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Main subject of this Master's Thesis is organizational culture. Work defines main terms: definitions, components, structure, influences, function, typologies and methods of organizational culture content. Written inquiry and documents content analysis were used to determine the present state of organization culture in XYZ, a.s. company. The target was to design necessary steps which should provide areas of organizational culture.

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.

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.

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.

Since the late 1980s in most European countries the public sector has been characterized by ongoing privatization/liberalization strategies. Challenges related to this development are the merging of public institutions or units, the (re)creation of efficient processes, the increase in revenues, and the balancing between public service obligation and private sector competition. Approaching a case of a large Austrian company in the public health sector with a mixed methods design (narrative interviews, surveys), three major changes could be identified: a) breaking the bottleneck - development of processes, tools and awareness, b) reduction and regulation - ongoing business integration, and c) the good, the bad and the ugly - changing roles and status of clients, employees and managers. Organizational cultural subgroups relevant to the case are functional, occupational, geographical, political and structural subgroups. The political and the structural subgroups are fairly new dimensions in M&A research. The different subgroups identified show different resource dependencies, define perceptions about the ongoing changes and related approaches to change, face different organizational strategies and professional challenges. This explorative case study contributes to the understanding of developments of the public sector and related types of organisations. It provides practical recommendations for successful integration processes and managerial action. Approaching the case with the model of organizational culture challenges organisational cultural theory. New constructs relevant to change management are combined and a contribution to the field of mixed method M&A studies is made. (author's abstract)

Background:  Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.

Diplomová práce se zabývá organizační kulturou společnosti STORRA s.r.o., identifikuje její slabé a silné stránky na základě zvoleného modelu, a navrhuje vhodná řešení pro podporu změny organizační kultury s ohledem na dlouhodobé strategické cíle společnosti.

Diplomová práce se zabývá organizační kulturou konkrétní společnosti Macco Organiques, s.r.o., identifikuje její slabé stránky a s ohledem na dlouhodobé strategické cíle firmy navrhuje vhodnou změnu organizační kultury. Jako první jsou určeny cíle výzkumu, následují hypotézy a metodologie užitá v práci. Teoretická východiska organizační kultury jsou zmíněny v části druhé spolu s oblastmi vztahujícími se k obchodním strategiím společností. Třetí část představuje zjištění, výsledky výzkumu a verifikuje/falzifikuje stanovené hypotézy. Dále jsou uvedeny doporučení pro společnost.

The master´s thesis deals with organizational culture and its effect on efficiency of HVM Plasma, s.r.o. Written inquiry, interview and documents kontent analysis were used to determine the present state of organization culture. The target was to design necessary steps which should provide areas of organizational culture.