Patient safety experts identify changes in culture as critical to creating safer care (Flin, 2007; Leape, 1994; Reason, 1997; Vincent, Taylor-Adams & Stanhope, 1998). Yet there is limited understanding of how to best study, evaluate and make changes to patient safety culture. The literature on organizational culture, safety sciences and health services research suggests varying perspectives on studying culture and an evolving approach to creating tools to measure culture change. This thesis reports two projects. The first project used the Manchester Patient Safety Culture Assessment Tool, the Modified Stanford Instrument, and qualitative interviews to examine whether safety culture profiles varied by research method and instrument used to assess culture. Comparative assessment of the results suggests that while the quantitative measurement tools provide a high level organizational summary of safety issues, the qualitative interviews provide a more fine-grained understanding of the contextual and local features of the culture. The second research project used a multiple case study design to understand what hospitals have learned from trying to improve patient safety culture. Interviews in three organizations were used to determine how these organizations shifted their cultures. Although each organization had different experiences and used varying methods, they all created culture change through the simultaneous implementation of practice, policies and strategic framing of patient safety culture concepts in their everyday work. The third research paper examined how leaders measured changes in patient safety culture. Both leaders and front line workers look to both process measures (e.g., talking about safety and encouraging patient safety activities) together with outcome measures (e.g., adverse events, infection rates, and culture survey results) to evaluate their success in culture change. Overall this dissertation deepens our knowledge of how methods influence our assessment of patient safety culture and how leaders influence culture change. Future research needs to assess in more detail the roles of leaders and middle managers to understand how these individuals are able to reconcile the practice environment challenges while continuing to create a culture of patient safety.

Talented employees are leaving small businesses in the search for more lucrative opportunities where their talent is acknowledged, valued and able to grow. Dealing with voluntary talent turnover decreases profitability and becomes a roadblock for achieving strategic goals. Businesses incur additional costs to find and replace talent to maintain continuity. However, the time and money spent replacing talent does not guarantee turnover will vanish. What were the stimuli that caused disengagement? Were they strategically managed? Did employees leave because the initial stimuli were not addressed? These are all questions that can lead to decisive actions focused on reducing talent departure. The goal of a small business should be to find a balance where employee values are met and human capital levers are strategically managed; consequently adding value to small businesses by reducing unnecessary costs due to turnover. / text

Magistrantūros studijų baigiamasis darbas, 76 puslapiai, 25 paveikslai, 7 lentelės, 45 literatūros šaltinių, 2 priedai, lietuvių kalba. PRASMINIAI ŽODŽIAI: organizacinė kultūra, organizacinės kultūros vystymas, Spragų modelis. Tyrimo objektas - organizacinė kultūra. Tyrimo tikslas - nustatyti kredito unijų organizacinės kultūros vystymo problemines sritis ir parengti Kaišiadorių, Panevėžio ir Trakų kredito unijų organizacinės kultūros vystymo Spragų modelį. Uždaviniai: 1) išnagrinėti organizacinės kultūros sampratos raidą; 2) nustatyti organizacinės kultūros vystymą lemiančius veiksnius ir metodus; 3) nustatyti Kaišiadorių, Panevėžio ir Trakų kreditų unijų kultūros vystymo problemines sritis; 4) parengti organizacinės kultūros vystymo Spragų modelį ir pasiūlyti priemones organizacinės kultūros vystymo gerinimui Kaišiadorių, Panevėžio ir Trakų kredito unijose. Tyrimo metodai: mokslinės literatūros analizė ir sintezė, dokumentų ir statistinių duomenų analizė bei sintezė, ekspertinis vertinimas ir anketinė apklausa, duomenų grupavimo ir grafinio vaizdavimo bei modeliavimo metodai. Tyrimo rezultatai: • Pirmoje darbo dalyje remiantis įvairiais literatūros šaltiniais analizuojama organizacijos kultūros sampratos raida ir kitimas bei jos vystymą lemiantys veiksniai, kultūros elementų vertinimo kriterijai ir metodai. Išskiriamos kultūros analizavimo kryptys tam, kad geriau suprastume, kokius metodus pasitelkus gali būti analizuojama organizacinė kultūra. • Antroje dalyje, kurios... [toliau žr. visą tekstą] / Final work of University Masterstudies Studies, 76 pages, 25 figures, 7 tables, 45 references, 2 appendices, in Lithuanian. KEY WORDS: organizational culture, organizational culture development, Model of Gaps. Research object - organizational culture. Research aim - to identify problem areas of Credit Union organizational culture development, to prepare the Model of Gaps in Kaisiadorys, Panevezys, Trakai Credit Union organizational culture development. Objectives: 1) to analyse the evolution of organizational culture concept; 2) to identify the factors and the methods affecting organizational culture development; 3) to identify the culture development problem areas in Kaisiadorys, Panevezys and Trakai Credit Unions; 4) to prepare a Model of Gaps in organizational culture development and to propose measures for organizational culture development improvement in Kaisiadorys, Panevezys and Trakai Credit Unions. Research methods: questionnaire, structured interview, analysis of documents, analysis of data, filing, graphical representation. Research results: • In the first part the evolution of organizational culture concept and factors affecting its development, as well as cultural element assessment criterions ant methods are analysed on the grounds of various literature sources. Trends of culture analysis are identified in order to better understand, which methods can be used for organizational culture analysis. • In the second part, entitled “Evaluation of Credit... [to full text]

Organizational Networking is an eminently modern concept and has been more and more investigated by scholars in recent years. However, little research has focused on the impact of Organizational Culture on Organizational Networking. The reason of this is that there is a duality in the field of culture between culture within organizations and culture within organizational networks. We argue that none of those stances alone can provide a comprehensive view of cultural phenomena within networking organizations and that a new perspective should be taken. In order to investigate the subject, we bring in the concept of Interorganizational Culturing and investigate it from an Actor-Network Theory perspective, which leads us to the following research question: which are the actors of Interorganizational Culturing in a networking organization? To gain insight on the topic, we have searched for theories on cultures within both the scope of organizations and organizational networks to build upon. In order to illustrate our research, we have conducted unstructured interviews in accordance to Actor-Network Theory principles. Our investigation was led through the use of convenience sampling method and was performed with six large Swedish organizations which activities differ and size varies. Our findings suggest that there are both structural and cultural actors to Interorganizational Culturing, the latter being the ones that can be influenced by the organization. The Actor-Network Theory perspective enabled us to show that many of the dynamics are sparked by nonhuman entities such as components or Organizational Culture (values, beliefs, behaviours). Therefore managers should reflect upon the fact that the potential of improving interorganizational collaboration in their organization lies in their very hands and that they should ask themselves the following question: how ready are we to collaborate more in order to compete better?

Univerzita Karlova Pedagogická fakulta Centrum školského managementu DIPLOMOVÁ PRÁCE Organizační kultura střední odborné školy Organizational culture in high school Vito Grygorsky Vedoucí práce: Ing. Martin Šikýř, Ph.D. Studijní program: Specializace v pedagogice Studijní obor: Management vzdělávání 2018 The diploma thesis deals with the issue of organizational culture in secondary vocational school. The aim of the thesis is to identify the values and artefacts that constitute the organizational culture of the secondary vocational school. The diploma thesis is divided into three parts, which are connected to each other. The first part is focused on the theoretical background of organizational culture, its elements, structure, models and resources. In the second part of the thesis the theme of organizational culture is further developed. It deals with management issues, strategy and climate of the organization. The third part of the thesis examines the organizational culture of a specific secondary vocational school according to the defined basic questions of the thesis. School staff consider cultural school values to be the front of its artefacts, and most employees are satisfied with organizational culture at school. The research carried out at school confirmed both assumptions.

The amount of acquisitions has been increasing over the last decades and has been used as a growth strategy by firms all over the world. However, more than fifty percent of all acquisitions never deliver the initially expected value, which in many cases is due to poor integration management of the organizational culture in the post-acquisition phase. Where, in contrast, acquisitions which are integrated into the organizational culture of the acquirer, can see a decrease in social conflicts and receive a higher employee commitment. Which in turn can help the acquisition to provide and remain its human capital and value.  With the support of a Swedish business consulting firm, this study hopes to shed light upon how firms integrate organizational culture in the post-acquisition phase, and which integration management tools are used in the process. This study uses a single opportunistic case study combined with a qualitative and an inductive approach, to gather and handle the data. Where the empirical data was mainly collected through interviews. The results of this thesis show that integration of organizational culture in the post-acquisition phase, is mainly managed through supportive leadership and training, in the business consulting firm. Where those main management activities consist of several different integration management tools.

The topic of this work is a characteristics of the organizational culture of the company Telefonica O2. The objective was to describe the integration process of two merging companies (Cesky Telecom and Eurotel) and an influence if this integration on development and formation of the organizational culture of Telefonica O2. Further then to analyse two surveys of employees' satisfaction and to analyze strong and weak points of the orgnanizational culture.

The aim of the thesis is to propose changes in organizational culture in a selected company. In the first part of my work the most important theoretical concepts are described such as definition of organizational culture, elements of organizational culture or methods of organizational culture analysis. Second part is then focused on the identification of the current organizational culture, using a questionnaire survey and semi-standardized interviews. Based on the results of the research of the given methods, concrete proposals are defined to improve the current situation.

Bakgrund: Organisationskultur är ett begrepp med olika definitioner och eftersom en kultur inte går att mäta krävs det istället tolkningar för att förstå organisationskulturen. Denna studie grundas på två svenska myndigheter, Försvarsmakten och Polismyndigheten, vars kulturer är präglade av historia och tradition. Båda myndigheterna beskriver att de befinner sig i en kulturförändring. En planerad förändring av rådande organisationskulturen kan utspela sig olika beroende på interna och externa faktorer. Jämställdhetsintegrering i myndigheter är en strategi som regeringen har beslutat ska implementeras i statliga myndigheter, vilket innefattar att ett jämställdhetsperspektiv ska integreras i alla nivåer inom verksamheten. Jämställdhetsintegrering tolkas som ett försök till kulturförändring då rådande strukturer, normer och värderingar i organisationskulturen måste synliggöras och hanteras för att jämställdhetsperspektivet ska kunna implementeras på alla nivåer. Syfte: Studien syftar till att öka kunskapen om hur chefer inom två svenska myndigheter tolkar organisationskulturen och en planerad förändring av den. Metod: Studien har genomförts med en kvalitativ metod genom semistrukturerade intervjuer med åtta respondenter, fyra från Försvarsmakten och fyra från Polismyndigheten. Slutsats: Chefer inom både Polismyndigheten och Försvarsmakten ser på sina respektive organisationskulturer på liknande sätt. De båda studerade myndigheterna ser i vissa fall på sina organisationskulturer som variabler, möjliga att förändra och påverka genom ledarskap. I andra fall ses organisationskulturerna på som rotmetaforer, där förändring sker genom påverkan från samhället och när medarbetare socialt interagerar med varandra. Då svaren går åt olika håll kan det konstateras att de båda studerade myndigheterna hamnar någonstans mittemellan de båda synsätten. / Background: Organizational culture is a concept with different definitions and since a culture cannot be measured, interpretations are required instead to understand the organizational culture. This study is based on two Swedish authorities, the Swedish Armed Forces and the Swedish Police Authority, whose cultures are characterized by history and tradition. Both authorities describe that they are in a cultural change. A planned change in prevailing organizational cultures can take place differently depending on internal and external factors. Gender mainstreaming in authorities is a strategy that the government has decided to implement in government agencies, which includes that a gender equality perspective must be integrated at all levels within the business. Gender mainstreaming is interpreted as an attempt at cultural change as prevailing structures, norms and values in the organizational culture must be made visible and managed for the gender equality perspective to be implemented at all levels. Purpose: The study aims to increase knowledge of how managers within two Swedish authorities interpret the organizational culture and a planned change in it. Method: The study was conducted with a qualitative method through semi-structured interviews with eight respondents, four from the Swedish Armed Forces and four from the Swedish Police Authority. Conclusion: Managers within both the Swedish Police Authority and the Swedish Armed Forces view their organizational cultures in a similar way. The two studied authorities in some cases see their organizational cultures as variables, possible to change and influence through leadership. In other cases, organizational cultures are seen as root metaphors, where change takes place through influence from society and when employees socially interact with each other. As the answers go in different directions, it can be stated that the two studied authorities end up somewhere in between the two approaches.

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