People cope with a variety of hurtful behaviors in the workplace. These actions can have detrimental emotional, relational, and task-related consequences. Forgiveness is one way to cope with these negative consequences. Although previous research examines how immediate situational factors such as offense severity and position in the organizational hierarchy influence the likelihood of practicing forgiveness in the workplace, little research investigates how contextual features such as an organization's conflict ideology shape the likelihood of forgiveness. The purpose of this study is to explore the influence of organizational context on the practice and patterns of forgiveness in the workplace. In particular, this study investigates the relationship between an organization's conflict ideology and employees' coping practices following hurtful events in the workplace. Using three court-based justice models as lenses, this study analyzes the emergence of conflict values, beliefs, norms, and practices in four organizations. This study uses data collected from 103 individual interviews, observational notes, and organizational documents from four organizations to explore the relationship between justice ideologies and the practice and patterns of forgiveness in each organization. Analysis of the data using a modified version of constructive grounded theory indicated the emergence of multiple conflict values, norms, and practices within each organization. These values, norms, and practices reflected features of the court-based legalistic and restorative justice models. The combination of these features suggested the presence of four ideological justice models. Forgiveness emerged most consistently as a coping practice in an organization that emphasized several features of the restorative justice model. Additionally, features of the organizations' justice ideologies influenced patterns of forgiveness. This research suggests that the practice of forgiveness in the workplace is grounded in the organizational context.

Dissertation (Ph.D.)--Auburn University, 2005. / Abstract. Vita. Includes bibliographic references.

Thesis (Ph.D.)--Antioch University, 2007. / Title from PDF t.p. (viewed August 1, 2008). Advisor: Carolyn Kenny. "A dissertation submitted to the Ph.D. in Leadership and Change program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy May 2007."--from the title page. Keywords: organizational trauma, phenomenology, sexual assault, non-profit leadership, organization development, spirituality, secondary trauma Includes bibliographical references (p. 199-208).

Thesis (Ph. D.)--Illinois State University, 1985. / Title from title page screen, viewed June 21, 2005. Dissertation Committee: Mary Ann Lynn (chair), Ken Strand, J.H. McGrath, Donna Bruyere, David Livers. Includes bibliographical references (leaves 72-77) and abstract. Also available in print.

Thesis (B.A.)--Haverford College, Dept. of Psychology, 2009. / Includes bibliographical references.

Thesis (PhD.) -- Bond University, 2007. / "A research report submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy"-- t.p. Bibliography: leaves 116-131. Also available via the World Wide Web.

D.Phil. / One of the principal reasons people form organisations is to focus attention and energy on a selected goal - this goal being the provisioning of products and/or services to clients. Due to forces demanding change, organisations are required to change to be able to continue their existence, making change unavoidable and part of the organisation's life cycle. The premise is that if change is unavoidable, it needs to be managed to serve the best interests of the organisation, thus the need for change management. Research indicates that 50 to 75% of all major corporate change efforts fail and that resistance is the "little-recognised but critically important contributor'' to the failure of change efforts, and central to the change problem. Also, central to the change problem and successful change management lie the following factors: • The reality that people tend to resist change. • The issue of measurement for change management intervention purposes. Research Objectives The objectives of this study are divided into literature and empirical research objectives, each posing primary and secondary objectives. The primary literature review objective is to create a theoretical frame of reference for the interrelated concepts of change, change management and barriers-to-change. The primary empirical research objective is to apply Barriers-to-Change Questionnaire (BCQ), developed in meeting the literature review objectives, to a Governmental service delivery type organisation with the purpose of determining which barriers-to-change is evident in such an environment. Literature Research A review of the literature revealed that there is no integrated view on change and barriers-to-change, but it also revealed that the concept of barriers-to-change has been prominent in organisational and management literature for quite some time. However, no evidence could be found of a measuring instrument focused on measuring barriers-to-change as a whole. During the literature research the concepts of organisational development, organisational change, change management, resistance to change and barriers-tochange were investigated, clarified and reported upon. The above-mentioned concepts were integrated into a theoretical frame of reference called the SCM, which served the purposes of providing a framework from where barriers-to-change can be understood, explained and managed as well as providing a firm base from where the BCQ was developed to measure barriers-to-change in a specific environment. It was concluded, for the purposes of this study, that barriers-to-change can be grouped into two types of barriers, being hard and soft. It was also concluded that there are four causes (or groupings) of barriers-to-change, being barriers inherent to the change project, people barriers, organisational barriers and barriers from the environment, each with specific sub-dimensions. Each sub dimension is supported by an appropriate number of questionnaire items, contained in the BCQ, which were administered to the target organisation.

The relationship between organizational culture and organizational effectiveness has been the subject of much research by Daniel Denison. Much of this research has been conducted in developed countries where the environment is highly competitive, highly productive and the economies are stable. There has been the challenge however to determine if the findings of such research are relatively universally consistent. In this case the challenge is to determine if the findings hold in circumstances where the economies are less developed and more fragile than those previously studied. This research study is designed to examine the relationship between organizational culture and organizational effectiveness in circumstances typical of the English speaking Caribbean where the economies are weak and in some respects informal and to use these findings to compare with earlier findings from developed economies. The research study involves the administration of the Denison Organizational Culture Survey which was also used in the earlier studies, to persons engaged in the electronic media sector in the English-speaking Caribbean. This sector has the characteristic of competitiveness which is typical of other industries studied. The evidence points to a strong correlation between organizational effectiveness and all four of the Denison culture traits. The adaptability and the mission traits were identified as the more dominant and the organizations reflected an external focus. The results of the study indicate that notwithstanding the economic foundational differences, the findings hold true of a positive relationship between organizational culture and organizational effectiveness similar in extent to and in some cases stronger than earlier studies and as such provided support for the previous research findings.

No description available.

Bakgrund och problem: Lärande inom organisationer har effekt på hur organisationer hanterar förändring och anpassar sin organisation för en förbättrad effektivitet, vilket kan leda till konkurrensfördelar. Det är intressant att se på ideella organisationer och deras lärande funktion då organisationsformen skiljer sig från den privata sektorn där företag i större utsträckning arbetar med lärande mer strukturellt medan ideella organisationer ofta baserar sin lärande funktion på lösa samtal. Vår undersökning tar avstamp från detta och mer specifikt i den ideella organisationen KFUM Sverige. Eftersom det är en organisation som sysslar med en rad olika aktiviteter har vi valt att smala av undersökningsområdet till de basketföreningar som har koppling till KFUM. Syfte: Syftet med denna studie är att undersöka hur KFUM arbetar som lärande organisation och hur de lokala KFUM-basketföreningarna har arbetat för att öka medlemsantalet. Potentiellt kan vi få en bild av hur en ideell organisation arbetar som en lärande organisation och huruvida de tar tillvara på intern kunskapsförmedling mellan sina underföreningar. Metod: Vår studie grundar sig i en djupare förståelse för dels människors agerande men även rutiner och arbetssätt inom olika föreningar, valde vi att genomföra intervjuer med personer från basketföreningar med KFUM-anknytning samt en intervju med personen som arbetar som kommunikationsansvarig hos KFUM Sverige, vars arbetsuppgifter behandlar kommunikation med KFUM:s föreningar i hela Sverige. Resultat och slutsats: Efter genomförd studie kan vi dra slutsatserna att KFUM:s basketföreningar är förändringsbenägna och de arbetar som lärande organisationer på individuell nivå men att KFUM Sverige, på nationell nivå, har brister i sin lärande förmåga. Vi anser att detta skulle kunna förbättras genom införande av system som gynnar kunskapsdelning och att organisationen i sig behöver arbeta för att förbättra sin organisatoriska identitet då detta är ett sätt för organisationen att få en organisationskultur som främjar lärande mellan de lokala föreningarna.