A gestão da qualidade configura-se em um dos conceitos mais importantes da gestão moderna. Frequentemente, divide-se suas dimensões em dois grupos, o primeiro composto por aspectos objetivos, as dimensões hard, e o segundo, composto por aspectos subjetivos, as dimensões soft. Dentre as dimensões soft, a liderança é uma das apontadas como mais relevantes para o estabelecimento de um ambiente de qualidade nas organizações. No entanto, embora a relação entre gestão de qualidade e liderança seja clara, há ainda diversas lacunas de pesquisa a serem exploradas, especialmente sobre a relação entre estilos de liderança específicos e a gestão da qualidade. Deste modo, o objetivo do presente estudo foi de explorar esta relação, utilizando-se, para tanto, do modelo de liderança transformacional-transacional, e do modelo Competing Values Framework. Participaram do estudo 47 gestores de qualidade, em sua maioria (74%) da região Sudeste do país, que foram contatados através de e-mail e mensagem na rede social LinkedIn,. Para a análise dos dados, utilizou-se correlação de Pearson, com o uso do software SPSS. Os dados encontrados confirmam achados da literatura que apontam que tanto a liderança transformacional, quanto a transacional apresentam relação com elementos da gestão da qualidade, com vantagem do primeiro estilo de liderança. A respeito dos estilos de liderança do Competing Values Framework, observou-se que os perfis associados a um estilo diretivo e de curto prazo demonstraram tendência a apresentar coeficientes de correlação mais altos, em detrimento dos perfis de estilo colaborativo e longo prazo. Sugere-se, em estudos futuros, estabelecer as mesmas correlações para diferentes participantes, especialmente gestores da alta administração. / Quality management is one of the most popular concepts in modern magament. Often, the quality management dimensions are divided into two groups, one of objective aspects, or hard dimensions, and other of subjective aspects, or soft dimensions. Among soft dimensions, leadership is one of the most relevant for establishing a quality environment in organizations. However, although the relationship between quality management and leadership is clear, there are still several research gaps to be exploited, especially on the relationship between specific leadership styles and quality management. Thus, the aim of this study was to explore this relationship, using, therefore, the transformational-transactional leadership model, and the Competing Values Framework model. The study included 47 quality managers, mostly (74%) of the country\'s southeastern region, who were contacted through e-mail and message on the social network LinkedIn. For data analysis, it was used Pearson correlation, and software SPSS. It was confirmed that transformational and transactional leadership are related with quality management elements, but the transformational leadership has some advantage. About Competing Values Framework leadership styles, it was observed that the profiles associated with a directive style and short-term demonstrated tendency to have higher correlation coefficients, instead of long-term and collaborative style profiles. We suggest, in future studies, establishing the same correlations for different participants, especially managers of top management.

A gestão da qualidade configura-se em um dos conceitos mais importantes da gestão moderna. Frequentemente, divide-se suas dimensões em dois grupos, o primeiro composto por aspectos objetivos, as dimensões hard, e o segundo, composto por aspectos subjetivos, as dimensões soft. Dentre as dimensões soft, a liderança é uma das apontadas como mais relevantes para o estabelecimento de um ambiente de qualidade nas organizações. No entanto, embora a relação entre gestão de qualidade e liderança seja clara, há ainda diversas lacunas de pesquisa a serem exploradas, especialmente sobre a relação entre estilos de liderança específicos e a gestão da qualidade. Deste modo, o objetivo do presente estudo foi de explorar esta relação, utilizando-se, para tanto, do modelo de liderança transformacional-transacional, e do modelo Competing Values Framework. Participaram do estudo 47 gestores de qualidade, em sua maioria (74%) da região Sudeste do país, que foram contatados através de e-mail e mensagem na rede social LinkedIn,. Para a análise dos dados, utilizou-se correlação de Pearson, com o uso do software SPSS. Os dados encontrados confirmam achados da literatura que apontam que tanto a liderança transformacional, quanto a transacional apresentam relação com elementos da gestão da qualidade, com vantagem do primeiro estilo de liderança. A respeito dos estilos de liderança do Competing Values Framework, observou-se que os perfis associados a um estilo diretivo e de curto prazo demonstraram tendência a apresentar coeficientes de correlação mais altos, em detrimento dos perfis de estilo colaborativo e longo prazo. Sugere-se, em estudos futuros, estabelecer as mesmas correlações para diferentes participantes, especialmente gestores da alta administração. / Quality management is one of the most popular concepts in modern magament. Often, the quality management dimensions are divided into two groups, one of objective aspects, or hard dimensions, and other of subjective aspects, or soft dimensions. Among soft dimensions, leadership is one of the most relevant for establishing a quality environment in organizations. However, although the relationship between quality management and leadership is clear, there are still several research gaps to be exploited, especially on the relationship between specific leadership styles and quality management. Thus, the aim of this study was to explore this relationship, using, therefore, the transformational-transactional leadership model, and the Competing Values Framework model. The study included 47 quality managers, mostly (74%) of the country\'s southeastern region, who were contacted through e-mail and message on the social network LinkedIn. For data analysis, it was used Pearson correlation, and software SPSS. It was confirmed that transformational and transactional leadership are related with quality management elements, but the transformational leadership has some advantage. About Competing Values Framework leadership styles, it was observed that the profiles associated with a directive style and short-term demonstrated tendency to have higher correlation coefficients, instead of long-term and collaborative style profiles. We suggest, in future studies, establishing the same correlations for different participants, especially managers of top management.

Workplace incidents result in significant human and financial costs. Despite these costs, it is estimated that less than 1% of organisational research focuses on issues concerning occupational health and safety (Barling & Zacharatos, 2000; Reason, 1990). Safety research has begun however to focus increasing attention on understanding the role that the wider organisational context, and in particular the role that safety climate, plays in influencing safety (Barling, Kelloway, & Iverson, 2003; Clarke, 2006a; Cox & Cheyne, 2000; Parker, Axtell, & Turner, 2001; Zohar, 2000). Safety climate refers to safety related policies, procedures and practices that signal the concern for safety (Griffin & Neal, 2000). The aim of the current program of research was to further understanding of the structure, antecedents and cross-level effects of safety climate. Specifically, this research aimed to better understand how organisational factors, and more specifically culture, influence safety climate and safety incidents. This knowledge is important as it assists organisations to purposively engineer stronger climates for safety and in doing so assists them to reduce the number of workplace incidents and accidents. The current program of research consists of three field-based studies. An overview of each study is provided below: Overview Study 1 Study 1 aimed to identify the safety climate schema for a sample of individuals working within the rail industry and explore whether safety climate schemas differ across individuals with and without leadership responsibilities. A proportional number of upper managers (n = 6), supervisors (n = 7) and workers (n = 12) were purposively sampled and interviewed. Interview data was analysed using Leximancer – an advanced computer assisted data mining tool. Results identified 10 emergent themes underlying a safety climate schema – many of these themes aligned closely with common safety climate factors in the academic literature. Results also showed differences between the safety factors that were dominant in the safety climate schemas of upper managers, supervisors and workers: upper managers were more closely associated with themes relating to ‘culture,’ and ‘people’; supervisors were more closely associated with themes relating to ‘corporate values,’ ‘management practices,’ and ‘safety communication’; whereas workers were more closely associated with themes relating to ‘procedures,’ and ‘safety training’. Results are discussed in relation to safety climate theory and in relation to how managers can use this knowledge to better communicate to the specific safety needs of different sub-groups. Overview Study 2 Study 2 aimed to better understand how perceived cultural profiles are related to safety. The Competing Values Framework adopted in this study proposes that four cultural types exist in unison in any organisation. Depending on the demands that are placed on the organisation, each type will be more or less dominant and each organisation will have a specific ‘cultural profile’ reflecting the strengths of each type. A cross-section of individuals (N = 368) working in high risk industries were sampled to identify the relationship between perceived cultural profiles and (1) psychological safety climate and (2) individual safety incidents. Modal Profile Analysis (MPA) identified four commonly perceived cultural profiles across the sample. A one-way MANOVA indicated that individuals who perceived their organisation had a strong human relations profile, or a dual focused human relations-rational goal profile, reported higher safety climate perceptions and fewer safety incidents. Comparably, individuals who perceived their organisation had a strong internal process profile, or a dual focused internal process-rational goal profile, reported lower safety climate perceptions and more safety incidents. These findings are discussed in terms of their theoretical contribution to the safety climate literature, and in relation to the practical importance that culture plays in influencing safety. Overview Study 3 Study 3 aimed to better understand how the culture of an organisation influences safety, and to explore the levels of analysis that are involved in this relationship. Specifically, this study examined the role that an internal process culture played in influencing safety climate; and in turn the mediating role that two sources of safety climate – business-unit safety climate and perceived supervisory safety climate – played in explaining the relationship between culture and individual-level outcomes (incidents, satisfaction and turnover intentions). Results showed that business-unit culture was related to business-unit safety climate; and that business-unit safety climate and perceived supervisory safety climate mediated the relationship between business-unit culture and incidents, satisfaction and turnover intentions. This research adds to the safety climate literature by providing evidence for the multi-level nature of the relationship between culture, safety climate and outcomes.

This thesis presents health care organizations as heterogenic and highly complex in nature with particular normative structures underpinning their formal rational structures. It seeks to explore the evolution of organization structure as applied to a medical corporation in Qatar and to examine the nature of organizational culture and multi professional cohesiveness. In doing so it assesses a range of models on organizational design and change. The three hospitals that compose the corporation are investigated through triangulated interpretative qualitative and quantitative methodologies and the application of the Competing Values Framework. The comprehensive approach of the investigation resulted in a series of conclusions on the evolution of hospital organizational structures, the link between life cycle and structure, forms of organizing health services, characertistics of professional structures, the nature and success of change management strategies, coordination mechanisms, organizational and professional cultures, and health service, organizational and team effectiveness assessment. Findings demonstrated that autonomous and sometimes conflicting professions worked in harmony and cohesiveness as a consequence of shared core values and the human relations focus of health organizations. In examining organizational design it showed that coordination mechanisms were preferred to integration mechanisms with the former playing an important role in conflict resolution and human relations. Finally, findings indicated that when organizational design has shortcomings, the organization substitutes through other mechanisms.

The presented dissertation reports the findings of an exploratory study that mapped the perceptions of stakeholders on the changing nature of the organisational culture, in terms of the corporatisation of higher education, in a single faculty from a large Australian university. The study used a mixed-method, case study approach and it tested the usefulness of an organisational culture measuring instrument based on the Competing Values Framework (Quinn & McGrath, 1985; Quinn & Rohrbaugh, 1981, 1983). The presented work argues that the institution of higher education can be viewed as being rudimentarily comprised of having two symbiotic cultural parts - a collegial and a mercantile part and that these parts form the corporation that is an institution of higher education. The generated hypothesis is that when the values of these two competing cultures are in a particular configuration of influence with each other, a university has its best opportunity to effectively attend to its core functions. The research found that the relationship between the collegial and the mercantile parts in the study site's culture had shifted in favour of a mercantile culture and further research is needed to determine if that means the organisation is operating at an optimal effectiveness.

Exploration of Australian public sector executive leadership roles using the competing values framework, and analysis of skills corresponding to each of the four roles: vision setter, motivator, analyzer and task master. / PhD Doctorate

Thesis (MPhil)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: Knowledge management is an organisational science field that is viewed by many as a panacea to the challenge of successfully managing knowledge intensive organisations. Knowledge management is marked by a clear departure from traditional management thinking that viewed the ideal organisation as a bureaucracy with a clear hierarchical structure. Much of this has been the natural result of advances in information technology making new ways of working possible, but frequently, flatter structures are advocated on the assumption that knowledge work is necessarily stifled in hierarchical structures. The thesis sets out to show that whilst this assumption might be true, it can also be ideological if based on a naive conception of hierarchy and organisation. This is done by describing various notions of hierarchy that go beyond the pure bureaucratic form. Thereafter it is demonstrated that these more nuanced notions of hierarchy lie at the core of some of the foundational knowledge management theories. The first chapter gives an overview of management thinking; connecting and contrasting scientific management with knowledge management. The case is made for why many assume that knowledge management is inherently anti-hierarchical. The second chapter describes the various notions of hierarchy by tracing the historical origins of the word and exploring how it has found multiple meanings in the context of society and organisations. Four prominent usage contexts of the notion of hierarchy emerge. The first usage is that of control where hierarchy refers to bureaucracies. The second usage examines the use of hierarchy in identifying various organisational cultures (Markets, Clans, Adhocracies and Hierarchies). The third usage applies to organisation sensemaking levels. The fourth usage refers to the use of hierarchy as it applies to organisations as the coupling of systems and subsystems. In the third chapter it is demonstrated to what extent each of these notions of hierarchy informs selected mainstream knowledge management theories. It is argued that there are multiple contexts in which the notion of hierarchy can be used and observed in knowledge management thinking. The fourth chapter concludes by restating the multiple meanings of organisational hierarchy and discussing the implications for knowledge management. The thesis comes to the conclusion that the notion of hierarchy is readily acknowledged and used in knowledge management thinking, albeit in different contexts and in more nuanced ways than merely as control. What is needed is to take these various contexts into account before a claim can be made that hierarchy is bad or good for knowledge management. A better conceptualisation of what is meant by hierarchy shows that such blanket claims are neither accurate nor instructive. / AFRIKAANSE OPSOMMING: Kennisbestuur is 'n veld in organisasiestudies wat deur baie mense gesien word as die oplossing vir die bestuursprobleem van kennis-intensiewe organisasies. Kennisbestuur word gekenmerk deur 'n duidelike afwyking van die tradisionele bestuursdenke wat die ideale organisasie sien as 'n burokrasie met 'n duidelik hierargiese struktuur. Hierdie afwyking is waarskynlik die natuurlike resultaat van voortuitgang in informasietegnologie wat nuwe maniere van werk moontlik maak, maar soms word platter strukture bepleit op die basis van die aanname dat kenniswerk in beginsel deur hierargiese strukture benadeel word. Die tesis probeer wys dat alhoewel so 'n aanname wel waar kan wees, dit ook ideologies kan wees, veral wanneer gebaseer op 'n naïewe verstaan van hierargie en organisering. Dit word gedoen deur verskeie vorme van hierargie, wat verfynings van die burokratiese vorm is, te beskryf en daarna te demonstreer hoedat hierdie meer genuanseerde konsepsies van hierargie baie van die hoofstroom kennisbestuursteorieë informeer. Die eerste hoofstuk gee 'n oorsig van bestuursdenke vanaf wetenskaplike bestuur tot kennisbestuur. 'n Argument word gevoer oor hoekom baie mense aanvaar dat kennisbestuur in wese anti-hierargies is. Die tweede hoofstuk beskryf die verskeie vorme van hierargie deur die geskiedkundige oorsprong van die woord na te spoor en te wys op die vele maniere waarop dit neerslag gevind het in die samelewing en spesifiek in organisasies. Vier prominente gebruikskontekste word geïdentifiseer. Die eerste verwys na hierargie as kontrole in burokrasieë. Die tweede ondersoek die uitbreiding van hieragie as 'n manier om verskillende organisatoriese kulture te identifiseer (Markte, Klans, Adhokrasieë en Hierargieë). Die derde gebruikskonteks het te make met vlakke van organisatoriese singewing. Die vierdie konteks verwys na die gebruik van hierargie in die koppeling van sisteme en hulle subsisteme soos dit in organisasie-denke neerslag vind. Die derde hoofstuk demonstreer tot watter mate elkeen van hierdie gebruikskontekste geselekteerde hoofstroom kennisbestuursteorieë onderlê. Daar word geargumenteer dat daar 'n veelvoud van kontekste is waarbinne hierargie in kennisbestuur gebruik en waargeneem kan word. Die vierde hoofstuk sluit af deur die verskeie betekenisse van hierargie op te som en die implikasies vir kennisbestuur uit te stippel. Die tesis kom tot die slotsom dat hierargie in kennisbestuur erken en gebruik word, alhoewel in verskeie kontekste en in meer genuanseerde vorme as eenvoudige burokratiese kontrole. Wat nodig is, is om hierdie verskeie kontekste in ag te neem voordat afdoende antwoorde gewaag kan word of hierargie goed of sleg is vir die bestuur van kennis. 'n Beter konseptualisering van wat met hierargie bedoel word wys dat afdoende antwoorde in die verband waarskynlik onakkuraat is.

Den militära kulturen definieras i hög grad av en stark hierarki och behov av kontroll. Dessa är ideal och värderingar som konkurrerar med innovationsbenägenhet. Tänkande i nya banor begränsas ofta av en uppsättning vedertagna övertygelser som strikt upprätthålls. Metoder och tillvägagångsätt riskerar att bli förutsägbara när organisationer inte är innovativa och anpassar sig efter förändrade förutsättningar. Denna studie syftar till att skapa förståelse för antaganden och värderingar som begränsar utveckling och tänkande i nya banor. Studien använder en historisk tillbakablick, observationer av den svenska Försvarsmaktens (FM) kommunikation och gruppdiskussioner för att spåra antaganden och värderingar som påverkar innovationsbenägenhet. Studiens resultat visar att kontroll och stabilitet är viktiga drivkrafter inom FMs kultur. Det finns en kultur som innebär att erfarenhet ges högt förtroende samt en obenägenhet att ta risker, vilket hämmar kritisk tänkande och utvecklande av nya beteenden. Det finns även en differens mellan antagna värderingar i styrande dokument och rådande grundläggande antaganden.

Diploma thesis is focusing on the declared and actually perceived organizational culure. Theoretical part defines the concet of organizational culture, focuses on description of individual attributes of the organizational culture and its structure. Attention is paid also to some typologies of the organizational culture, and to an overview of current level of knowledge regarding the area of declared and actually percieved organizational culture. In the empirical part, a case study of a chosen organization has been conducted, attempting to describe given phenomena. Content analysis has been used to study declared organizational culture, actually percieved organizational culture has been measured by OCAI and way of employees' understanding of this phenomenon has been reviewed in transcriptions of interviews with employess. Further, possible areas of future research have been suggested. Keywords: Organizational culture, competing values framework, university, case study

The presented dissertation reports the findings of a quantitative study on shared values of a multinational corporation across its Middle East and Sub-Saharan subsidiaries. The study is based on the Competing Values Framework (Quinn &Rohrbaugh, 1983; Cameron&Quinn, 1999) with 24 shared values superimposed upon the Competing Values Framework (McDonald&Gandz, 1992). The presented work argues that an organisation can increase its competitiveness by understanding its shared value system and by managing the organisation accordingly. In return, the organisation due to an increased competitiveness would realise a competitive advantage by understanding the shared value composition. In understanding the shared values composition one can attract and retain staff due to a greater person organisation fit, which in turn would lead to a reduction in staff turnover, skilling and training cost in return yielding a competitive advantage. The research found that there seems to be a common shift or trend in the Cape Town, Johannesburg and Middle East subsidiaries. The trend is that the subsidiaries value those shared values most that fits into the clan and market culture quadrants with some elements of the adhocracy and hierarchy cultures type resembled. The latter not being as dominant as the clan and market culture types. The Pretoria and Turkey subsidiaries regarded the values of the clan and adhocracy culture quadrants higher than those within the market and hierarchy culture quadrants. This is unexpected to a degree as the subsidiaries are across multiple nations encompassing different cultures. The subsidiaries believe in culture of collaboration and competition with the purpose of group cohesion and the pursuit of objectives. Copyright / Dissertation (MBA)--University of Pretoria, 2010. / Gordon Institute of Business Science (GIBS) / unrestricted