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This study examined whether Australian public relations and communication practitioners enact an organizational conscience role through their involvement in the organizational value-setting process. Thirty communication practitioners from 26 large organizations in Melbourne and Sydney were interviewed between May 2004 and May 2005 to ascertain and discuss their involvement in organizational value setting. Using semi-structured in-depth interviews to gather data and then applying a multiple perspective approach in its thematic data analysis, the research found that most respondents were involved in organizational value setting albeit at different stages of the process. In analysing the nature of the respondent's involvement in the process along with individual and organizational factors, three roles emerged namely, the agent of critical conscience, the agent of concertive control, and the agent of corporate compliance. However the results suggest that most respond ents enacted primarily the concertive control and corporate compliance agency roles. The study also found that the predominant managerial/functionalist perspective constrains practitioners from enacting the conscience leadership role. In exploring the practitioners' ability to influence organizational members, findings support recent studies that membership in the dominant coalition does not necessarily give public relations/communication practitioners power and influence. Rather, direct access to the CEO, expertise, performance and personality were found to be the key ingredients to the individual communication practitioners' organizational influence. Findings also reveal that public relations/communication practitioners preferred to participate but not drive the organizational value-setting process. In using a multiple perspective approach to study public relations roles, this study provides empirical basis for identifying potential leadership roles for public relations/communication practitioners and for suggesting an extension of the manager-technician role typology. The study calls for public relations/communication practitioners to enact a critical conscience agent role as part of finding a meaningful, ethical and socially responsible practice. This study proposes that critical thought and dialectical inquiry be embedded within the public relations/communication practitioner's role and public relations education.

Made available in DSpace on 2016-03-15T19:25:42Z (GMT). No. of bitstreams: 1 Alvaro Augusto Freire da Silveira Junior.pdf: 958342 bytes, checksum: 62b3b994b9786b4290cc6d48ee413d05 (MD5) Previous issue date: 2007-03-14 / Fundo Mackenzie de Pesquisa / This work aimed the analysis of conflict between self-transcendence organizational values and self-enhancement organizational values, by identifying organizational espoused and shared values in a financial institution. We used both methodologies in our researches, qualitative and quantitative, to study shared values by financial institution employees. Two validated research tools were used in this research: the Inventory of Organizational Values (IVO) and the Inventory of Profiles of Organizational Values (IPVO), both of them are based on the General Values Theory. The data was collected using an open and a closed questionnaires in a sample of 135 individuals that work with corporate clients, and consulting public documents from that international financial institution. The results obtained showed us the possibility of use both methodologies, qualitative and quantitative, to study shared values and; gave us indications that the relation between self-transcendence organizational values and self-enhancement organizational values it isn t of conflict, but the values are complementary to each other. / Este trabalho dispôs-se a investigar se existe relação de conflito entre os valores organizacionais de autotranscendência e os valores organizacionais de autopromoção, mediante identificação dos valores organizacionais esposados e dos valores organizacionais compartilhados de uma instituição financeira. Utilizamos as metodologias qualitativa e quantitativa para estudar o compartilhamento dos valores organizacionais esposados pelos funcionários da instituição. Dois instrumentos validados para o estudo de valores organizacionais foram utilizados, IVO Inventário de Valores Organizacionais e IPVO Inventário de Perfil de Valores Organizacionais, todos baseados na Teoria Geral de Valores. Os dados foram coletados mediante questionários abertos e fechados a uma amostra de 135 indivíduos que trabalham com a área de pessoas jurídicas, e mediante pesquisas em documentos públicos produzidos por uma instituição financeira internacional. Os resultados mostraram a possibilidade da aplicação de metodologia qualitativa e quantitativa nos estudos de valores compartilhados e que a relação encontrada ente os valores organizacionais de autotranscendência e os valores organizacionais de autopromoção não é de conflito, mas de complementaridade.

In this thesis, the author strives to examine commitment to organizational values at Swedbank – the Central region through a longitudinal study at three different organizational levels (regional management team, branch manager and assistant branch manager) and this by a broader perspective. In order to gain a better understanding of the chosen subject the study proceeds with a theoretical framework that is concentrated to commitment to organizational values and three factors that might affect this commitment, namely; education, employment time and organizational function. Furthermore, a qualititative approach was used to collect the empirical data consisting of interviews. The purpose of this thesis is to closely examine how three managers at different organizational functions have worked with the organizational values and their employees’ commitment to the values during the last year by studying the three variables; education, employment time and organizational function. The conclusions highlights education and organizational function as two factors that have gained more focus in the managers work with committing their employees to the values. Education plays a crucial role since the manager’s uses similar approaches to some extent but also other methods. The regional management team stands out due to the group reflections. The branch manager is also using a somewhat more unique approach, monthly dialogues. Since the three organizational values; open, simple and caring are not explicitly defined, and are more generally stated there is room for interpretation and education is argued to be the solution for this issue. The importance of organizational function is highlighted in different aspects- balancing hard and soft goals and also the importance of leaders - delegation of responsibility. Regarding the factor employment time, the three interviews were united in this question. No employee has yet displayed a lack of commitment. However, those who have incorporated the values in a good way have done this in a personal way.

Master of Arts / Department of Communication Studies, Theatre, and Dance / Nicole M. Laster / The adoption of a corporate social responsibility (CSR) policy affords a company with the opportunity to engage with stakeholders in a manner that is not necessarily tied directly to a company’s business as usual. CSR research has burgeoned in the last several decades, keeping pace with companies worldwide and their steady incorporation of CSR policies into their business models. To that end, research has been primarily focused on CSR policy perception from external stakeholders or managers. This research project examines the sensemaking processes related to an environmental sustainability-related CSR policy among a diverse group of internal stakeholders at a mid-sized electric utility company. An analysis of the data suggests that hierarchical divisions of employees are non-existent when the CSR policy is enduring, consistent, and upholds company values. Moreover, employee enactment of CSR policies operates as a mechanism whereby employees internalize the promoted corporate values. Such environmental CSR policies tacitly reinforce an organization’s cultural values among its employees. Additionally, environmentally sustainable CSR policies supported by environmentally exhausting companies induce a minimal justification hypothesis when dissonance is present between the nature of a company’s industry and practices related to sustaining the environment.

Made available in DSpace on 2016-07-27T14:21:46Z (GMT). No. of bitstreams: 1 Bruna Wascheck Fortini.pdf: 1134944 bytes, checksum: 645877247c476027a14d943ee1545ac6 (MD5) Previous issue date: 2009-03-27 / This study aimed to analyze the connection among the values that guide the life of an organization as well as to notice the perception of bullying of its employees. For such purpose, it describes the bullying at work and organizational values and identifies the connection between them. The sample was made up of 234 employees of an automobile company located in Goiânia. The average of age was 32,66 years (SD= 10,13), and the majority of them were male (68.4%). The instruments of measurement were: Escala de Assédio Moral (Scale of Bullying) and Inventário de Valores Organizacionais (Organizational Values Inventory). The descriptive analysis showed that in the organization investigated, co-exist all organizational values and the values Hierarchy and Conservatism reached the highest scores (5.62 and 5.31 respectively). When it comes to noticing the perception of bullying on the demographics survey, only the gender and the intention of living the organization showed a positive score, being predominant the masculine sex to the feminine one in the perception of the bullying, with an average of 1.36 (SD = 0.39), and the intensity to leave the organization forward the intensity to not do it (average= 1,63; SD = 0,51). The results of correlation and the linear regression used to the analysis showed that the perception of bullying presented a negative link to the organizational value Egalitarianism to the employees. / Este estudo teve como objetivo a análise das relações existentes entre os valores que guiam a vida de uma organização e a percepção do assédio moral por seus trabalhadores. Para tal, descreveram-se o assédio moral no trabalho e os valores organizacionais e identificou-se a relação existente entre eles. A amostra foi composta por 234 trabalhadores de uma empresa do ramo de comércio automotivo, localizada em Goiânia. A idade média foi de 32, 66 anos (DP= 10,13), com a maioria dos sujeitos do sexo masculino (68,4%). Os instrumentos de medida foram: Escala de Assédio Moral e Inventário de Valores Organizacionais. A análise descritiva dos valores organizacionais demonstrou que, na organização pesquisada, co-existem todos os valores organizacionais, tendo os valores Hierarquia e Conservadorismo atingido as maiores médias (5,62 e 5,31 respectivamente). No que concerne à percepção do assédio moral relativo aos dados demográficos pesquisados, apenas o gênero e a intenção de sair da organização apresentaram relação positiva, sendo o sexo masculino predominante ao feminino na percepção do assédio moral, com média de 1,36 (DP= 0,39) bem como a intenção de sair da organização à não intenção de fazê-lo (média= 1,63; DP= 051). Os resultados de correlação e regressão linear aplicada à análise demonstraram que a percepção de assédio moral apresentou relação negativa ao valor organizacional Igualitarismo, pelos trabalhadores.

Values theorists across disciplines agree that understanding and applying the phenomenon of organizational values is integral to organizational effectiveness (Beck, 1990; Davidson, 2005; Francis & Woodcock, 1990; Lafleur, 1999; Richmon, 2003, 2004). Consensus on this issue is further evidenced by popular use of the phrase “organizational values” in management, school systems, and university administrative parlance, leading many to believe that organizational values have been thoroughly investigated in the field of educational administration and elsewhere (Richmon, 2004). However, research in this area tends to be superficial, and a review of pertinent literature reveals no clear definition of organizational values or consequent implications for practical application. Since the practice of articulating organizational values is commonly conducted as a part of strategic planning processes, much activity and substantial investment is then occurring without full understanding of the phenomenon at hand. The purpose of this study was to uncover the descriptive, non-negotiable reality of organizational values in a particular context: university student services and administration. A critical realist’s methodology informed the development and implementation of a three-phase study. The aims of this research at each phase were to: (a) investigate how the reality of the organizational values phenomenon has been depicted theoretically in interdisciplinary research and literature; (b) examine how the concept of organizational values has been expressed in policy-driven artefacts in university student services; and (c) explore how the theoretical characteristics of organizational values are expressed in context of individual, phenomenological experiences of university student services and administration. The methods of inquiry used at each respective phase of study were cluster analysis, textual analysis, and episodic narrative interview. Additionally, model development was utilized during each phase of study to analyze the research results, and a comparison of models was conducted at the conclusion of the study as an approach to triangulation. Five key findings emerged from the collective analysis of all three phases of study. First, there was an indication of linguistic and structural inadequacy pertaining to organizational values discourse. Second, the activity associated with the organizational values concept is most frequently located in terms of personal working relationships rather than in context of institutional strategic planning processes. Third, administrative leaders play a key role in ensuring consistency with respect to organizational values understanding and implementation in university student services and administration. Fourth, a deep reality of the organizational values phenomenon was demonstrated at all phases of research. Finally, the idea of organizational values is important enough to scholars, policy makers, and front-line staff alike to warrant a great deal of time, financial, and human resource effort invested to engage explicitly with the concept in some manner. The results of this study have significant implications for both theory and practice in university student services and administration. The results informed recommendations made with respect to the development of fluency in values-related language, re-situating the process of articulating organizational values in university administration, incorporating organizational values into day-to-day administrative practice, and the role of university administrative leaders in organizational values work.

Geographically dispersed organizations are becoming increasingly common, however, the organizational culture is often weaker in this type of organization due to geographical distances. One important aspect of the organizational culture is the organizational values, and if shared by all organizational members they can benefit the company on many levels, for example by increasing motivation and communication. If employees, on the other hand, fail to interpret the organizational values it may lead to decreased working moral and overall dissatisfaction. In family businesses it is the values of the family that constitute the organizational values, and these may be difficult to communicate to non-family employees, because family businesses often rely on informal communication.   The purpose of this thesis is to describe how non-family employees interpret the organizational values of a family business, as well as to increase the understanding of whether geographical distance affects their interpretation. In this thesis we have conducted a qualitative case study, in which ten semi-structured interviews were made in a geographically dispersed family business. We have assumed an employee perspective and have, thus, interviewed non-family employees on the different geographical locations of this family business.   The findings from the empirical data showed that the case studied organization does not have any formally written organizational values and the non-family employees have as a result interpreted the values slightly differently. The employees state the organizational values in general terms, which would make them applicable to any organization, or even society at large.   In the analysis we compare the theoretical framework and the empirical findings in order to present conclusions for the organization being studied. The analysis will be divided into themes; organizational structure, organizational culture and values as well as the relation between the non-family employees and the family business.   We were able to conclude that informal communication is not sufficient in order to efficiently communicate the organizational values in a geographically dispersed organization. Nevertheless, the geographical distance for each workplace respectively could not be identified as the only influencing factor that affects the employees’ interpretation of the organizational values. The organizational structure emerged as a contributing factor. The non-family employees’ interpretations were broad and general in terms of the organizational values. One of our recommendations is for the organization to write down the organizational values and distribute them throughout the organization, which will enable the organizational values to be correctly interpreted by all organizational members.

The aim of this thesis is to design and develop a polyphonic reanalysis instrument for analysis of school cultures, as a part of the efforts to understand and develop schools as organizations. The purpose of the new instrument is to achieve an extended possibility to highlight the values and motives underlying a school´s everyday work from the actors´ micro-oriented perspective. The concept of school culture refers to Gunnar Berg and his school development strategy of scope for action, which in turn can be understood as an empirically grounded development of Gerhard Arfwedson´s concept of school codex.  The new instrument is intended to complement these two existing and long-established analytical instruments. School development is an ambiguous concept, open to different explanation and interpretation, depending on the choice of perspectives and approaches. Christopher Hodgkinson emphasizes the difficulty in conceptualizing a discussion of the motives and values held by members of an organization. It is all about subjective concepts, the meanings of which vary, depending on the situation and the context in which they are observed. A central issue in organizations is how to reconcile the organization’s nomothetic and idiographic aspirations and structures. In school organizations the problem can be understood as the dialectical interaction between institutional and organizational values. In order to provide the kind of empirical knowledge of school development that is called for, an analytical tool is required that can capture both individual and organizational and institutional aspects of the school's everyday work. My empirical evidence is drawn from cultural analysis of schools in three municipalities and municipal districts. In the reanalysis, the emerging common features were lack of continuity in school leadership and the expectations of school leaders as educational leaders to participate more actively in the everyday work. The frequent changes of directors, was by many perceived as an inhibiting and counterproductive obstacle to sustainable school improvement. The results also showed significant differences in the schools' organizational structures of formal and informal decision-making. Knowledge of the underlying patterns that affect the school's everyday work can probably be used to make the organization more transparent and malleable. The dialectical interplay between the organization and its nomothetic-idiographic aspirations differs from school to school. The driving forces in the members’ collective action clarify the relationship between the organization and its members' goals. In-depth knowledge of actors' behavior and attitudes in the context of this interaction increases the possibility of real school development on pedagogical terms to the pupils' benefit. In conclusion: The polyphonic culture assay is still an underdeveloped area. Access to the polyphonic school culture will hopefully be the starting-point for the challenge to increase new and exciting empirical knowledge of the daily work at school.

Weick (2006) calls for researchers to investigate how employees ‘hold it together’ during periods when organizational routine and order are challenged. This thesis focuses on employee experiences during two types of organizational upheaval: periods of planned, large-scale organizational change and periods of organizational crisis triggered by external events. In both conditions, employees can react negatively. This leads to failure to cope with the current situation and with future situations that pose similar threats and challenges. On the other hand, if employees can make sense of a threatening, challenging situation, the outcomes are more positive for them as individuals and for the organization as a whole. Weick’s (1988) concept of sensemaking is used as a guiding framework for investigating the experiences, attitudes, and actions reported by employees in times of organizational change and crisis. The general assertion of the thesis is that the espoused and enacted values of an organization provide sensemaking cues to employees in difficult times. More specifically, the role of stated organizational values is examined. Organizational values are often stated as a set of principles that provide guidance for employees, particularly as part of a managing-by-values approach. The context for the research program is the healthcare industry, because values are very important for healthcare employees. Moreover, healthcare organizations must continue to function optimally during challenging conditions. Three research studies are reported. Study 1 was conducted in an Australian public hospital that was undergoing large-scale change. Thirty-five employees from a range of occupations were interviewed midway through the five-year period of change. Thematic analysis of their interviews revealed that employees mostly reported negative experiences of the change program. Furthermore, employees made sense of the change program by focusing on specific cues in their situation. One such cue was the organization’s strongly promoted set of ‘core values’. The stated values were seen to be a visible symbol of the hospital’s principles, but there were negative perceptions about how well these principles were enacted. Study 2 was conducted in a public hospital in Singapore exposed to a crisis situation due to the SARS virus in 2003. Thirty-one employees from a range of occupations were interviewed four months after the outbreak had ended. Twenty of these participants returned for a second interview, one week after the first interview. A card sort procedure and thematic analysis of the interview data were used to investigate employees’ experiences of the crisis. Results revealed that employees made sense of the crisis through identification with their profession and their organization. They also perceived that the hospital’s actions during the crisis were consistent with its written set of organizational values. In addition, employees identified a number of organizational citizenship behaviors (OCBs) that they had shown during the crisis. Study 3 was conducted at three hospitals in Singapore. A pilot study involved 24 employees from a public hospital. They engaged in a focus group discussion about professionalism and they refined a set of hospital-specific employee behaviors that could potentially be classified as OCBs. The main study involved survey completion by a stratified sample of employees from another public hospital (n= 214) and from a private hospital (n=184). All respondents were invited to complete a second survey (measuring related variables) three weeks after the first survey. Analysis of 301 usable survey responses revealed findings that contribute to different literatures. Firstly, asking respondents to rate OCBs according to whether they were voluntary, unrewarded, and beneficial to the organization, revealed that many OCB items used in previous research were not perceived as being ‘true OCBs’ by the survey respondents. Furthermore, despite the use of many possible OCB dimensions, the true OCB items were factor analyzed into just two factors. One factor reflected OCBOs, which are behaviors directed towards the organization as a whole, while the other factor reflected OCBIs, which are behaviors directed towards other individuals. A second contribution is the suggestion that employees’ sense of ‘professionalism’ is a single construct. Survey respondents did not distinguish between professional identification and professional commitment in the same way as organizational identification and commitment were differentiated. Professionalism was weakly related to tendency to engage in OCBOs and more strongly related to tendency to engage in OCBIs. Finally, the main contribution to the values literature is the development of the concept of ‘organizational values integrity’ (OVI). This is conceptualized as the perceived alignment between organizational actions and organizational words, especially those words espoused in values statements. Structural equation modeling revealed that OVI influenced organizational identification and organizational commitment, which both mediated the impact of OVI on OCBOs. Furthermore, OVI had a direct impact on OCBOs. Overall, this thesis highlights employee perceptions that the organization acts in ways that are aligned to its stated values as important influences on employee attitudes and OCBs, particularly in difficult times. Implications for managerial practice and further research are discussed.