Enterprise Wikis werden nach und nach zum alltäglichen Bestandteil der Toollandschaft moderner Wissensarbeiter. Das Aufkommen der flexibel einsetzbaren Intranet-Plattformen geht einher mit der Forderung nach organisationalen Veränderungen wie flache Hierarchien, autonome Projetteams sowie einer dezentralen Selbststeuerung. Neben der reinen Technologiesicht werden damit auch Aspekte der Organisationsstruktur und -kultur unter dem Schlagwort „Enterprise 2.0“ adressiert. Der vorliegende Beitrag widmet sich der Erforschung der Einsatzszenarien und Einführungsbedingungen von Enterprise Wikis hinsichtlich unterschiedlicher organisationaler Strukturtypen. Hierfür wurden auf Basis eines Grounded Theory-Ansatzes Enterprise Wikis von 15 Organisationen mittels semi-strukturierter Interviews untersucht. Entlang der von Henry Mintzberg entwickelten Klassifikation organisationaler Strukturtypen (Konfigurationen) werden die Erkenntnisse der durchgeführten Unter-suchung beschrieben. Weiterhin wird auch die Rolle von Enterprise Wikis für interorganisationale Beziehungen und Netzwerke diskutiert. Es konnten abhängig vom organisationalen Strukturtyp unterschiedliche Einsatzszenarien für Enterprise Wikis gefunden werden. Die Mehrheit der Einsatzszenarien liegt dabei in der Unterstützung planerischer und konzeptioneller Tätigkeiten. Vor allen Dingen die Entwicklung von innovativen Lösungen sowie die Zusammenarbeit von Teams können effektiv durch Enterprise Wikis begleitet werden. Nicht in jedem organisationalen Strukturtyp können sich die Potentiale von Enterprise Wikis voll entfalten. Es wurde festgestellt, dass die Einführungsbedingungen für Enterprise Wikis sich ebenfalls je nach vorliegendem organisationalen Strukturtyp unterscheidet. So können starre Richtlinien und strikt definierte Arbeitsprozesse die Einführung und Nutzung von Enterprise Wikis behindern, z.B. bei der Maschinenbürokratie.

Den internasjonale Safe-Community (SC) bevegelsen vokser stadig. Denne studien setter søkelyset på de såkalte Affiliate Safe Community Support Centres (ASC) og deres rolle i bevegelsen. SC-begrepet blir behandlet både som en innovasjon og som en organisasjons- modell som utbres etter Rogers og Røviks teorier. ASCene ses på som ”forandrings-agenturer” i følge disse teoriene. Studien er en case-study i følge Yin, og dekker 9 av ialt 15 ASCer. Tre av dem har mistet sin status som ASC, seks av dem har sin status i behold. De følgende fem påstander blir studert: 1)Det er ingen forskjell i hvordan sentrene har utøvet sin rolle som årsak til at noen mister sin status og andre ikke. 2)Årsakene til at noen mister sin status ligger i interne organisasjonsmessige, personalmessige eller økonomiske forhold. 3) ASC’ene og deres oppgaver er ikke særlig godt kjent blant ”brukerne” 4)ASC’ene har et svakt eller lite bevisst forhold til det teoretiske og vitenskapelige grunnlag for spredningsprosesser 5)SC-begrepet oppfattes i liten grad som en organisasjonsmodell på linje med andre organisasjonsmodeller. Data ble samlet inn fra spørreskjemaundersøkelser, skriftlig materiale og intervju. Materialet omfatter alle ”nivåer” i SC-bevegelsen. Alle fem påstander ble styrket av materialet. Studien har ledet til følgende konklusjoner og anbefalinger som forhåpentligvis kan styrke både renommé og effektivitet i SC-bevegelsen og lette arbeidet i ASCene: Organisasjonsteori og organisasjonsspørsmål må i langt større grad settes på dagsorden i bevegelsen. Vekst og utbredelse av SC-”ideén” får for stor plass i forhold til konsolidering. Det forekommer konflikter mellom ASC-arbeidet og andre arbeidsoppgaver. Det gjelder særlig når det gjelder prioriteringen mellom forsking og arbeidet med å utbre SC-modellen. ASCene har ikke tilstrekkelig kapasitet til å følge opp veksten i SC-bevegelsen. Begge disse forhold synes hovedsakelig å bunne i mangel på finansiering og mangel på planmessig utbygging. Mangel på planmessig organisering av bevegelsen er foruroligende. Dersom det ikke blir tatt tak i denne manglende organiseringen, vil det kunne være til hinder for videre utbredelse og i verste fall virke ødeleggende for bevegelsen. Det må også pekes på kvinnenes sterke, til dels dominerende stilling / The international Safe-Community (SC) movement is steadily growing. This study highlights the so-called Affiliate Safe Community Support Centres (ASC) and their role in the movement. The concept of SC is treated as an innovation and an organisational model diffusing according to the theories of Rogers and Røvik. The ASCs are looked upon as ”change agencies” according to these theories. This is a case-study according to Yin of 9 out of 15 ASCs. Three of them have lost their status as ASC, six still have their status. The following five propositions are examined: 1.There are no differences in how the ASCs have executed their role that can explain why some have lost their status and some not. 2.The reason why some have lost their status can be explained by internal organisational, personal or economic conditions. 3.The ASCs and their tasks are not well known by the ”users”. 4.The ASCs have a weak or little conscious relations to the theoretical and scientific foundation of diffusion processes. 5.The SC-concept is to a very little degree considered as an organisational model. Data was collected from surveys and interviews with people at all ”levels” of the SC-movement as well as written material. All five propositions were strengthened by the material. The study leads to the following conclusions and recommendations which hopefully can improve the reputation and efficiency of the SC-movement and ease the work of the ASCs: The ASCs have an important role in the movement, but they are too few to serve an increasing number of SCs. The development of new ASCs should go on simultaneously with the increase of SCs. It is also necessary with a geographical distribution corresponding with the distribution of the SCs. The economy of the ASC-work has a very weak foundation, and this should be taken more seriously. There are conflicts between ASC-work and other tasks. There are no indications that certain models of internal organisation or company construction are more functional than others. Organisational matters are not considered sufficiently important. This is alarming, and may threaten the existence of the whole movement if not taken more seriously. It must be a responsibility of the WHO Collaborating Centre to bring these matters to discussion. There are few other arenas for these discussions than the regional and world-wide conferences. But in addition the institutions teaching SC-issues have a responsibility for taking up these topics in their education programmes. Women have a very strong position in the ASC. But it is not possible from this material to draw conclusions as to whether their position has influenced the priorities or choice of topics in the ASC-work. / <p>ISBN 978-9185721-08-5</p>

This thesis examined the institutionalisation of ethics within Australian organisations. A particular focus is the role of the strategic apex, or executive level of the organisation, in establishing the environment in which an ethical culture can develop. The literature review examined both organisational theory and existing approaches to developing organisational ethical culture using formal mechanisms such as written policies, procedures, training and development and reinforcement strategies. This revealed the polarisation of ethics literature between compliance and integrity based approaches. This is seen to be consistent with only two forms of organizations, the mechanistic and organic structures. This was identified as a major flaw in ethics literature as it does not inform organisations about appropriate ethical design for organisations that fall in between this continuum. The review of organisational theory concluded that components of organisational structure are used to discuss organisational moral responsibility and are also the components of the compliance and integrity approaches to organisational ethics. A tentative hypothesis was established that organisational ethics systems would be more effective if they are in fit with an organisation's structure. The study utilised a qualitative case based research method, argued as appropriate given the focus being strategic alignment of organisational structure and ethics frameworks. Thus was also recognised as having limitations, specifically not addressing the behavioural impact of such strategies in a significant way. The study examined the ethical frameworks of three large organisations. This included: an analysis of background to the ethics strategy, the design process, who was given responsibility for design and implementation of the framework. The major characteristics of the program was considered, how it was encultured throughout the organisation and consideration of any evaluation mechanism. This was contrasted against the organization's structural characteristics to establish whether the ethical framework was in fit with the structure of the organization. The analysis and discussion identified that senior management support was evident in all three case studies and crucial to the development of an ethical culture. Extensive written policies (codes of ethics and conduct) were identified in all three cases; however, the extent of appropriate support systems determined the degree to which these policies were effective. There was a general lack of understanding of ethical systems within the organisation with little expertise evident by those responsible for the programs in terms of appropriate strategies for enculturation. Ineffective strategies were mainly due to lack of appropriate support mechanisms (communication, training, reinforcement and reward and review) or inconsistency between support mechanisms and other organisational policies A major conclusion of the thesis is that the strategies used for enculturation of ethics, are basic organisational design variables. As such ethical frameworks need to be informed by organisational theory so as to design systems that achieve fit which leads to greater effectiveness.

The purpose of the study was to investigate the perceived lack of empowerment of registered nurses in the Mpumalanga Province. To determine the reasons for the perceived lack of empowerment and the effect thereof on professional conduct after which empowerment guidelines would be developed which managers can apply in order to enhance the empowerment of registered nurses in their service, and in turn cultivate confident nurse leaders. The main study objectives were to describe what empowerment entails, and its effect on professional conduct in the workplace; explore the level of empowerment among nurse managers and registered nurses; ascertain the effect of perceived powerlessness on the professional conduct and behaviour of nurse managers and registered nurses; establish the reasons for the perceived lack of empowerment among nurse managers and registered nurses; determine if there is a difference in the way in which nurse managers and registered nurses perceive the existing empowerment in their public hospitals and to develop empowerment guidelines for nurse managers and registered nurses. Kanter’s Theory of Structural Empowerment formed the basis of the study and guided the structure of the report. This theory contains three components, each with several dimensions resulting in 14 factors to be tested. A quantitative research approach, with an exploratory and descriptive design was used. Using a researcher-developed questionnaire as the data collection instrument. The site population consisted of one randomly selected district containing eight public hospitals in the Mpumalanga Province. All nurse managers and registered nurses in these hospitals were invited to participate in the study. The researcher delivered the questionnaires to the respondents of the eight hospitals that met the inclusion criteria. Two hundred and sixty seven (267) completed questionnaires were collected upon completion resulting in a response rate of 30.2%. Descriptive and inferential statistics were used to analyse the data. Generally, the results indicated that the majority of the respondents felt empowered with the dimensions contained under the structural empowerment, psychological empowerment and positive work behaviours and attitudes components of Kanter’s Theory. However the respondents noted that they had limited resources. According to the results those nurse managers and registered nurses who felt empowered, scored strongly in the areas of structural and psychological empowerment. The empowerment guidelines were developed for dimensions which were found to be non-empowering to assist nurse managers and registered nurses in creating workplace environments that could enhance the empowerment of registered nurses in their hospitals. / Health Studies / D. Litt. et Phil. (Health Studies)

One of the challenges facing the education system in South Africa is a lack of the culture of teaching and learning. It is this challenge that prompted this research. The research investigated how the principaL as an instructional leader, can restore the culture of teaching and learning in previously disadvantaged schools. A qualitative approach was used and three schools were selected in the Sambandou Circuit of the Northern Province. The research results showed that there are general and management factors that contribute to a lack of the culture of teaching and learning. Management factors include, amongst others, lack of staff development programmes and discipline. The general factors, on the other hand, include amongst others, poor physical conditions and infrastructure in schools. In conclusion, the research recommended, amongst others, that principals conduct staff development programmes and supervise the work of educators and learners / Educational Leadership and Management / M. Ed. (Education Management)

The purpose of this study was to determine whether organisational restructuring of business units within a South African Fast Moving Consumer Goods company had any effect on the organisational climate of the organisation. An organisational climate survey was used before and after the restructuring over a two-year period. Five manufacturing plants formed part of the study; with four plants undergoing the restructuring (experimental group) and one plant being the control group, where no organisational restructuring took place within the two-year period under review. The total population consisted of 3700 employees. The samples for 2010 and 2011 were drawn from the population of the five manufacturing plants’. The sample of employees that took part in the survey from the five manufacturing plants was, in 2010, 778 versus a headcount of 1802, yielding a response rate of 21.02%, and in 2011, 904 versus a headcount of 1736, yielding a response rate of 24.43%. The research results show that organisational restructuring did have a significant impact on organisational climate; with a drop in the organisational climate from 2010 prior to the organisational restructuring, to 2011 after the organisational restructuring at four of the manufacturing plants (experimental group). Interestingly, the control group (the 5th manufacturing plant) also showed a significant drop in its organisational climate scores from 2010 to 2011; without organisational restructuring taking place. / Industrial and Organisational Psychology / MCOM (Industrial and Organisational Psychology)

In following a lean transformation specifically for discrete manufacturing, how and why will the organisational structure be affected? How will the employees deal with this profound change? Lean theory and literature propose that organisations should be restructured according to the value stream of the organisation; what does this imply and how can it be accomplished? The purpose of this study was to determine, from a new perspective, guidelines and theory that could indicate how and why organisational structures and behaviours might change with lean transformation. Two discrete manufacturing organisations in South Africa were purposively sampled for this purpose. A conceptual framework was used at the outset that indicated constructs for the independent lean variables and the dependent organisational structure and behaviour variables. Using a mixed methodology case study and quantitative multiple linear regression approach, hypotheses and propositions for the research were developed. Multiple linear regression was used to test the hypotheses, and case study methodology was applied to analyse and test the qualitative data. Findings confirmed the hypotheses and propositions that a flat structure consisting of business units that support manufacturing cells achieves effective lean transformations in discrete manufacturing organisations. The research revealed the components of an effective lean structure as open constructive leadership, an effective lean champions unit and business units that support linked manufacturing cells. These are led by cell leaders who cultivate supportive behaviours through cross-functional teamwork and through self-directed work teams who run manufacturing cells or flow support functions. / Business Management / D.B.L.

An opening part of the thesis explains the role of responsibility accounting within overall management control system of a company. Individual chapters are focused on the key specific aspects of businesses with a divisionalized organizational structure. A description of principal characteristics related to this type of an organizational structure is followed by a detailed explanation of various types of responsibility centers. A subsequent chapter deals with bookkeeping aspects of responsibility accounting as well as with transfer prices. A theoretical part is concluded after a comprehensive analysis of a characteristic features related to responsibility centers' financial management on different levels of a corporate's hierarchy. An application part of the thesis is based on an assessment of responsibility accounting environment within a chosen responsibility center inside a real divisionalized corporation.

Bakgrund: Eftermarknadsservice har både i tidigare forskning och praktiken länge setts som en svårkontrollerad funktion och även ett nödvändigt ont. Som en potentiell källa till konkurrenskraft genom innovation, marknadsföring, ökad kundnöjdhet och lönsamhet ställer vi oss därför frågan varför företag inte lyckas uppnå eftermarknadsservicens fördelar. Hur ser man egentligen på eftermarknadsservice? Kan det vara så att man inom företaget inte är ense om vad eftermarknaden ska bidra med? I så fall, vad beror det på, och vad får det för konsekvenser förföretaget? Syfte: Studiens syfte är att beskriva och skapa djupare förståelse för eftermarknadsservice och dess roll för olika funktioner inom företaget - samt att utreda vad deras syn beror på samt vad det får för konsekvenser. På så sätt syftar studien till att i förlängningen bidra med ny kunskapom vad det är som skapar de problem eftermarknaden upplever och hur dessa kan undvikas. Metod: Studien är av kvalitativ karaktär och utgår från ett hermeneutiskt perspektiv. Frågeställningar besvaras genom empirisk data som fåtts via djupgående intervjuer och egna observationer på det utvalda fallföretaget. De utvalda respondenterna innehar funktioner såsom direktör, eftermarknadschef, kundservicechef, produktchef, servicemedarbetare och servicetekniker. Slutsats: Olika funktioner inom företaget har olika syn på vad eftermarknadsservice ska bidramed. Till stor del ser de anställda hur eftermarknaden ska bidra till deras egen funktion och saknar helhetsperspektiv på dess potential. Detta identifierar vi som ett problem då konsekvensen blir att företaget går miste om funktionens potential som drivare av både kundnöjdhet, marknadsföring, innovation och lönsamhet. Vidare indikerar våra resultat att den enkelsidiga syn på eftermarknadsservice som finns i huvudsak beror på tre faktorer. Dels företagskulturen som bör underbygga gemenskap och vara öppen för förändring, dels hur man delar och integrerar kunskap för att inte gå miste om humankapital i form av tyst kunskap och slutligen hur organisationens struktur ser ut i grunden för att underbygga dessa andra aspekter. / Background: After Sales Service is a disputed function which in practice and former research has been viewed upon as difficult to control and as a necessary evil. As a potential source of competitiveness through innovation, marketing, increased customer satisfaction and profitability we asked ourselves why businesses does not reach the true benefits of after sale services. How does different functions within the company view aftersales and its roll? Are there different views on what aftersales services should contribute with? And if that is the case, why is that and what are the consequences for the company? Purpose: The purpose of the study is to contribute to a deeper understanding of after sales services and its roll for different functions within the company. Further more to examine what different views are based on and what the consequences of this are. Through this, the study aims to by extension contribute to the understanding of what creates the troubles aftersales services are experiencing and how to mitigate them. Research method: The study is based on a qualitative research method with a hermeneutic approach. The research questions are answered through empirical data collection through interviews and observations at the chosen case company. The chosen respondents interviewed are the general manager, the aftersales service manager, the customer service manager, the product manager and several service employees and technicians. Findings: Different functions within the company have different views on what the aftersales should contribute to. In a big sense the employees see more to their own function and lacks a lager perspective on the potential of after sales services as a whole. We find this troublesome though it leads to that the company misses out on some of the potential after sales services can bring as a driver of customer satisfaction, marketing, innovation and profitability. Further more, our results indicates that the one-sided perspective on the function could depend on three different factors. Firstly the organisational culture which should support community and be open to change. Secondly how the company is sharing and integrating knowledge to decrease the loss of tacit knowledge, and lastly what the base of the organisational structure is to support these aspects.

Enterprise Wikis werden nach und nach zum alltäglichen Bestandteil der Toollandschaft moderner Wissensarbeiter. Das Aufkommen der flexibel einsetzbaren Intranet-Plattformen geht einher mit der Forderung nach organisationalen Veränderungen wie flache Hierarchien, autonome Projetteams sowie einer dezentralen Selbststeuerung. Neben der reinen Technologiesicht werden damit auch Aspekte der Organisationsstruktur und -kultur unter dem Schlagwort „Enterprise 2.0“ adressiert. Der vorliegende Beitrag widmet sich der Erforschung der Einsatzszenarien und Einführungsbedingungen von Enterprise Wikis hinsichtlich unterschiedlicher organisationaler Strukturtypen. Hierfür wurden auf Basis eines Grounded Theory-Ansatzes Enterprise Wikis von 15 Organisationen mittels semi-strukturierter Interviews untersucht. Entlang der von Henry Mintzberg entwickelten Klassifikation organisationaler Strukturtypen (Konfigurationen) werden die Erkenntnisse der durchgeführten Unter-suchung beschrieben. Weiterhin wird auch die Rolle von Enterprise Wikis für interorganisationale Beziehungen und Netzwerke diskutiert. Es konnten abhängig vom organisationalen Strukturtyp unterschiedliche Einsatzszenarien für Enterprise Wikis gefunden werden. Die Mehrheit der Einsatzszenarien liegt dabei in der Unterstützung planerischer und konzeptioneller Tätigkeiten. Vor allen Dingen die Entwicklung von innovativen Lösungen sowie die Zusammenarbeit von Teams können effektiv durch Enterprise Wikis begleitet werden. Nicht in jedem organisationalen Strukturtyp können sich die Potentiale von Enterprise Wikis voll entfalten. Es wurde festgestellt, dass die Einführungsbedingungen für Enterprise Wikis sich ebenfalls je nach vorliegendem organisationalen Strukturtyp unterscheidet. So können starre Richtlinien und strikt definierte Arbeitsprozesse die Einführung und Nutzung von Enterprise Wikis behindern, z.B. bei der Maschinenbürokratie.:1 Einleitung 1.1 Motivation und Zielstellung 1.2 Stand der Forschung 1.3 Aufbau der Arbeit 2 Organisationale Strukturtypen 2.1 Zum Organisationsbegriff 2.2 Der Situative Ansatz in der Organisationstheorie 2.3 Die fünf Strukturtypen nach Mintzberg 2.4 Kritische Würdigung 2.5 Interorganisationale Beziehungen und Netzwerke 3 Die Rolle von Enterprise Wikis in verschiedenen Strukturtypen 3.1 Vorgehen und Methodik 3.2 Einfachstruktur 3.3 Professionelle Bürokratie 3.4 Maschinenbürokratie 3.5 Spartenstruktur 3.6 Adhokratie 3.7 Interorganisationale Beziehungen und Netzwerke 4 Zusammenfassung und Ausblick 4.1 Diskussion der Ergebnisse 4.2 Weitere Forschungspotentiale