Background To succeed all companies need to formulate practical guidelines for why, how and where they are doing business. Examples of these guidelines include the stated mission, vision, the identity, and overall goals. Companies formulate the mission, vision, goals and strategies in line with their organizational culture. Therefore successfully managing culture and its underlying assumptions, morals and beliefs, is the basis for the prosperity of a company. The organizational culture can be summarized and communicated through core value statements. At its best these can be communicated to employees and serve as a constant reminder, a reinforcement of the most important aspects of the company´s culture. Purpose This thesis analyzes how the company Fagerhult Group implements and communicates their organizational culture and how their written core values represent the way the company do business. The Case The authors have investigated the company Fagerhult Group and their process of implementing and communicating their culture and stated core values. The authors have specifically focused on how this was carried out in the Polish office. The company entered Poland in 2007 as Foreign Direct Investment (FDI), hence it provides a clear and practical example on how the company´s implementation process looks like. Method The authors have conducted a single case study, using a qualitative research method approach, where mainly semi-structured telephone interviews have been used for collecting information. Conclusion Fagerhult Group has successfully implemented the true culture, characterized by customer focus, quality, respect and empowerment, into the Polish office. This was done through face-to-face communication and situation-based training. These methods have proven to be highly effective when implementing culture, values and other important messages, since it provides the employees with a practical example on how to act and behave according to the Fagerhult way. However, the written core values; respect, responsibility and enterprise, mainly communicated through annual reports and company web page are found to not be entirely cohesive with the true organizational culture. Therefore these have not had any practical penetrating power and have been poorly communicated to the employees.

<p><strong>Background </strong></p><p>To succeed all companies need to formulate practical guidelines for why, how and where they are doing business. Examples of these guidelines include the stated mission, vision, the identity, and overall goals. Companies formulate the mission, vision, goals and strategies in line with their organizational culture. Therefore successfully managing culture and its underlying assumptions, morals and beliefs, is the basis for the prosperity of a company. The organizational culture can be summarized and communicated through core value statements. At its best these can be communicated to employees and serve as a constant reminder, a reinforcement of the most important aspects of the company´s culture.</p><p><strong>Purpose </strong></p><p>This thesis analyzes how the company Fagerhult Group implements and communicates their organizational culture and how their written core values represent the way the company do business. <strong> </strong></p><p><strong>The Case</strong></p><p>The authors have investigated the company Fagerhult Group and their process of implementing and communicating their culture and stated core values. The authors have specifically focused on how this was carried out in the Polish office. The company entered Poland in 2007 as Foreign Direct Investment (FDI), hence it provides a clear and practical example on how the company´s implementation process looks like.</p><p><strong>Method </strong></p><p>The authors have conducted a single case study, using a qualitative research method approach, where mainly semi-structured telephone interviews have been used for collecting information.</p><p><strong>Conclusion </strong></p><p>Fagerhult Group has successfully implemented the true culture, characterized by customer focus, quality, respect and empowerment, into the Polish office. This was done through face-to-face communication and situation-based training. These methods have proven to be highly effective when implementing culture, values and other important messages, since it provides the employees with a practical example on how to act and behave according to the Fagerhult way. However, the written core values; respect, responsibility and enterprise, mainly communicated through annual reports and company web page are found to not be entirely cohesive with the true organizational culture. Therefore these have not had any practical penetrating power and have been poorly communicated to the employees.</p><p> </p>

Submitted by Fabricia Fialho Reginato (fabriciar) on 2015-08-27T00:03:32Z No. of bitstreams: 1 EduardoWink.pdf: 1299490 bytes, checksum: 60333eeab1348508010e43c1e0a30a00 (MD5) / Made available in DSpace on 2015-08-27T00:03:32Z (GMT). No. of bitstreams: 1 EduardoWink.pdf: 1299490 bytes, checksum: 60333eeab1348508010e43c1e0a30a00 (MD5) Previous issue date: 2014-02-27 / Nenhuma / O objetivo desta dissertação foi analisar a geração e distribuição do valor adicionado produzido por entidades brasileiras, no período de 2008 a 2012, aos grupos envolvidos na sua criação: Capital, somados os de Terceiros e os Próprios, e Trabalho, por meio da Demonstração do Valor Adicionado (DVA). Para tanto, selecionaram-se cinquenta companhias de dezessete setores, presentes no ranking da revista Exame Melhores e Maiores, edição 2012. A investigação utilizou-se de métodos presentes na abordagem quantitativa e qualitativa de pesquisa objetivando explorar e responder a pergunta: Como tem se comportado a geração e distribuição de valor adicionado ao capital, de terceiros e próprios, e ao trabalho, no período de 2008 a 2012, em entidades brasileiras abertas? O nível de geração de valor adicionado das entidades analisadas oscilou verificando-se grande amplitude entre o que mais transformou – o setor de Serviços com média de 73% da receita transformada em valor adicionado – e o que menos agregou – o setor de Química e Petroquímica com 13% – resultando na diferença de 60% entre os dois setores. No que se refere ao número de funcionários da amostra, as companhias empregaram anualmente 1.187.337 pessoas em média, crescendo 32% no decorrer do período, o que pode explicar a crescente participação dos trabalhadores no valor adicionado gerado. Essas pessoas participaram da geração de riqueza, em termos monetários de R$428 bilhões ao ano ou, valor adicionado per capita médio de mais de R$360 mil. As companhias da amostra direcionaram mais valor adicionado aos capitais, no entanto, a parcela destinada aos trabalhadores cresceu mais e de forma estável, reduzindo-se historicamente a diferença. Das 50 entidades analisadas, 32 destinaram mais valor adicionado aos capitais, e 18 aos trabalhadores. Entre os 17 setores, apenas 4 destinaram mais aos funcionários. Mediante os achados desta pesquisa, é possível concluir que a DVA apresenta-se como um adequado instrumento para análise e comparação da geração e da distribuição do valor adicionado entre os agentes de trabalho e de capital. / The aim of this thesis is to analyze the generation and distribution of added value produced by Brazilian entities from 2008 to 2012, to the groups involved in its creation: Capital, including third-party capital and the entities’ own one; and Work, shown in the Value Added Statement (VAS). Fifty companies, from seventeen different sectors, present in the Exame Melhores e Maiores magazine, 2012 edition, were selected for this purpose. The researched applied both quantitative and qualitative methodology in order to approach and answer the question: How have the generation and distribution of added value to capital (including third-party and own), and to work behaved, between 2008 and 2012, in Brazilian open capital entities? The level of added value generation in the analyzed entities has oscillated, showing the biggest variation in the Service sector, with an average of 73% of revenue turned into added value – and the smallest variation in the Chemical and Petrochemical sector with 13%, resulting in a difference of 60% between the two sectors. Regarding workforce, these companies employ an average of 1.187.337 people yearly, with an increase of 32% in the period. That explains the growing participation of employees in the added value generated. Those people are part of wealth generation, translated into R$428 billion a year, meaning an average added value of R$360 thousand per capita. The companies in the sample have channelized more added value to capital, however the share destined to workers have risen in a more steadily way, reducing the historical difference. 32 from the 50 analyzed entities have addressed more added value to capital, whereas 18 of them, to workers. Among the 17 sectors, only 4 have given more to their employees. With the findings from this research it is possible to conclude that VAS is a suitable instrument for analyzing and comparing the distribution of added value between working agents and the capital.

Denna studie syftar till att undersöka hur ledare och medarbetare upplever och arbetar med organisationskultur och värdeord. Studien utgår från 10 semistrukturerade intervjuer med både ledare och medarbetare som berättar hur de definierar och arbetar med organisationskultur och värdeord. För att få en inblick i både ledarnas och medarbetarnas perspektiv analyseras intervjuerna dels med hjälp av Scheins modell, dels utifrån de förväntningar som finns på ledare och medarbetare. Resultatet och analysen visar att både ledare och medarbetare har en tydlig upplevelse av organisationens kultur. En skillnad är dock att ledarna har medvetenhet om hur de arbetar utifrån organisationskultur och värdeord, medan medarbetarna har svårt att förstå innebörden av värdeorden på grund av att den inte kommuniceras. Ledare, medarbetare, organisationskultur och värdeord hör samman, och det är först när både ledare och medarbetare förstår värdeorden och kan relatera till dem som en gemensam organisationskultur kan skapas. / This study aims to investigate how leaders and employees experience and work with organizational culture and value statements. The study is based on 10 semi-structured interviews with both leaders and employees that describe how they define and work with organizational culture and values. To gain an insight into the perspectives of both leaders and employees, the interviews were analysed partly with the help of Schein's model, and partly based on the expectations that exist for leaders and employees. Results and analysis show that both leaders and employees have a clear experience of the organization's culture. The difference, however, is that the leaders are aware of how they can work based on organizational culture and value statements, while employees have difficulties understanding the meaning of the value statements, because it is not communicated. Leaders, employees, organizational culture, value statements and their values belong together, and it is only when both leaders and employees understand the value statements and can relate to them a united culture in the organization can be created.

Made available in DSpace on 2016-04-25T18:40:24Z (GMT). No. of bitstreams: 1 Fernando Rodrigues de Carvalho.pdf: 617036 bytes, checksum: 7ab186ff293b00ca904f6b4e2e83f426 (MD5) Previous issue date: 2007-06-21 / The aim of this paper is to show the relevance and contribution of the social data pertaining to the Social Report and mainly to the Added Value Statement. It is credited that its disclosure may help evaluate its effects upon the social environment as well as the remuneration attributed to several production factors. The wealth of management and financial data available is evidenced through the magnitude of the company of choice- Black & Decker do Brasil, a high income multi-national firm with limited responsibility and no obligation to publish its accounting reports. However, the 3.741/2000 bill which states that it is mandatory to make the accounting, financial , economic and social, led us to verify the applicability of such publications and the indexes of analysis commonly used. A bibliographic study, the Internet and a questionnaire given to one of the directors of the company were used to evaluate the applicability of such management ools. The diversity of material found in the Added Value Statement and the Social Report, which was used in the analyses, figures and conclusions, outstands the need of commitment of the productive sector in publishing their reports not only to their own clients but also to aware the general public of the responsibility of such companies in the economic context. Also, they would assure their reliability together with their politically correct role regarding the other stakeholders / O presente trabalho objetiva mostrar a importância e a contribuição das informações sociais contempladas no Balanço Social e, principalmente, na Demonstração de Valor Adicionado. Acredita-se, com a evidenciação destas demonstrações, na possibilidade de se avaliar os efeitos gerados no meio social e a remuneração atribuída aos diversos fatores de produção. A riqueza dos dados gerenciais e financeiros se mostra em um nível de relevância, perceptível ao se utilizar dados inspirados em uma empresa, neste trabalho, a Black & Decker do Brasil, referência utilizada, exatamente por se tratar de uma multinacional, de grande porte no tocante ao seu faturamento e de responsabilidade limitada sem a obrigatoriedade de publicação das demonstrações contábeis. Porém, com o Anteprojeto de Lei nº 3741/2000, e existindo entre seus artigos a obrigatoriedade de publicação de informações contábeis, financeiras, econômicas e também de aspecto social, desejou-se com este trabalho verificar a aplicabilidade quando da publicação dos relatórios descritos e dos indicadores de análise normalmente empregados. Valendo-se de referências bibliográficas, busca de informações na Internet e pesquisa por meio de um questionário aplicado junto a um dos Diretores da empresa, foi verificada a aplicabilidade das ferramentas gerenciais de análise mencionada. A diversidade de material oriundo da Demonstração do Valor Adicionado e das Informações Sociais, derivando-se em análises, cálculos e conclusões, podem expressar a importância e a responsabilidade dos empreendimentos produtivos em publicá-los não somente para o cliente interno, mas também para uma sociedade consciente a cada dia do papel responsável destas empresas no contexto econômico. Percebe-se assim, a relevância da publicação dessas demonstrações, não apenas pelas sociedades anônimas, mas por todas as empresas, expressando a sua idoneidade e o seu papel politicamente correto junto aos demais stakeholders

The question the researcher set out to answer was "What is the educational focus of a nursing college when viewed within Bevis and Watson's Humanistic-Educative-Caring Curriculum Paradigm versus a Stimulus-Response Curriculum Paradigm?" The purpose of this study was to develop and test an instrument based on the Bevis and Watson Humanistic-Educative-Caring Model; an educational paradigm shift from the Tylerian rationale in nursing education. A questionnaire comprising 181 Two-Choice Comparative-Value-Statement Items was developed and tested. A non-experimental research design was implemented. During the developmental phase, a non-probability, purposive sample was used; the questionnaire (instrument) was developed; data were analysed by applying content analysis and the questionnaire was refined. During the testing phase a stratified, random sample was used consisting of first to fourth year students from two nursing colleges from the Gauteng Province; the items were tested against biographic data and hypotheses resulting from the Bevis and Watson model. Six conceptual continuums comprise the Bevis and Watson model namely, the Learner Maturity Continuum, the Teacher-student relationship, the Teacher-student structure, the Typology of Learning, Criteria for Teacher-Student Interactions and Criteria for Selecting and Devising Learning Experiences. Both descriptive and inferential statistics were utilised. The results indicated that the educational focus of the respondents with regard to the Bevis and Watson model was predominantly humanistic. The exception occurred with regard to TUTOR: Teacher-student structure; pertaining to hypothesis 7 on language; and hypothesis 9 on gender, where a behaviouristic orientation appears to prevail. Significant differences were found between the model variables (conceptual continuums) and year group, language, college A and B, and gender. In hypothesis 5, although a humanistic orientation predominated, the 4th year students tended to display an increasing behaviouristic orientation. In hypothesis 8, although a humanistic orientation predominated, college A appeared less humanistic than college B. Recommendations were made regarding nursing education and further research studies to refine the instrument. The implementation of the Bevis and Watson model calls for a curriculum paradigm shift in nursing education. / Health Studies / D.Litt. et Phil.

The question the researcher set out to answer was "What is the educational focus of a nursing college when viewed within Bevis and Watson's Humanistic-Educative-Caring Curriculum Paradigm versus a Stimulus-Response Curriculum Paradigm?" The purpose of this study was to develop and test an instrument based on the Bevis and Watson Humanistic-Educative-Caring Model; an educational paradigm shift from the Tylerian rationale in nursing education. A questionnaire comprising 181 Two-Choice Comparative-Value-Statement Items was developed and tested. A non-experimental research design was implemented. During the developmental phase, a non-probability, purposive sample was used; the questionnaire (instrument) was developed; data were analysed by applying content analysis and the questionnaire was refined. During the testing phase a stratified, random sample was used consisting of first to fourth year students from two nursing colleges from the Gauteng Province; the items were tested against biographic data and hypotheses resulting from the Bevis and Watson model. Six conceptual continuums comprise the Bevis and Watson model namely, the Learner Maturity Continuum, the Teacher-student relationship, the Teacher-student structure, the Typology of Learning, Criteria for Teacher-Student Interactions and Criteria for Selecting and Devising Learning Experiences. Both descriptive and inferential statistics were utilised. The results indicated that the educational focus of the respondents with regard to the Bevis and Watson model was predominantly humanistic. The exception occurred with regard to TUTOR: Teacher-student structure; pertaining to hypothesis 7 on language; and hypothesis 9 on gender, where a behaviouristic orientation appears to prevail. Significant differences were found between the model variables (conceptual continuums) and year group, language, college A and B, and gender. In hypothesis 5, although a humanistic orientation predominated, the 4th year students tended to display an increasing behaviouristic orientation. In hypothesis 8, although a humanistic orientation predominated, college A appeared less humanistic than college B. Recommendations were made regarding nursing education and further research studies to refine the instrument. The implementation of the Bevis and Watson model calls for a curriculum paradigm shift in nursing education. / Health Studies / D.Litt. et Phil.