How to Work With Organization Culture in Your Consulting Projects

This volume comprises 27 chapters focused on the design and execution of employee survey programs. These chapters reflect the latest advances in technology and analytics and a pervasive emphasis on driving organizational performance and effectiveness. The individual chapters represent the full range of survey-related topics, including design, administration, analysis, feedback, and action-taking. The latest methodological trends and capabilities are discussed including computational linguistics, applications of artificial intelligence, and the use of qualitative methods such as focus groups. Extending beyond traditional employee surveys, contributions include the role of passive data collection as an alternative or supplement in a comprehensive employee listening system. Unique contextual factors are discussed including the use of surveys in a unionized environment. Individual contributions also reflect increasing stakeholder concerns for the protection of privacy among other ethical considerations. Finally, significant clarifications to the literature are provided on the use of surveys for measuring organization culture, strategic climate, and employee engagement.

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Conclusions

10.1093/oso/9780198813958.003.0011 ◽

2017 ◽

Author(s):

Alan Baron ◽

John Hassard ◽

Fiona Cheetham ◽

Sudi Sharifi

Keyword(s):

Empirical Research ◽

Critical Review ◽

Organization Theory ◽

Organization Culture ◽

Workplace Attitudes ◽

Level Model ◽

Preceding Study

The final chapter brings together a series of conclusions based on the preceding study of workplace attitudes, behaviour, and experiences within an English hospice. Initially it examines the nature of relationships between the three concepts that form the analytical core of this study—culture, identity, and image. This includes a wide-ranging critical review of these concepts in relation to the relevant fields of literature in management and organization theory. Subsequently a number of limitations are considered with regard to the use of Schein’s well-known three-level model of culture as a framework for guiding empirical research. The chapter ends by discussing some metaphorical issues relevant to the study and specifically makes proposals for perceiving organization culture as something that is philosophically fluid, uncertain, and in flux.

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Boomerang hiring: Strategy for sustainable development in COVID-19 era

Human Systems Management ◽

10.3233/hsm-201152 ◽

2021 ◽

pp. 1-6

Author(s):

Penumadu V. Raveendra ◽

Yellappa M. Satish

Keyword(s):

Sustainable Development ◽

Organization Culture ◽

Human Beings ◽

Hiring Process ◽

Positive Growth ◽

The World ◽

Key Drivers ◽

Hr Managers ◽

The Right

BACKGROUND: Many companies are forced to restructure themselves by right sizing due to unexpected fall in demand for their products and services created by the COVID-19 pandemic. COVID 19 not only affected the health of human beings but also their wealth across the world. Global economic parameters are showing a sign of positive growth with decreased number of COVID 19 cases across the world. Many companies are in a dilemma to rehire their former employees or to hire the new candidates to meet the increased demand. OBJECTIVES: The objectives of study are i) to analyze the key drivers for boomerang hiring and ii) to develop a conceptual process for boomerang hiring. METHODS: An exploratory methodology was designed to identify the key drivers of boomerang hiring by studying the various successful stories of those companies which had rehired their former employees. Various papers were reviewed to develop the process for boomerang hiring. RESULTS: Study showed that knowledge about the culture of the company, cost of hiring, morale booster for the existing employees, and customer retention, are the key drivers for boomerang hiring. This hiring process requires special skills from HR Managers, as this decision will impact long term success of the company. CONCLUSION: The process of boomerang hiring cannot be standardized as each organization culture is different and companies cannot have the same strategy for each candidate as every individual is different. Boomerang hiring will work as the right strategy during pandemic situation as former employees would have built relations with the customers. The customers will be happy to see the former employees who had served them better.

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MENTORING A HEALTH TECHNOLOGY ASSESSMENT INITIATIVE IN KAZAKHSTAN

International Journal of Technology Assessment in Health Care ◽

10.1017/s0266462314000087 ◽

2014 ◽

Vol 30 (2) ◽

pp. 147-152 ◽

Cited By ~ 5

Author(s):

Sergei Muratov ◽

David Hailey ◽

Vicki Foerster ◽

Bruce Brady ◽

Don Juzwishin ◽

...

Keyword(s):

Health Technology Assessment ◽

Technology Assessment ◽

International Health ◽

Policy Decision ◽

Health Technology ◽

Organization Culture ◽

Train The Trainer ◽

Staff Members ◽

Health Policy Decision ◽

The Republic

Objectives: The aim of this study was to assist in the development of a health technology assessment (HTA) program for the Ministry of Health (MOH) of the Republic of KazakhstanMethods: Mentoring of an initial HTA program in Kazakhstan was provided by the Canadian Society for International Health (CSIH) by means of a partnership with the Kazakhstan MOH. HTA materials, courses, and one-on-one support for the preparation of a series of initial HTA reports by MOH HTA staff were provided by a seven-member CSIH team over a 2.5-year project.Results: Guidance documents on HTA and institutional strengthening were prepared in response to an extensive set of deliverables developed by the MOH and the World Bank. Introductory and train-the-trainer workshops in HTA and economic evaluation were provided for MOH staff members, experts from Kazakhstan research institutes and physicians. Five short HTA reports were successfully developed by staff in the Ministry's HTA Unit with assistance from the CSIH team. Challenges that may be relevant to other emerging HTA programs included lack of familiarity with some essential underlying concepts, organization culture, and limited time for MOH staff to do HTA work.Conclusions: The project helped to define the need for HTA and mentored MOH staff in taking the first steps to establish a program to support health policy decision making in Kazakhstan. This experience offers practical lessons for other emerging HTA programs, although these should be tailored to the specific context.

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Firm Level Strategy, Organization Culture and Performance of Food and Beverage Manufacturing Firms in Kenya

International Journal of Business and Management ◽

10.5539/ijbm.v13n8p224 ◽

2018 ◽

Vol 13 (8) ◽

pp. 224 ◽

Cited By ~ 2

Author(s):

Zachary B. Awino ◽

Dominic C. Muteshi ◽

Reginah K. Kitiabi ◽

Ganesh P. Pokhariyal

Keyword(s):

Policy Formulation ◽

Manufacturing Firms ◽

Organization Culture ◽

Hierarchical Regression ◽

Firm Level ◽

Food And Beverage ◽

Improved Performance ◽

And Performance ◽

The Impact ◽

The Relationship

The study tested the impact of organization culture on the on the relationship between firm-level strategy and performance of food and beverage manufacturing firms in Kenya. The opinion of the CEO/MDs from 125 firms in this sector was sought by application of a structured questionnaire; the collected data was analysed using hierarchical regression analysis. The paper stated hypothesis that organizational culture has a significant effect on the relationship between firm-level strategy and performance. The results supported the hypothesis. Therefore, firm development of strong organization culture to support firm-level strategy for higher performance is paramount. These findings will contribute to government policy formulation for sector’s expansion and competitiveness and management drives in building a positive organization culture to support firm-level strategy for improved performance.

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Developing human resource for the digitization of logistics operations: readiness index framework

International Journal of Manpower ◽

10.1108/ijm-03-2021-0175 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Anchal Gupta ◽

Rajesh Kr Singh ◽

Shivam Gupta

Keyword(s):

Fuzzy Ahp ◽

Organizational Factors ◽

Organization Culture ◽

Management Support ◽

Analytic Hierarchy ◽

Content Type ◽

Top Management Support ◽

Logistics Company ◽

The Right ◽

Hierarchy Process

PurposeThe purpose of this study is to identify factors that are important for logistics organizations from the perspective of manpower readiness for digitization of logistics operations. The study also prioritizes the identified factors and also evaluates the readiness index of manpower for the digitalization of logistics processes.Design/methodology/approachThe factors for manpower readiness are identified through literature review and analysis of a case study. Three major categories of factors are identified. These are organizational, behavioural and technological factors. Under these three major categories of factors, 18 sub-factors are identified. Thereafter, with experts' inputs, the factors are prioritized using Fuzzy analytic hierarchy process (AHP). Further, a case illustration of an Indian logistics company has been taken to understand the current processes, technical capabilities, manpower skills and organization culture. After the case analysis and expert inputs, the manpower readiness index has been evaluated by using graph theory matrix approach (GTMA).FindingsThe prioritization of manpower readiness factors has been done using Fuzzy AHP. Organizational factors are found to be the most important factors which require quick attention. Sub-factors that are most important for building competencies in the logistics sector are providing the right training on functional skill development (0.129), top management support and commitment for digitalization (0.117), and organizational culture for process digitalization (0.114), etc. Finally, framework for evaluation of manpower readiness index for logistics operations in the digital age has been illustrated for a case company.Practical implicationsIndian logistics companies can benchmark their readiness index with respect to the best in the industry. Based on the readiness index, logistics companies can analyse their position, gaps from best and worst and can also identify potential areas for improvement.Originality/valueThe novelty of the study lies in the development of a framework for manpower readiness for digitalization in the logistics sector. In literature, this field is very less researched and provides the scope for developing strategies for improving manpower competencies for Industry 4.0. Logistics companies can improve their performance by making their manpower ready based on results obtained for readiness index.

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