidigare forskning och i intervjurespondenternas perspektiv vara väsentligt i företags strävande att få sina medarbetare att efterleva företagets vision, mål och värderingar, detta eftersom ledarna är en förebild och symbol för de agerande och beteenden som gäller i företaget. Tidigare forskning och studiens intervjuresultat visar likaså att ett företag som verkligen har ambitionen att ens medarbetare ska leva efter sina löften måste bryta ned vision, mål och värderingar till något konkret, vad människor ska göra, det vill säga beteenden, och dessa måste kontinuerligt följas upp. En nyckel för att få sina medarbetare att efterleva företagets vision, mål och värderingar visar studiens litteratur vara i ökningen av antalet kvalitativa uppföljningsmöten, återkopplingsmöten och erfarenhetsåterföringsmöten gentemot planeringsmöten. Vid sidan om en väl genomarbetad strategi gäller det att titta på det faktiska resultatet, ta reda på vad som kan göras bättre och utifrån detta korrigera och ta fram ett idealläge som gör den påtagliga skillnaden. Följaktligen, hade det varit intressant att se framtida forskning studera hur implementering och effektivisering av uppföljning och erfarenhetsåterföring kan genomföras i en organisation. / What are the secrets among the world’s best and most successful businesses? What do these high-performing companies, organisations and sports teams do to create successful cultures that live up to the vision, goals and values ​​that have been designed? In a pilot study carried out for this thesis by the study’s author at the investigated case company Skanska Sverige AB in 2019, key interviewees assessed the need to “reach out” with their guidelines and get their employees to follow vision, goals and values to be a highly central and significant knowledge. This problem does not only occur in the researched case company Skanska, but researchers such as Schein (2004) and Wadström (2014) point out that it is among the biggest challenges and difficulties in today’s organisations.  The purpose of this study is to increase knowledge and understanding of how companies can make their employees live up to the company’s vision, goals and values. The Master thesis involves an extensive literature study that examines what previous research shows how companies can make their employees live up to the company’s vision, goals and values. From the literature study, an analysis model is developed, which is used as a theoretical frame of reference for the qualitative interview study conducted on 18 employees at Skanska Väg och Anläggning Norr Umeå. The qualitative interview study is semi-structured in order to capture opinions and experiences from the respondents’ own perspective. The results from the interview study are then compared and analysed with support of the literature from previous research.  The results of the study show that both previous research and the employees’ perspective from the interview study illustrates that companies can create more favourable conditions for their employees to live up to the company’s vision, goals and values by allowing employees to experience responsibility and participation in their work role. The leaders’ physical and mental presence also proves in previous research and in the interview respondents’ perspective to be essential in companies’ efforts to get their employees to live up to the company’s vision, goals and values, as the leaders are a role model and symbol for the actions and behaviours in the company. Previous research and the study’s interview results also show that a company that really has ambitions to live up to its promises must break down vision, goals and values ​​into something concrete, what people should do, namely behaviours, and these must be continuously followed up. A key to getting their employees to live up to the company’s vision, goals and values is shown by the literature study to be in the increase in the numbers of qualitative follow-up meetings, feedback meetings and experience feedback meetings in relation to planning meetings. In addition to a well-developed strategy, it is important to look at the actual result, find out what can be done better and based on this, correct and develop an ideal situation that makes the tangible difference. Consequently, it would have been interesting to see future research study how implementation and streamlining of follow-up and experience feedback can be carried out in an organisation.