Anecdotal information indicates a resistance to change from federal fish hatchery staff regarding environmentally sustainable infrastructure renewal and hatchery operations. Qualitative research was conducted to investigate this phenomenon, using face-to-face interviews with nine hatchery staff across British Columbia. The interviews were audiotaped and transcribed verbatim, and participants‘ responses remained confidential, due to the relatively small hatchery community. Responses were grouped under two headings, Barriers to Change and Embracing Change, and four distinct themes emerged: Governance, Benefits, Education and Research, and Culture and Personal Beliefs. Barriers to change related to governance emerged as the dominant theme during interviews. This research examines the culture of hatcheries and their perceived governance structure, identifies barriers to implementing change, and makes recommendations to foster effective governance. Characterizing hatchery staff responses to change is a significant step in moving towards environmentally sustainable infrastructure renewal and environmentally sustainable program operations.

The complex social phenomenon of leadership has been of interest for thousands of years and the subject of formal scientific research for over a century. The individual (sole) leader has been the focus of majority of the studies and leader-follower dyads have featured prominently in the identification of leader behaviours The paradigm has shifted, from the early quantitative approach to the most recent 'new leadership' perspectives which include theories such as transformational, charismatic and visionary leadership. Non-leaders (labelled followers and sometimes subordinates) have received little research attention despite being in the majority in teams. This study examined the research question, 'How do followers exercise leadership?' Approaching the question using grounded theory research methodology, leadership behaviours were studied in 48 seven- to nine-person teams of Year 11 male students attending an outdoor leadership program in one of two consecutive years in South Africa. The qualitative research was based on (1) data collected and analysed from observations in the field, including an extensive video record; (2) semi-structured interviews with course participants and staff; and (3) in-course leadership review documents. This research extends the existing theory of distributed leadership by defining and clarifying particular processes and skills of how followers in this study exercised leadership. Influence is central to leadership and also the core category in this study. In the context of the substantive field, theoretical propositions generated by the research include that team members are generally concerned about contributing and belonging and, when leading, focus on initiating or taking charge of influencing. Instead of being limited to a single leader, the leading role is distributed amongst team members, though not necessarily in equal proportion. In all teams, more than one member exercised leadership, and in most teams every member exercised some leadership behaviour during the four day program. Depending on context, followers exercised leadership by employing one or more of eight influencing behaviours and switching from following to leading roles. Communicating and listening emerged as core leadership behaviours, vital to team processes and most frequently used. Coordinating and motivating were identified as key influencing behaviours, regularly used and important to team processes. Risking, anchoring, mediating and channelling were categorised as situational influencing behaviours, used less frequently, based on context. This research articulates the mechanism whereby team members switch between leading, following and sometimes nominal member roles. Insights are provided of how individuals in a team may, for a period of time, occupy a leading role and then, at other times, occupy a following role. Occupying these roles is not related to formal assignment of roles. This study not only shows that followers play a greater role in leadership than existing literature on research indicates, but it also defines eight influencing behaviours used to exercise leadership. The study has important implications which can help managers and leaders in formal roles maximise the contributions of their followers. This study can also contribute to the design of leadership training and help build more effective teams and organisations.

Diss. Linköping : Linköpings universitet, 2007.

Thesis (M.A.) - Carleton University, 2008. / Includes bibliographical references (p. 176-181). Also available in electronic format on the Internet.

Doctoral thesis in Swedish, 1995. / Added title page in English: Images of organizations; on thought as a basis for action. Summary in English, p. 227. Includes bibliographical references.

Thesis (Ph. D.)--University of Texas at Austin, 2004. / Title from PDF t.p. (viewed on May 10, 2006). Supervisor: Michael P. Young and Anne E. Kane. Vita. Includes bibliographical references (p. 246-252). Also available from UMI.

Orientador: Angela Maria Carneiro Araújo / Tese (doutorado) - Universidade Estadual de Campinas, Instituto de Filosofia e Ciências Humanas / Made available in DSpace on 2018-08-23T23:00:40Z (GMT). No. of bitstreams: 1 Teixeira_TadeuGomes_D.pdf: 3612171 bytes, checksum: 783c0063a356d577967cf1ac87d48b2e (MD5) Previous issue date: 2013 / Resumo: O objetivo desta tese é discutir as transformações do trabalho nos Correios entre 1994 e 2011. Com foco no trabalho, a pesquisa conduziu a análise ao entrelaçamento entre estratégias governamentais, regulação do mercado, organização do trabalho, políticas de gestão e relações de trabalho. Assim, trata-se de um trabalho que articula a análise das mudanças nas atividades de trabalho à reestruturação do setor. A pesquisa possui um recorte de natureza qualitativa, baseando-se em entrevistas com gestores, sindicalistas e trabalhadores, análise documental e observação direta de atividades de trabalho em unidades operacionais. O governo do presidente Fernando Henrique Cardoso propôs a reestruturação do setor postal brasileiro ao apresentar o projeto de "Lei Postal", que previa a liberalização e o fim gradual do monopólio dos Correios. O governo do Partido dos Trabalhadores rompeu com as propostas da "Lei Postal" e iniciou o processo de reestruturação organizacional da ECT, adequando-a ao arranjo institucional das sociedades anônimas e permitindo a constituição de subsidiárias, a internacionalização da atuação e a incorporação de novos segmentos de mercado. A organização do trabalho foi reestruturada no período a partir do Projeto de Gestão da Produtividade Aplicada aos Correios. A estratégia de reestruturação, baseada no compartilhamento de informações sobre métodos de gestão da produção, adotou estratégias de gestão desenvolvidas na área industrial para a gestão de atividades terciárias, configurando uma produção industrial de serviço. Com isso, investiu-se na automação da área de triagem, na modernização e terceirização da rede de atendimento e, sobretudo, na reformulação dos Centros de Distribuição Domiciliária. Nestas unidades operacionais, o processo de reestruturação resultou na configuração de relações de trabalho marcadas pela cadência acelerada das atividades e pela noção de tempo escasso para cumprir os prazos estipulados, aspectos que tornam as atividades de trabalho cada vez mais fragmentadas e individualizadas, já que centradas individualmente em cada funcionário por meio da adoção da lógica do trabalho por tarefa. Assim, a individualização das metas e responsabilidades torna o dissenso e o conflito integrantes das relações interpessoais no âmbito da unidade operacional, canalizando as insatisfações não contra as ações gerenciais, mas contra os colegas de trabalho, individualizando demandas por mudanças e dificultando a solidariedade entre trabalhadores em demandas coletivas. A política de gestão de pessoas na estatal é marcada pela tensão. A política salarial e de benefícios, juntamente com a relativa estabilidade no emprego, constituem instrumentos de retenção da força de trabalho. Ao mesmo tempo, a participação nos lucros e resultados a partir de 2003, a adoção de novo plano de cargos, carreiras e salários em 2008, as negociações coletivas e as polêmicas em torno da terceirização da força de trabalho e as recentes negociações coletivas têm conduzido a crescentes tensões e à judicialização das negociações trabalhistas. Verifica-se também que a força de trabalho é predominantemente masculina e reproduz desigualdades de oportunidades entre homens e mulheres. Com a ascensão do PT ao governo, constata-se crescente participação de ex-sindicalistas no quadro de gestores / Abstract: The goal of this thesis is to discuss the transformation of work in the Brazilian Post Office between 1994 and 2011. By focusing on work, this research guides the analysis towards the entanglement between government strategies, market regulation, and the organization of work, management policies and labor relations. This work, therefore, brings together the analysis of changes in work activities and the restructuring of the industry. The research includes an overview of qualitative research, based on interviews with managers, trade unionists and workers, document analysis and direct observations of work activities in operational units. The administration of President Fernando Henrique Cardoso proposed a restructuring of the Brazilian postal services when it presented the "Postal Law" project, which provided for the gradual liberalization and end of the monopoly held by Post Office. The government led by the Workers Party (PT) broke with the proposals of the "Postal Law" and started an organizational restructuring process of the ECT, adapting it to the institutional arrangement of corporations and allowing the establishment of subsidiaries, the internationalization of activities and the incorporation of new market segments. The organization of work was restructured in this period based on the Project for Productivity Management Applied to the Post Office. The restructuring strategy, which was based on the sharing of information on production management methods, adopted management strategies developed in the industrial area for the management of tertiary activities, turning the post office into an industrial producer of services. This meant investing in the automation of the sorting process, modernizing and outsourcing the customer service network and, most of all, reformulating the Home Distribution Centers. In these operating units, the restructuring process resulted in the establishment of labor relations marked by the accelerating pace of activities and a sense that there was little time to meet deadlines. Aspects that make the work activities increasingly fragmented and individualized, since they are focused on each individual employee by adopting the piecework logic. The individualization of goals and responsibilities make dissent and conflict an integral part of interpersonal relationships within the operational unit, funneling grievances not against managerial actions, but against coworkers, individualizing demands for change, and hindering solidarity between workers in collective bargaining. The people management policy in the state company is marked by tension. Wage and benefit policies, in addition to relative employment stability, are instruments to retain the workforce. At the same time, profit sharing schemes since 2003, the introduction of new jobs, wages and career plans in 2008, collective bargaining, and the controversies surrounding the outsourcing of the workforce have led to rising tensions and the judicialisation of labor negotiations. We also see that the workforce is predominantly male and that inequalities of opportunity between men and women are reproduced. With the rise of the PT to the government, there has been an increase in the participation of former unionists in management / Doutorado / Ciencias Sociais / Doutor em Ciências Sociais

Doctorat en sciences sociales, politiques et économiques / info:eu-repo/semantics/nonPublished

This research is based on the premise that employees respond to dissatisfaction in general and organizational injustice in particular in two primary ways: by speaking up and/or by staying silent. This qualitative, theory-generating study examines the phenomenon of organizational injustice (including its antecedents and consequences) and employees' responses toward three research goals: 1) greater understanding of organizational injustice; 2) greater conceptual consensus through concept development of voice and silence; 3) a process model of organizational injustice, voice and silence. Also, new knowledge about voice and silence is linked to organizational practice by examining the availability of various voice systems and perceptions of their efficacy. The research design is influenced by several organizational research streams, as well as grounded theory and clinical methods. Thirty-two employees, each representing different organizations and occupying both managerial/professional positions and clerical/line positions participated in semi-structured, open-ended interviews in which they described 33 cases of workplace injustice. The interview design includes two methods: 1) a retrospective critical incident technique to discuss a workplace experience which participants defined as unjust; and 2) a projective exercise in which participants were asked to imagine that they could speak with impunity to the person(s) involved or responsible for their perceived injustice. Interview cases were supplemented by 30 archival cases of employees' voicing of discontent through a government-sponsored voice system. Significant results concerning the phenomenon of organizational injustice included the introduction of a four-category typology which departs from traditional classifications with its inclusion of interactional injustice (interpersonal mistreatment by a boss) as a distinct category, the systematic delineation and description of interactional injustice according to eight emergent behavioural dimensions, the identification of organizational antecedents to workplace injustice according to four emergent groupings (i.e., structural, procedural, cultural and global) and the identification of individual- and organizational-level consequences. In addition, the concepts of voice and silence emerged as forms of resistance to organizational injustice. Voice was found to encompass two distinct but related constructs: formal and informal voice. Specific strategies by which participants resisted injustice were identified for voice (formal and informal) and silence. A process model of voice and silence in organizational injustice was also introduced. / Business, Sauder School of / Graduate

The quality of the relationship between supervisors and subordinates strongly influences a variety of important work-related attitudes and behaviors, which consequently impact organizational effectiveness.