Organizational Culture and Its Impact on Continuous Improvement in Manufacturing

2022 ◽  
Author(s):  
N. Muthukumar ◽  
K. Ganesh ◽  
Sanjay Mohapatra ◽  
K. Tamizhjyothi ◽  
R. M. Nachiappan ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Continuous Improvement

scholarly journals An empirical investigation of workplace factors affecting lean performance

2018 ◽  
Vol 67 (2) ◽  
pp. 278-296 ◽  
Author(s):  
Ilias Vlachos ◽  
Evangelia Siachou
Keyword(s):  
Organizational Culture ◽  
Knowledge Acquisition ◽  
Continuous Improvement ◽  
Negative Impact ◽  
Hierarchical Regression ◽  
Content Type ◽  
Factors Affecting ◽  
Study Results ◽  
Workplace Factors ◽  
The Impact

Purpose The purpose of this paper is to identify workplace factors with an impact on lean performance (LP). This can lead to better LP outcomes, thus facilitating organizations to smoothly move from the conventional to lean management. Design/methodology/approach The direct effects of training, knowledge acquisition and organizational culture are empirically investigated using data from 126 managers employed at a global company, which recently has improved its LP. Study’s hypotheses were analyzed with hierarchical regression models. Findings The findings suggest that not all of the aforementioned workplace factors holistically affect LP. Only organizational culture is associated to the four LP variables (i.e. continuous improvement, waste, ergonomy and product quality). Training and knowledge acquisition offer partially effects on LP with training to contribute mostly to predicting continuous improvements. Knowledge acquisition alone, has significant yet negative impact on both continuous improvement and ergonomy. Even more, when training is combined with knowledge acquisition the results are different. Originality/value As this study highlights the impact of workplace practices on LP, attributes mainly importance to the distinct effects that each of the aforementioned factors has on the four distinct LP variables. Although the study results reflect a particular case, its recommendations could facilitate practitioners to achieve better lean outcomes.

In today's global environment organizational culture dominates national culture!

2014 ◽  
Vol 21 (4) ◽  
pp. 651-664 ◽  
Author(s):  
Braden R. Kattman
Keyword(s):  
Organizational Culture ◽  
National Culture ◽  
Continuous Improvement ◽  
Management Practices ◽  
Organizational Impact ◽  
Content Type ◽  
Quantitative And Qualitative Research ◽  
Power Company ◽  
The Impact ◽  
Business And Management

Purpose – The specific problem this research addresses is whether cultural differences, national or organizational, impact how effectively the continuous improvement process is received within the supply chain in order to improve supplier performance. The paper aims to discuss these issues. Design/methodology/approach – The research design used a mixed methods approach, combining quantitative and qualitative research. Findings – The research found that Canada was most receptive to continuous improvement, with China being the least receptive. The study found that organizational culture was more influential than national culture. Isomorphism and benchmarking is driving continuous-improvement language and methods to be more universally known within business. Business and management practices appear to take precedence in driving change within organizations. Research limitations/implications – The sample size and countries involved was very small and limited to key medium sized distributed power company (MSDPC) suppliers. This limited diversity and may have introduced supplier selection bias, as well as survey response bias. Practical implications – This research concludes that organizational culture is more dominant over national culture and the influence of leadership within the organization drives the impact of continuous improvement. Originality/value – With isomorphism and the fact that businesses want to be successful, continuous improvement language and methods are becoming more universally known. Business and management practices are now taking precedence in driving change within organizations. Organizational culture is now more influential than national culture.

scholarly journals RELEVANSI BUDAYA ORGANISASI DAN EFEKTIVITAS SEBUAH PERUSAHAAN: STUDI PADA RESHARE RABBANI CABANG MALANG RAYA

2019 ◽  
Vol 4 (1) ◽  
pp. 103
Author(s):  
ROULITA FIRDA AZMI ◽  
RAHMAD HAKIM ◽  
NURUL ASFIAH
Keyword(s):  
Qualitative Research ◽  
Organizational Culture ◽  
Continuous Improvement ◽  
Production System ◽  
Observation Data ◽  
Case Study Approach ◽  
Study Approach ◽  
Depth Interview ◽  
Strong Culture

This research aims to describe the relevance of organizational culture in creating corporate effectiveness at Reshare Rabbani Malang Branch. Reshare Rabbani has an unique strategies that different from other companies. By using qualitative research, through in-depth interview, documentation and observation, data were analyzed descriptively with a case study approach. The results of this study indicate that the culture adopted by Reshare Rabbani is a strong culture, depicted by the values that are deeply embedded in the members of the organization, based on the value of Tawheed, grateful, never giving up, continuous improvement, caring in every circumstance and high responsibility. Organizational culture at Reshare Rabbani is relevant to the creation of company effectiveness’ indicators; a production system that focuses on quality, created satisfaction, intertwining harmony between employees, adaptation, growth and fulfillment level of efficiency.

Importance and Impact of Culture and People in Continuous Improvement

2018 ◽  
Vol 10 (4) ◽  
pp. 13-44 ◽  
Author(s):  
Brian J. Galli
Keyword(s):  
Organizational Culture ◽  
Literature Review ◽  
Empirical Analysis ◽  
Continuous Improvement ◽  
Primary Objective ◽  
Competitive Environment ◽  
Symbiotic Relationship ◽  
Critical Factors ◽  
The Impact

The primary objective of this article is to establish the importance and impact of culture and people within organizations to developing continuous improvement. The research encompasses an empirical analysis and chronological literature review to establish viable interactions between people and culture. It will discuss the critical factors in organizational culture and their ramifications on continuous improvement and the somewhat symbiotic relationship between culture and continuous improvement. Moreover, the article will indicate the impact of these relationships on the overall success of the business. The study will then make recommendations on how best organizations can implement sustainable measures to ensure continuous improvement in a highly dynamic and competitive environment.

scholarly journals DOMINANT ORGANIZATIONAL CULTURE IN FACULTIES OF PHYSICAL EDUCATION: APPLIED STUDY OF FACULTY OF PHYSICAL EDUCATION – UNIVERSITY OF JORDAN

2019 ◽  
Vol 1 (1) ◽  
pp. 139-169
Author(s):  
Nihad Moneer Othman Al-bateky
Keyword(s):  
Organizational Culture ◽  
Physical Education ◽  
Human Resources ◽  
Continuous Improvement ◽  
Research Community ◽  
Faculty Members ◽  
Applied Study ◽  
Educational Processes ◽  
External Agents ◽  
Pilot Sample

The current research aims to measure the dominant organizational culture inside Faculties ‎of physical education with specific application on the faculty of physical education – ‎Jordan University‎. The researcher used the descriptive approach‎. Research community included all workers and faculty members of faculty of physical ‎education for men – Jordan University (n=556). Main sample (n=176) was chosen ‎purposefully in addition to another (30) persons chosen as a pilot sample. The researcher designed and validated ‎-‎ The Type of Dominant Organizational Culture Questionnaire designed (TDOC-‎Q)‎. Results indicated that: ‎-For axis one (Types of Leadership and Administration): results of perceived ‎administration indicated that (44) participants agreed on the supportive type of ‎organizational culture while (49) agreed on procedural type for types and styles ‎of administration, (46) agreed on supportive type for quality responsibility, (48) ‎agreed on supportive type for inclusive change and improvement, (44) agreed on ‎supportive type for motivation, (47) agreed on creative type for leadership type ‎and finally (45) agreed on supportive type for workers’ participation. ‎ ‎-‎For axis two (Administrative Structure): (45) agreed on supportive type for ‎administrative communication, (51) agreed on supportive type for work groups, ‎‎(58) agreed on supportive type for clarity of objectives and tasks and (47) agreed ‎on supportive type for education, training and qualification. ‎ ‎-‎For axis three (Human Resources): (42) agreed on bureaucratic type for external ‎agents, (48) agreed on procedural type for internal agents and (47) agreed on ‎supportive type for problem solving. ‎ ‎-‎For axis four (Academic and Educational Processes): (38) agreed on both ‎creative and supportive types ‎ ‎-‎For axis five (Continuous Improvement and Development): (45) agreed on ‎creative type ‎ ‎-‎For axis six (Policies, Procedures and Principles): (62) agreed on creative type ‎ ‎-‎For axis seven (Laws, Rules and Regulations): (48) agreed on supportive type ‎ ‎-‎For axis eight (Performance Evaluation): (40) agreed on supportive type

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