scholarly journals Studying the Dimensions of Corporate Culture in Indian IT Companies

2021 ◽  
Vol 8 (2) ◽  
pp. p20
Author(s):  
Dr Neeraj Kumari
Keyword(s):  
Corporate Culture ◽  
High Performance ◽  
Team Building ◽  
Organisational Culture ◽  
Project Work ◽  
Exploratory Research ◽  
Four Dimensions ◽  
Market Needs ◽  
Team Orientation ◽  
Structured Questionnaire

The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.

scholarly journals Comparative Analysis of Organizational Culture in IT Sector

2021 ◽  
Vol 9 (4) ◽  
pp. p1
Author(s):  
Neeraj Kumari
Keyword(s):  
Organizational Culture ◽  
Comparative Analysis ◽  
Organisational Culture ◽  
Shared Vision ◽  
Primary Data ◽  
Exploratory Research ◽  
Four Dimensions ◽  
Strategic Direction ◽  
Team Orientation ◽  
Structured Questionnaire

The study aims to do a comparative analysis of organizational culture between the three different organizations in IT sector. It is an exploratory research. A structured questionnaire was used to collect the primary data. The sample size was 165. It consisted of employees from three leading IT organizations in India. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation. A true leader is a catalyst in driving: Adaptability–by creating change, emphasising customer focus and promoting organisation learning, Mission–by defining strategic direction, defining objectives and goals  and creating a shared vision, Consistency–by managing coordination & integration, defining core values and working to reach agreement, and Involvement–by empowering people, building team orientation and developing organisation capability.

scholarly journals An Operational ’Project Management Culture’ Framework (Part 1)

2006 ◽  
Vol 4 (1) ◽  
Author(s):  
Yvonne Du Plessis ◽  
Crystal Hoole
Keyword(s):  
Project Management ◽  
Organisational Culture ◽  
Project Managers ◽  
Project Work ◽  
Survey Questionnaire ◽  
Four Dimensions ◽  
Management Culture ◽  
Project Environment ◽  
Mapping Process ◽  
Definition Of

The aim of this research is to develop an operational ‘project management culture’ framework, which can be used by project managers and organisations to support project work. One of the main causes of project failure is attributed to a non-supportive project management culture in organisations. A triangulation method is followed inclusive of a thorough literature review, a survey questionnaire and a concept mapping process. A project management culture framework with descriptive elements, based on Deal and Kennedy’s (1982) definition of organisational culture, comprising of four dimensions i.e. project process; people in projects; project systems and structure, and project environment was developed.

The Code Breaker: Jennifer Doudna, gene editing, and the future of the human race

2021 ◽  
Vol 26 (2) ◽  
Author(s):  
Arthur A Boni
Keyword(s):  
Technology Transfer ◽  
Business Model ◽  
High Performance ◽  
Gene Editing ◽  
Team Building ◽  
Human Race ◽  
Academic Scientist ◽  
Biotechnology Companies ◽  
Academic Laboratory

In this book review and accompanying commentary and Addendum, we focus on 5 principal topics/major themes that are of interest for our readership, with a focus on framing the translation of transformative technology into a platform business model in biopharma.  We focus on: 1) the behavioral and personal side of the story of the academic scientist, in this case the principal “code breaker” – Jennifer Doudna; 2) the innovation/technology transfer models, including team building appropriate for successfully translating technology from the academic laboratory into the private sector; 3) the IP considerations needed for broad commercialization and dissemination of pivotal, platform inventions in biopharma; and, 4) framing the issues surrounding the ethical discussion related to use in patients associated with a transformative, gene based technology like CRISPR. We also include an Addendum that covers, 5) Some pertinent, concluding comments on the importance of high–performance, diverse teams for founding, building, and growing successful biotechnology companies.

Evaluation of existing poultry processing and marketing in the wet market of Gazipur city in Bangladesh

2021 ◽  
Vol 31 (3) ◽  
pp. 205-217
Author(s):  
M Khairunnesa ◽  
MH Jaman ◽  
M Noorunnahar ◽  
S Ahmed ◽  
MD Hossain ◽  
...  
Keyword(s):  
Bleeding Time ◽  
Poultry Meat ◽  
Post Mortem ◽  
Basic Training ◽  
Withdrawal Period ◽  
Feed Withdrawal ◽  
Poultry Processing ◽  
Market Needs ◽  
Wet Market ◽  
Structured Questionnaire

The poultry selling and processing practices followed in the poultry wet markets of Bangladesh are always being overlooked unknowingly. The research was conducted to observe the existing scenario of poultry selling and processing practices at the selected wet markets located in the Gazipur City Corporation of Bangladesh. A total of 43 poultry selling shops were randomly selected and interviewed using a semi-structured questionnaire. It was surprising to observe the absence of female personnel and involvement of few (6.9%) people over the age of 50 years in the wet markets. All the persons engaged in poultry selling and processing had no institutional training. The shops found to be abstained from following some important practices such as feed withdrawal period, isolation of diseased birds, ante and post mortem inspection. The proper bleeding time (1-2) min was recorded in 58.2% cases. The killing cone was recognized as the best device in terms bleeding time. The 72.1% of the outlets never cleaned the carcass prior to deliver the customers. The absence of ante- and post-mortem inspections may cause a great threat of disease outbreak. Taken together, the poultry selling and processing practices followed in the wet market needs to be assessed carefully to deliver safe and quality meat to the customers. In addition, organizing basic training on pre-slaughter management and processing for both seller and processor and also ensuring the regular ante- and post- mortem inspection could improve the present situation in order to produce quality poultry meat. Progressive Agriculture 31 (3): 205-217, 2020

Guidelines for Delivering Personal-Disclosure Mutual-Sharing Team Building Interventions

2006 ◽  
Vol 20 (3) ◽  
pp. 348-367 ◽  
Author(s):  
Nicholas L. Holt ◽  
John G.H. Dunn
Keyword(s):  
High Performance ◽  
Group Communication ◽  
Team Building ◽  
Contextual Sensitivity ◽  
Communication Practices ◽  
Soccer Team ◽  
Building Activities ◽  
Professional Guidance ◽  
Personal Disclosure ◽  
Women's Soccer

The overall purpose of this study was to provide professional guidance to practitioners who may wish to deliver Personal-Disclosure Mutual-Sharing (PDMS) team building activities. First we replicated and evaluated a PDMS intervention previously used by Dunn and Holt (2004). Fifteen members (M age = 25.4 yrs) of a high performance women’s soccer team provided evaluative data about the intervention they received via reflective interviews. Benefits of the PDMS activity were enhanced understanding, increased cohesion, and improved confidence. Guidelines for professionals who may wish to use this team building approach are provided in terms of (a) establishing group communication practices during the season, (b) delivering the meeting, and (c) demonstrating contextual sensitivity.

scholarly journals Public Sector Organizational Culture: Experience from Frontline Bureaucracies

2021 ◽  
Author(s):  
Md. Morshed Alom
Keyword(s):  
Organizational Culture ◽  
Public Sector ◽  
Well Being ◽  
Four Dimensions ◽  
Attitudes And Practices ◽  
Public Sector Organization ◽  
Culture Dimensions ◽  
Different Dimensions ◽  
Team Orientation ◽  
Health And Well Being

This chapter discusses the practice of organizational culture by the frontline bureaucrats in Bangladesh. Culture scholars argue that organizational culture—commonly defined as the beliefs, values, attitudes, and practices of the members of an organization—is a powerful force in determining the health and well-being of an organization. Scholars also suggest the existence of different dimensions of organizational culture. Although they do not agree in naming these dimensions, commonalities are found in their understanding. How organizational culture is practiced by the frontline bureaucrats in Bangladesh has not been studied much. A study was designed to know how the frontline public bureaucrats practice organizational culture and how they differ in their practices along their service lines. Four dimensions of organizational culture—power distance, uncertainty avoidance tendency, participation, and team orientation—were considered. The chosen culture dimensions impact the overall management of any public sector organization. Three hundred and twenty-six frontline public bureaucrats were studied using a survey questionnaire. Both descriptive and inferential statistics have been used for analyzing the collected data. Findings from independent samples t-tests revealed that the frontline bureaucrats significantly differ along their service lines in practicing the culture dimensions.

scholarly journals DESIGN THINKING: CONCEPTUAL FRAMEWORK, ADVANTAGES AND RESTRICTIONS

2021 ◽  
pp. 43-48
Author(s):  
Sytnik N.
Keyword(s):  
Corporate Culture ◽  
Design Thinking ◽  
Team Building ◽  
Deep Understanding ◽  
Customer Experience ◽  
Organizational Goals ◽  
Innovative Products ◽  
Creative Abilities ◽  
Stanford Model ◽  
Tools And Techniques

The need to develop competitive innovative products and services encourages modern organizations to search for new ways to enhance the creative abilities of their personnel. Design thinking is one of the promising tools to elaborate organi-zational potential in generating ideas and developing new products which satisfy customer requirements to the most extent. Over last years design thinking has been developed as a practically­oriented approach aimed at solving customer problems. Within the frame of design thinking, deep understanding of their values, reactions, experience in interaction with the company and behavioral habits serves as a basis for focused ideation, fast prototyping and testing. Although the key characteristics, main stages, tools and techniques of design thinking are well established in the literature, far less attention has been paid to the restrictions and conditions of design thinking application within organizational environment. These issues determined the purpose of the study. First, the paper considered the evolution of the term design thinking, as well as portfolio of its tools and techniques applied at different stages of design thinking process. Further, the advantages, restrictions and conditions of design thinking application were specified. Design thinking allows to achieve 1) externally oriented organizational goals: development of innovations, improvement of products and services in accordance with customer needs, better interaction with customers; 2) internally oriented organizational goals: development of staff experience and creative abilities, team building and enchancing a creative corporate culture. The restrictions of design thinking implementation related to its key features (focus on customer experience, fast ideation, prototyping and testing) were established. Important conditions for design thinking implementation are as follows: understanding and taking into account its restrictions, introduction of a flexible format for design sessions, and formation of design teams in accordance with the experience, competencies and thinking style of their participants. Thus, design thinking is a useful approach for development of customer­oriented innovative solutions, although it should not be considered as a universal tool for solving all organizational problems.Keywords: design, design thinking, creativity, customer experience, Stanford model, «wicked» problems, design thinking techniques. Дизайн­мислення є перспективним напрямом дослідження для науковців і фахівців із менеджменту, ураховуючи позитивний досвід його використання і зростаючу популярність серед провідних компаній світу. Нині відомі характерні риси, етапи, інструменти та техніки дизайн­мислення, однак малодослідженим залишається питання щодо меж практичного застосування цього підходу, його переваг і недоліків. У статті виявлено переваги дизайн­мислення, зокрема: оперативне вдосконалення продуктів і послуг відповідно до потреб клієнтів, тімбілдинг, новий досвід і розвиток креативних здібностей персоналу, формування креативної корпоративної культури. Для успішного застосування дизайн­мислення під час організації дизайн­сесій необхідно враховувати його обмеження, упроваджувати гнучкий формат дизайн­сесій та підбирати учасників дизайн­команд за досвідом, компетенціями і стилем мислення. Ключові слова: дизайн, дизайн­мислення, креативність, клієнтський досвід, Стенфордська модель, wicked­проблеми, техніки дизайн­мислення.

scholarly journals Receiving and Action Oriented Attitude of the Youth Towards Mobile Marketing: A Transitional Economy Perspective

2020 ◽  
Vol 12 (4) ◽  
pp. 14
Author(s):  
Mustapha Iddrisu ◽  
Akolaa Andrews Adugudaa ◽  
Albert Martins
Keyword(s):  
Consumer Attitudes ◽  
Transitional Economy ◽  
High Rate ◽  
Mobile Marketing ◽  
The Internet ◽  
Exploratory Research ◽  
Factors Affecting ◽  
Marketing Activities ◽  
Structured Questionnaire ◽  
Marketing Messages

The advancement in technology is influencing the ways in which organizations conduct business and marketing activities. Mobile Marketing has become one of the most widespread media to communicate with potential and existing customers mainly in the form of text advertisements through the internet. This study is aimed at finding out the receiving and action-oriented attitudes of the youth towards mobile marketing, particularly the rate at which the youth use mobile marketing to determine the propensity to be influenced in their actions. The study also investigated the factors affecting consumer attitudes and their relationship with mobile marketing. The study employed descriptive and exploratory research methodology design and the data were collected using a structured questionnaire. Four hundred (400) questionnaires were administered to young people between the ages of 18 and 35 years in Accra and Three hundred and fifty 350 were used. We found a high rate of youth’s preference for mobile marketing messages and a relationship between youth attitude and mobile marketing messages and/or the youth’s attitude being influenced by mobile marketing messages. Finally, it revealed that there is a relationship between the youth’s receiving and action-oriented attitude and consumer factors that influence the use of mobile marketing.

Improving the Role of Organisational Culture in Change Management through a Systems Approach

2015 ◽  
pp. 230-271
Author(s):  
N. Gökhan Torlak
Keyword(s):  
Change Management ◽  
Corporate Culture ◽  
Culture Change ◽  
Systems Approach ◽  
Soft Systems Methodology ◽  
Organisational Culture ◽  
Organisational Performance ◽  
Systems Methodology ◽  
Soft Systems

The chapter assumes organisational culture, which is most valuable resource of organisation, cannot often be treated coherently by managers in change management that ultimately leads to ineffectiveness and failure. In order to make organisational culture a powerful managerial instrument in change management resulting in high organisational performance the chapter proceeds through the following sequence. At first, it elaborates chief characteristics of organisational culture in order to underline its value; secondly, portrays significance of interpreting and managing organisational milieu; thirdly, emphasises necessity and difficulty of organisational culture change; and then offers a systems approach called two strands model of soft systems methodology to improve the effect of corporate culture on organisational performance. The last part describes the methodology in depth and shows how it is applied to a private hospital that generates its improved version dealing with the major issue of open, full and equal participation in organisational culture change management.

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