In the last 10 years, the number of remote workers has increased by 80%. Remote workers are more productive than their traditional in-office colleagues, cheaper to maintain for the organization because of the major decrease in overheard costs, and drastically increase organizational leaders' hiring options. The problem was that over half of the nation's disengaged employees work remotely, contributing significantly to associated annual costs of employee disengagement to businesses of upwards of $550 billion. The purpose of this exploratory case study, using a critical incident technique, was to create a taxonomy of responses to the incidents that are critical for maintaining, strengthening, or eroding the workplace engagement of 14 remote workers nationwide. The data collection method included in-depth interview questions, open and selective coding, and thematic analysis from the data provided by the 14 participants. The 9-step analysis process, triangulation, and member checking consisted of structure and credibility of the findings. The taxonomy derived from this study that strengthens and maintains the engagement of remote workers is directly related to the primary theme of connectedness and organizational culture; the taxonomy derived from this study that erodes workplace engagement is directly related to the secondary themes of organizational fit and disconnectedness. The findings suggested that remote workers experience strengthened and sustained levels of workplace engagement more when working environments where they have a personal connection to the organization's mission and vision and where they feel the work culture is familial. The taxonomy derived from this research could provide organizational leaders with techniques to engage and inspire the talent of remote workers to create positive and sustainable social change

Internal branding (IB) evolved from marketing to engage employees in a company's strategic planning. IB has been studied extensively in the hospitality industry, but not with human resource (HR) departments. The purpose of this phenomenological study was to assess the effectiveness of corporate training designs in instilling IB corporate values in global employees of a multinational hotel chain to determine whether European core values could be transferred across different cultural backgrounds. Structured interviews on IB were conducted with 22 HR practitioners of a luxury hotel chain to capture essential information through the lived experiences of the participants, all of whom were involved in how the design of such training programs can instill corporate core values in employees across national cultures. Transcribed interview responses were analyzed using the simplified Stevick-Colaizzi-Keen method to generate textual and structured descriptions to capture IB from their perspectives. The analysis revealed (a) that the HR employees were sensitive to certain core values that did not readily translate to overall brand and employee loyalty, as well as good company-employee working relationships, and (b) the importance of designing effective yet standardized training materials that addressed cultural differences or could be adapted as needed. These findings can help to promote more effective global brand recognition and provide HR specialists with knowledge to educate trainers about better techniques to deliver training across different cultures and engage employees on core values. Employees will be happier performing their roles, have increased job satisfaction, and demonstrate improved levels of productivity.

Senior leaders who fail to implement work-life balance strategies may experience reduced profits and sustainability challenges. This single case study explored employers' strategies for improving employee work-life balance. The population for the study included 4 senior leaders of a hospice care agency in North Carolina who successfully implemented employee work-life balance strategies. Data were collected from semistructured interviews and from the review of company documents, website, and social media pages. The conceptual framework for the study was the transformational leadership theory. The trustworthiness of interpretations was supported by member checking. Four themes emerged from inductive analysis of the data: a supportive work environment promotes employee work-life balance, leadership trust is key to the success of employee work-life balance, work-life balance programs minimize stress and improve employee job satisfaction, and flexibility and remote work options increase employee work-life balance. Implementing work-life balance strategies in an organization may increase employee morale, employee productivity, and quality of work life. The application of the findings of this study may contribute to positive social change by providing insights for senior leaders on the implementation of strategies to achieve work-life balance to increase workplace sustainability and meet the physiological and psychological needs of employees as well as contribute positively to the communities and the organizations served.

This dissertation explored changes in structure, governance, perception and practice within Florida's child welfare system over a ten-year period (2001-2011) inclusive of two concurrent, statewide reform efforts: the privatization of child welfare services and implementation of a Title IV-E Waiver Demonstration. Using an anthropological perspective and holistic approach, the child welfare system is presented as a type of meta-organizational culture inclusive of subsystems and subcultures which are all embedded in historical and socioeconomic context that involves alternations between child safety and family preservation approaches to care. Guided by a grounded theory approach to qualitative data analysis, content analysis of child welfare organization documents, child welfare stakeholder interview transcripts, community governance partner surveys, and observational field notes was performed. Findings are presented within a systems theory framework and include emphasis on (1) systems change as a nonlinear, evolving process that takes time to sustain real change, 2) externalities and emergencies, as well as response to crises as ever present influential factors impacting system change and the creation of shared meaning and perceptions of, 3) the challenges involved in aligning structural views on poverty with practice models that more often employ the idea that poverty is individual, 4) the merit of privatization for social services if the reform is designed to create a public private partnership inclusive of caring for all children and families in a community, and 5) the value of flexibility and variance in local system design in order to best match a community's needs and resources.

[pt] A presente dissertação tem como propósito analisar o gerenciamento cultural e o impacto no desempenho organizacional de uma organização de 145 anos, com 68 mil funcionários, que representa o maior agente financeiro do Brasil de fomento ao desenvolvimento urbano, nos segmentos de habitação, saneamento e infra-estrutura, na administração de fundos, e em programas e serviços de caráter social. A posição da empresa no mercado nacional e principalmente sua trajetória, passando por uma crise de confiança e resultados, com motivos internos e externos, até a recuperação recente de seus resultados associada ao ambiente do mercado financeiro, vem apresentando constantes alterações, principalmente devido às mudanças no cenário econômico que foi responsável pela significativa mudança organizacional. Neste estudo foi feita uma análise qualitativa de questionários semi-estruturados,discursos presidenciais,e entrevistas individuais, segundo tipologias culturais e modelos propostos por Chow et al. e Gordon. Conclui-se que a organização passou a ter um planejamento estratégico mais voltado para o mercado e seus clientes, reforçando a premissa de que existe uma forte correlação entre cultura, estratégia e desempenho, e evidenciando a importância de algumas variáveis como: processo de comunicação, estrutura de poder e processo decisório no gerenciamento da mudança organizacional. / [en] This dissertation has as objective to analyze the cultural management and the impact on the organizational performance of a 145 year old organization, which with 68.000 employees represents the largest Brazilian financial agent. This organization fosters the urban development in real state, sanitation, infrastructure, funds administration and in social programs and services. The position the company holds in the national market and mainly its history through liability crisis and its results with internal and external reasons until its recent result recovery is associated with the financial market environment. This position has been showing constant alterations mainly due to the financial setting changes that have been responsible for the significant organizational changes. In this study, a qualitative analysis has been done on semi-structured questionnaires, presidential speeches and individual interviews according to cultural and proposed models by Chow and Al Gordon. It has been concluded that the organization has adopted a strategic planning more focused on the market and on the clients emphasizing the idea that there is a strong correlation among culture, strategy and performance and making more evident the importance of some variables such as combination process, power structure and decision process and the management of the organizational changes.

Despite the ubiquity of the term ‘organisational culture’ in both popular and scholarly management literature, it remains an ambiguous concept, whose practical application is recognised as being far from universally successful. Models which seem to be preferred by practitioners are often criticised as being static or mechanistic, while more dynamic scholarly approaches tend to discount the possibility of deliberately influencing organisations at the cultural level. This dissertation, instead of focussing on culture as some sort of objective or unchanging attribute of an organisation, treats it as a phenomenon emerging from social interaction and individual sense-making. It draws on, and extends, George Kelly’s Personal Construct Psychology to build a framework for understanding the production of meaning by individuals in their social context, and how this contributes to the establishment of the collective boundaries between which cultural effects are observed. This framework is applied to the case of a business school attached to a large university, which is first absorbed into its Commerce Faculty, and then dissolved into a new Department, as the overall university structure is modified. Grounded Theory methodology is used to develop an approach to the description of the cultural interaction and changes that occur, and to generate theory that goes some way to explaining how and why they do. The theory gives insight into how latent cultural distinctions become, or are made, salient and the different means by which divisions may be resolved or superseded, sometimes resulting in conflict. Implications are explored for the management of organisations undergoing change, particularly where this involves merging or restructuring organisational units, and for the training and development of managers who are to be involved in such activities. ¶ At a theoretical level, building on a constructivist and processual ontological base, the dissertation makes contributions to the understanding of behaviour in organisations and draws on pragmatic epistemologies such as those advanced by George Herbert Mead. It brings concepts from psychology, sociology and management disciplines to bear on the problem of cultural interaction, and suggests that integrating them in this way may enhance their value in this context. ¶ By focussing on culture as a phenomenon produced at the interface of collective constructions, the dissertation proposes that it be viewed as fundamentally dynamic once eloquently described as ‘multiple cross-cutting contexts’ – but, nevertheless, explains how it may be recognised more through its apparent intractability than its fluidity. Whilst rejecting managerialist approaches which would suggest that culture and, through it, people, can be manipulated at will to reliably produce desired effects, the dissertation suggests ways in which insight into cultural interactions might be generated for those who are participating in them, and options developed to influence these interactions that might otherwise not have been available. It therefore has potentially valuable implications for management practice.

在組織間競爭愈來愈激烈的情況下，人成為組織最重要的資源，組織與員工間的關係愈來愈密切。同時工作生活品質觀念的興起，使人們對工作的意義有更新的體認，生涯發展的概念逐漸受到重視，因而有生涯發展系統的設計產生。生涯發展系統的設計強調員工與組織共同負起責任，為雙方的成長努力，為達此目的，除員工雙方需建立自我反省的能力，積極規劃自我生涯之外，組織必須體認到員工在生涯發展的需求，在制度面的設計與管理上為員工建構一能長期發展的生涯策略與環境，以回應員工在這方面的需求。組織任何制度的設計除需考慮組織的需求外，最重要的是與組織文化型態的契合，本研究因此將對組織文化與生涯發展系統間的關係進行探討。本文研究方法採文獻研究法及問卷調查法。文獻調查法主要在蒐集論文、期刊、書籍等資料進行分析，問卷調查法則以公私機關組織成員進行抽樣調查及統計分析。本研究的研究變項包含組織文化、個人生涯規劃及組織生涯管理三類，組織文化部分包含1、組織對人力資源的態度2、組織對錯誤與風險的容忍度3、組織內的溝通網絡及部門間資訊、意見的交流程度4、工作的流動性、擴大化與豐富化5、主管與部屬的關係。個人生涯規劃部分包含1、對自我的了解2、對生涯異動機會的了解3、對自我生涯的投入。在組織生涯管理部分包含1、教育、訓練與發展計畫2、生涯發展路徑的設計3、主管的支持程度4、人力資源計畫5、生涯諮商活動。本研究研究結果如下：1、是否擔任主管、及較年長者在對生涯異動機會的了解上有顯著差異存在。2、組織文化與個人生涯規劃及組織生涯管理活動間有顯著相關。3、個人生涯規劃活動與組織生涯管理活動間有顯著相關。最後根據本文研究的結果加以討論，並提出對理論的建立及實務分的建議。

本研究以一家大型民營企業為例，發展Schein (1992)關於組織文化的理論模式及解讀方法，進行組織文化的探索性研究。 　　在理論模式方面，本研究採用Schein將文化區分為「人為事物」、「外顯價值」、及「基本假定」三個層次的模式，並闡明三層次的關聯及外顯價值的內涵；在解讀方法上，本研究以實習生的角色進入組織，依循Schein提出的解讀方法，以參與觀察、協助組織事務等田野工作及深度訪談的方式進行資料收集，但依實際情況，將原有的解讀步驟做了部份修改。 　　由解讀的結果，該企業的組織文化在基本假定層次可分為人際觀、事實觀、人性觀、行動觀及發展觀五個層面，在人際觀方面，本研究並提出泛家族主義為其深層價值。研究者在解讀各文化層面時，均根據田野資料進一步探討其外顯價值及人為事物，使得組織文化的內涵更為豐富。 　　研究者在討論部份比較了本研究與Schein所提理論、方法，及其他研究的差異；在研究所得與現有知識的辨證中，研究者嘗試提出五個相關命題：（一）組織文化的基本假定，有其複雜性，不一定是平行存在的向度；且可能可以歸於一個核心的內涵；（二）「泛家族主義」為本土企業文化的普同內涵；（三）「感情」與「共同背景經驗」為泛家族主義必然衍生之價值觀；（四）在大型的擬似家族企業中，具有家長權威的個人影響力量只能及於上層，使上層與中下層之間形成文化斷層的現象；（五）組織中的形式主義是權威取向下的表面工夫。 　　最後，研究者說明本研究的意義與貢獻、指明若干限制、並提出對後續研究的建議及實務上的應用。 / This study based on steps of reporting about culture to outsiders described by Schein. In a real company, researcher eveloped Schein's culture model and deci-phering process resulting of a cultural description. The study was also compared with other relative researches. And there were five propositions identified. Finally, the implication for further studies and for practice was discussed.

國的組織與管理的研究結果，一直被奉為放諸四海　皆準，具普遍性的原 則，直到日本成為經濟上的強權後，這個迷思才被打破。頓時之間，日本 式的管理為舉世所矚目，使「文化」的因素受到研究者的重視。傳統中中 國文化對領導的研究車載斗量，但今日的中國管理者究竟從文化中繼承了 多少領導的技能及藝術，則不是一件很容易測定的事。本文基於不同的國 家文化滲透到現代的組織體中，會創造出彼此具有不同風貌的組織文化之 假定，採取比較管理的途徑和文獻探討的研究方法，探討中日兩國一般組 織的組織文化與領導型態間的關係。基於以上的認知，本論文的章節安排 如下：第一章緒論主要是說明本論文的研究動機及目的，研究方法及限制 及所採取的研究架構。 第二章是理論基礎的部分，主旨在說明領導與組 織文化的關係：領導的效能主要在於將組織中的各項活動賦予意義，以影 響組織成員的思考方式及心智過程，由於領導者所既有的思想及情感形態 ，深受文化因素的影響。因此，領導者與組織文化間存著這個矛盾：領導 者創造組織文化，然而組織文化也形塑了繼任領導者的行為。另外，本章 並提出 Quinn 及 McGrath 的競值途徑 (Competing Values Approach)來分析組織文化類型及領導型態之間的關連性。第三章為對日 本一般組織中的領導及組織文化作一番分析和說明。根據 Schein 所臚列 之組織文化的五種基本假設，來說明日本的文化是如何滲透入管理實務中 ，形成其獨特的組織文化。並配合Quinn及McGrath的分析架構和許多領導 的事例來闡述日本式領導的特徵。第四章亦是根據Schein提出的五種基本 假設，來探討在中國化影響下，我國一般組織的組織文化的基本型態，以 及其與領導之間的關係。同時採用 Hofstede 對組織工作價值觀分析架構 中的兩個面向：權力差距、個人主義 vs.集體主義，來比較中日兩國領導 行為的差異。並希望能對未來中國式管裡的發展有所啟迪。第五章結論乃 是將研究結果，做一番綜合、撮要，並提出以下建議：面對文化及價值觀 快速變遷的情況，洞察未來及勇於創新的領導特質顯得益形重要；此外， 領導者如何處理文化價值體系的變遷、中國式管理理論的發展以及公共行 政理論本土化等問題，都是未來進一步研究的重要課題。

<p>Because of an increasing demand from customers and changing external environment, there is a need for continuous improvements, for both manufacturing and service organizations, to meet these demands. Manufacturing organizations have been working systematically with quality improvements for a long time, but it has not been as common for service organizations. Because of that the methods to use for implementation of the systematic improvements have not been designed to fit service organizations, and not either for public organizations. The purpose of this thesis is to explain if and why the Swedish Road Administration’s organizational culture and handling of ideas and deviation support an implementation of continuous improvement management. The study of the Road Administration’s performance is being compared to Clarion Hotel, as Clarion is a Swedish good example in continuous improvements in service organizations. To fulfil the purpose, a case study is made at the Road Administration organization, where a quantitative study of the organizational culture is made, and also a qualitative study of the performance. The quantitative study is based on Detert et al (2000) eight important values for effective continuous improvements that Detert et al. has connected to eight dimensions of organizational culture. The qualitative study is based on factors that previous studies have shown to be important for success of continuous improvements. The results show that the Road Administration’s organizational culture can support a system of continuous improvement, but there are subcultures that have opposite values within the organization. Within some cultural dimensions there is a strong culture, which is positive as these values support the improvement system. The results also show that the performance of Clarion Hotel and the Road Administration is well in line with many of the critical success factors, but there are some areas in need of improvement. The two organizations are differing in their performance at certain points, which can be an contributing cause of the fact that Clarion Hotel is interpreted to be ahead of the Road Administration, in terms of a successful implementation of continuous improvement. The major differences are the degree of involvement of the employees and their knowledge of the improvement system, as well as the lack of strategic focus on improvements in the Road Administration, and that the improvements have not yet had effect on the strategic goals. The results indicate that the Road Administration has not succeeded in communication the purpose of improvements and it also seems that there is a lack of communication around the values of the organization.</p>