scholarly journals Am I doing the right thing? Unpacking workplace rituals as mechanisms for strong organizational culture

2016 ◽  
Vol 59 ◽  
pp. 31-41 ◽  
Author(s):  
Niclas Erhardt ◽  
Carlos Martin-Rios ◽  
Charles Heckscher
Keyword(s):  
Organizational Culture ◽  
The Right

Educational Institutions

2018 ◽  
pp. 275-283
Author(s):  
Vasiliki Manoli
Keyword(s):  
Organizational Culture ◽  
Educational Change ◽  
Leadership Style ◽  
School Leader ◽  
Educational Institutions ◽  
School Life ◽  
Holistic Model ◽  
Educational Decision ◽  
The Right

Through the use of different political games, power items of the typology of French and Raven, and leadership style, the leader has to make the right educational decision. When the school is shaken by internal and external conflicts, the school leader is the manager, and he will give constructive solutions to these conflicts to emerge as valuable sources of ideas that will enrich school life. This chapter aims to present both the various political games, as mentioned mainly by Mintzberg, and the entry types in the typology of French and Raven present in educational institutions and the meaning of educational change and conditions for success. Also mentioned is the organizational culture and strengthening through the holistic model of leadership of Pashiardis and Brauckmann emphasizing the concept of “mentorship.” The significance of the work lies in the fact that the undermentioned issues are relevant to educational institutions and require attention from both the leader-director and the teachers of each school unit.

Implications, Limitations, and Future Research

2019 ◽  
pp. 110-115
Keyword(s):  
Organizational Culture ◽  
The Body ◽  
Decision Makers ◽  
Future Research ◽  
Body Of Knowledge ◽  
Research Findings ◽  
Ict Tools ◽  
Overall Performance ◽  
The Right ◽  
Practical Implications

This chapter aims to explain the different implications of the research results, including theoretical implications, and how the findings contribute to the body of knowledge, and the practical implications for managers and decision makers in organizations. These include how they could use the research findings to achieve better results in customer, employee, society, and overall performance areas by developing the right types of organizational culture and using the right ICT tools. This chapter also sets out the research limitations and provides recommendations for future research based on the findings and experience from this study.

Appropriate Leadership Style in Knowledge Management System (KMS) Building

2017 ◽  
pp. 91-112
Author(s):  
Andrea Bencsik
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Leadership Style ◽  
Management System ◽  
Knowledge Management System ◽  
Close Connection ◽  
The Right

Building up a knowledge management system is a commonly arising challenge in managing organizations. Leaders need to change their leadership style in order for their organization to be successful, in accordance with the requirements of building and operating a knowledge management system. The aim of this chapter is to sketch the necessity of the change and the right leaders' behavior. The author shows the relationships residing in the background of the elements that are in close connection with the suitable leadership style: EQ, competence, organizational culture, trust, communication, and employees' commitment and satisfaction. During this chapter readers will be led logically across the connections of the above-mentioned elements and, at the end, a figure summarizing the connections closes the chapter.

scholarly journals FACTORS OF ORGANIZATIONAL CULTURE CHANGE

Ekonomika ◽  
2009 ◽  
Vol 87 ◽  
pp. 27-43 ◽  
Author(s):  
Violeta Raimonda Kulvinskienė ◽  
Eleonora Seminogova Šeimienė
Keyword(s):  
Organizational Culture ◽  
Culture Change ◽  
New Technology ◽  
Furniture Manufacturing ◽  
Organizational Culture Change ◽  
Depth Interview ◽  
The Matrix ◽  
Internal Integration ◽  
The Right ◽  
A Company

Organizational culture has a significant impact on the organization members’ life and in general it helps a company to achieve positive financial results. Organizational culture is very important in achieving internal integration and implementation of the strategy of adaptation in the external environment. Therefore a lot of companies explore their organizational culture and leaders, if needed, seek consciously to form, develop and change organizational culture.The aim of the article is to analyze the theoretical attitudes towards organizational culture change, to present research results of furniture manufacturing company‘s organizational culture, to describe the aspects that had impact on the organizational culture change and the matrix of organizational culture management.The object of the research is factors that have impact on the organizational culture change.Methods of research: analysis and generalization of literature, opinion survey of organization members by means of the designed questionnaire and in-depth interview as well as comparative analysis.Results of the research show that organizational culture change during 2006–2008 can be described as the movement from the “hierarchy” type towards “adhocracy” type and the main factors that had made impact on the organizational culture change were persons from outside incorporated in the organization and the installation of new technology. The main conclusion of the article is that it is important to establish and ensure continuous monitoring of the organizational culture, to estimate factors that have impact on the organizational culture change and to establish the matrix of organizational culture management in order to manage organizational culture in the right direction.

scholarly journals Kiat Memotivasi Karyawan

2015 ◽  
Vol 11 (2) ◽  
Author(s):  
Bambang Suseno Hastono
Keyword(s):  
Organizational Culture ◽  
Job Performance ◽  
Reward System ◽  
High Motivation ◽  
The Right ◽  
Motivation To Work

Employee's motivation has become crucial for the organization to be enhanced because of the rapid changing situation faced by organization. High motivation to work will result in good behavior and job performance. Understanding some motivation theories and applying them properly will help a manager to find out the right methods to motivate the employees well. In addition to the changing employees paradigm, a manager should have good understanding about some factors that affect employee's motivation such as a good reward system and appraisal, physical and non-physical improvements and organizational culture. All of them are needeed to be implemented in order to motivate employees effectively.Key words: Employee's motivation, changing employees paradigm, a good reward system and appraisal, physical and non-physical improvements,organizational culture

scholarly journals Iklim Organisasi: Lingkungan Kerja Manusiawi

2013 ◽  
Vol 3 (1) ◽  
Author(s):  
André Hardjana
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Climate ◽  
Organizational Communication ◽  
Human Behavior ◽  
Critical Review ◽  
Theoretical Models ◽  
Human Relations ◽  
Communication Climate ◽  
The Right

Abstract: Organizational climate is a major concept of human relations for understanding human behavior under different environmental influences. The climate affects employees’ productivity as well as job satisfaction. The right climate serves as one of the most effective tools of the leader for motivating his subordinates. This article is a critical review of the concept of organizational climate and its theoretical models which were developed by major scholars. More importantly, it shows the way organizational climate leads to the emergence of organizational communication climate, which in turn leads to the concept of organizational culture.

scholarly journals Influence of Organizational Culture and Innovation on Banks’ Performance: A Quantitative Approach

2021 ◽  
pp. 42-49
Author(s):  
S. M. Abodunde ◽  
J. C. Unachukwu ◽  
T. D. Jooda ◽  
O. R. Togun
Keyword(s):  
Organizational Culture ◽  
Regression Model ◽  
Banking Sector ◽  
Positive Association ◽  
Quantitative Approach ◽  
Competitive Environment ◽  
Staff Members ◽  
The Right ◽  
Innovative Culture ◽  
Self Administered Questionnaire

The study examines the influence of organizational culture and innovation on banks’ performance with particular reference to the selected banks in Nigeria. Data were gathered using a self-administered questionnaire distributed to the 175 employees of Zenith bank, Guaranty bank, First bank United Bank for Africa, and Eco bank located in Ibadan metropolis. Pearson Moment correlation and regression model were used to analyse the data. The study established that organizational culture and innovation jointly and independently influence banks’ performance. It was also established that organizational culture has a direct and positive association with innovation. It was concluded that organizational culture and innovation are major strategies for the banking sector to wax stronger minds global competitive environment and COVID-19 syndrome.  Therefore, Nigerian banks encourage their staff members to create innovative ideas and provide them the right reward to establish an innovative culture in the organization. This study practically provides a useful recommendation to the Nigerian banks on the significance of organizational culture and innovation and their contribution to performance.

The Role of Organizational Trust in Knowledge Management

2011 ◽  
pp. 1137-1154 ◽  
Author(s):  
Vincent M. Ribiere ◽  
Francis D. Tuggle
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Empirical Research ◽  
Organizational Trust ◽  
Research Project ◽  
Intellectual Assets ◽  
Important Barrier ◽  
The Right

The discipline of knowledge management (KM) is no longer emerging, but some organizations are still struggling to find the right approach that will allow them to fully take advantage of their intellectual assets. Having the proper organizational culture remains an important barrier to knowledge management success. This empirical research project, conducted with data from 97 organizations involved in KM, explores relationships between the level of organizational trust and the use of KM methodologies, in particular the use of codification KM methodologies and personalization KM methodologies. The presence of trust can also be used as an indicator of KM initiative success. The contribution of this research may help organizations seeking to launch or adapt a KM initiative to choose which KM tools and technologies to deploy in order to maximize their chance of success. Finally, a rank-ordered list of KM methodologies in descending order of usefulness is reported.

Conflict, Systems, and Approaches to Conflict Management

2020 ◽  
pp. 1-30
Author(s):  
Jose Pascal Pascal da Rocha ◽  
Emily Babakanian Frazier
Keyword(s):  
Organizational Culture ◽  
Organizational Change ◽  
Conflict Management ◽  
Conceptual Framework ◽  
High Potential ◽  
Business Operations ◽  
The Many ◽  
The Right ◽  
Ebb And Flow

Leaders, managers, and high potential talents navigate all kinds of conflicts and situations, whether during organizational change, the implementation of a new organizational culture, negotiating with shareholders and suppliers, or just regular business operations. Oftentimes, conflicts are simple and easy to access and to address. But of recent, the advent of technology; the need to lead through innovation; and the drive to leaner, more matrixed organizations leads to new kinds of disruptions and conflictual situations. Thus, to navigate through the ebb and flow of communication and situations, the adaptive and flexible manager needs to have the right diagnosis of the conflict, foresee the prognosis of unresolved or resolved conflicts and implement the right therapy. Understanding conflict and the many ways on how conflict is enacted and addressed is an art. Therefore, this chapter addresses the plethora of conceptual framework around the notion of conflict, explores the intercultural dimensions of conflict, dissects the in- and out-group nature of conflict to finally offer a simple, yet effective framework to address even the most intractable of conflicts.

scholarly journals The Influence of Feedback Conversation on Employee Performance in Malaysian’s Telecommunication Company

2021 ◽  
Vol 7 (3) ◽  
Author(s):  
Nur Farrah Najwa Zamri ◽  
Abdul Halim Abdul Majid ◽  
Houcine Meddour ◽  
Noor-Asma Jamaluddin
Keyword(s):  
Organizational Culture ◽  
Performance Appraisal ◽  
National Culture ◽  
Positive Impact ◽  
Employee Performance ◽  
Multilinear Regression ◽  
Appropriate Behavior ◽  
Managerial Implications ◽  
Feedback Frequency ◽  
The Right

Purpose: Feedback conversation is the process of conveying information in the performance appraisal process. It helps employees to develop the right and appropriate behavior in order to achieve the targeted outcome. This study investigates the influence of feedback conversation (i.e., feedback frequency, the credibility of the feedback provider, receptive capability, organizational culture, and national culture) on employees’ performance in Malaysian-based telecommunication companies. Design/Methodology/Approach: The study utilized a descriptive quantitative approach, in which a 5-point Likert scale questionnaire has been used during data collection. A total of 341 respondents have participated out of 3019 employees in the selected company. The collected data were then be analyzed using SPSS and the inferential analysis of Multilinear Regression (MLR) was applied to test the hypotheses. Findings: MLR analysis revealed that the credibility of the feedback provider, the receptive capability of employees, and organizational culture and national culture have a significant positive impact on employees' performance. Meanwhile, feedback frequency has no significant impact on the employees’ performance. Implications/Originality/Value: This study has added values to management literature and offered practical managerial implications related to selected aspects of feedback conversations on the employees’ performance. Other similar organizational settings may also consider these findings to design and develop a more effective feedback conversation to boost employees’ performance.

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