scholarly journals Organizational culture measurement: A component approach

Sociologija ◽  
2002 ◽  
Vol 44 (3) ◽  
pp. 271-284
Author(s):  
Branislav Cukic ◽  
Dragan Kurbalija ◽  
Branislav Kosanovic
Keyword(s):  
Factor Analysis ◽  
Organizational Culture ◽  
Human Resources ◽  
Organizational Behavior ◽  
General Level ◽  
Cultural Patterns ◽  
Independent Components ◽  
Component Approach ◽  
Hierarchical Factor Analysis

As a part of wide research of reintegration of human resources of economy in transition, a new method of identification and measurement of components of organizational culture was shown in this study. Beside usual organizational parameters, in identification of cultural patterns of organizational behavior included were: a perception of employee roles, the role of a director, the locus of control, and subjects' interests. Such an approach is taking into consideration the fact that different components are not at the same general level and depth in organizational culture, and consequently not equally prone to changes. In this research, the sample consisted of 880 employees in six different working organizations from different towns of Yugoslavia. The research was done during 2002. Five special instruments have been developed to meet the outlined conceptualization of the components of organizational culture. Hierarchical factor analysis derived 13 relatively independent components of organizational culture.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
pp. 631-641
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

scholarly journals THE IMPLEMENTATION OF CHARACTERISTICS OF ORGANIZATIONAL CULTURE “SHARING” BASED ON LOCAL WISDOM IN INCREASING HR COMPETENCE IN INDONESIA (FACING ASIAN FUTURE SHOCK 2020)

2019 ◽  
Vol 2 (1) ◽  
pp. 39
Author(s):  
Mulyaningsih Mulyaningsih
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Organizational Behavior ◽  
21St Century ◽  
Negative Impact ◽  
Developed Countries ◽  
Strong Impact ◽  
Ethical Investment ◽  
Business Sector ◽  
The Impact

Indonesia as the country with the opportunity cost of investment and the highest corruption in ASIA business caused a cultural and population changes which is affect to family structure in the development business and state. Based on those conditions, Indonesia must change fast become count country in ASIA to build character through local knowledge possessed a vast country and large The shift in the pattern of the surviving members of regional communities is an indicator of impending shocks to the mindset, ways of thinking, feeling and reacting based on the environment and the condition of the demands of the behavior of the members together are embraced and accepted by the organization to act and solve problems, adapt and unites members of the organization through a shift in values, norms and cultural rules significantly (mean) the impact of the shock towards the life of the nation both by employers and stakeholders organizations in Indonesia. ASIA development of the business sector in the 21st century emphasizes ethical investment. Ethical investments In the 21st century, supporting ethical organization, including in developed countries the problem of ethics and organizational behavior into consideration when deciding policies and financial. The idea of ethical investment had various depend on each country, and company cultural perception. The application of ethical investment strategies of individual, non-profit organizations, governments and companies to attract potential investors, in the hope that the fund is managed in a way that does not have a negative impact on society, including Indonesian society. The influence of cultural, social and geographical had very strong impact to employers and stakeholders behavior. The diversity behavior is fundamental basic considered in fundamentals treatment will support the success of Indonesia development over this years. It will deal with the honesty, integrity in the right employees, strong leadership and support for ethnic behavior. Those conditions would cause a shock to the human resources therefore need nation quality recovery in national policies circle in order to determine direction of attitudes change and nation view as an interactive consequence in organizational culture characteristic which is owned Indonesian HR should be able to function as a tool to support the implementation of the development progress through employee competence and leadership. The Indonesian efforts to increase capacity and competence of the Human Resources (HR) with respect to resilience in the face of 2020, namely the implementation of a characteristic of organization culture that will affect the way work is done and how employees behave based on the philosophy of Pancasila and the results of research in the form of build character first through local wisdom in the sunda level; like "sareundeuk saigel sabobot sapihanean, penance grindstones penance foster compassion, silih simbeuh mean to share (Sharing). (Mulyaningsih, Japan Meijo 2015) The paradigm of thought in enhancing the competence of behaving for Human Resources in Indonesia by sharing (sharing) the future is not only to be able to survive in the economic crisis but as a cornerstone in carrying out the work or the owner (owner) as well as the investors who use ethical investment as competence businesses, professional stakeholders to support the business sector and the advantages of statehood in Indonesia capable of competitiveness in 2020.

Promoting Success in the Introduction of Health Information Systems

2012 ◽  
Vol 8 (1) ◽  
pp. 17-27 ◽  
Author(s):  
Paulo Teixeira ◽  
Patrícia Leite Brandão ◽  
Álvaro Rocha
Keyword(s):  
Organizational Culture ◽  
Information Systems ◽  
Literature Review ◽  
Human Resources ◽  
Health Information ◽  
Health Information Systems ◽  
The Other ◽  
Other Hand ◽  
Number Of Publications

The significant number of publications describing unsuccessful cases in the introduction of health information systems makes it advisable to analyze the factors that may be contributing to such failures. However, the very notion of success is not equally assumed in all publications. Based in a literature review, the authors argue that the introduction of systems must be based in an eclectic combination of knowledge fields, adopting methodologies that strengthen the role of organizational culture and human resources in this project, as a whole. On the other hand, the authors argue that the introduction of systems should be oriented by a previously defined matrix of factors, against which the success can be measured.

Behind closed doors: the DC-10 and the demise of McDonnell Douglas

2019 ◽  
Vol 15 (6) ◽  
pp. 648-668
Author(s):  
John-Gabriel Licht ◽  
Jamie O’Brien ◽  
Marc Schaffer
Keyword(s):  
Decision Making ◽  
Organizational Culture ◽  
Organizational Behavior ◽  
Work Experience ◽  
Sunk Costs ◽  
Moral Awareness ◽  
Content Type ◽  
Public Data ◽  
Economic Thinking

Theoretical basis This case has three primary objectives. First, it allows students to think through a conceptual cost and benefit analysis associated with the decision-making process in line with basic economic thinking. Students will revisit core concepts of marginal benefit vs marginal cost, the notion of opportunity costs and the role of sunk costs in this type of analysis, while also highlighting the nature of market structure, oligopolies and competition across firms in an industry. The second goal of this case is to consider the role of business ethics in the DC-10 case: specifically, to consider the potential influence of moral awareness and moral disengagement in unethical decisions made by McDonnell Douglas. Students will develop an understanding of these concepts and solidify their learning by applying them to the case and engaging in active discussion. Finally, the third goal of the case allows students to explore organizational culture and specifically offer recommendations for organizations thinking about the link between decision-making, the role of ethics and culture. Research methodology The technical reports released by the National Transportation Safety Board along with secondary data such as available public data such as news reports were used to round out the synopsis of the case study. Case overview /synopsis This case explores the accidents of two McDonnell Douglas DC-10s in the early 1970s at the onset of the jumbo jet race between Boeing, Lockheed and McDonnell Douglas. It explores the series of events during the “Windsor Incident” in 1972 and the subsequent accident over Paris in 1974. It explores the reasons why the cargo door on the DC-10 was faulty and subsequently why the door was not fixed. It examines the interplay of industry suppliers such as McDonnell Douglas and how they interact with oversight authorities such as the Federal Aviation Authority. The Teaching Note focuses on the economic thinking at McDonnell Douglas, behavioral ethics and organizational culture. Complexity academic level This case is best explored over a 90 min session but could be expanded to take up one 3 h session. The authors have used this case format in an undergraduate organizational behavior class, an MBA Leadership and Organizational Change class, and an MBA Economics of Managers class. It works particularly well in the MBA setting, as students with work experience can see the links between the mistakes made by McDonnell Douglas and their workplaces.

Entrepreneurship as Radical Change in the Family Business: Exploring the Role of Cultural Patterns

2001 ◽  
Vol 14 (3) ◽  
pp. 193-208 ◽  
Author(s):  
Annika Hall ◽  
Leif Melin ◽  
Mattias Nordqvist
Keyword(s):  
Organizational Culture ◽  
Family Business ◽  
Radical Change ◽  
Business Case ◽  
Cultural Patterns ◽  
Doing Business ◽  
The Family ◽  
Entrepreneurial Activities ◽  
The Relationship

This article explores the relationship between organizational culture and the entrepreneurial process that is viewed as radical change in the context of the family business. Drawing on results from two in-depth family business case studies, the authors develop a conceptual model for understanding organizational culture and its impact on entrepreneurial activities. The model is built around the extent to which the culture is connected to one dominant family member or several family members, the degree of cultural explicitness, and the degree of cultural openness. It is argued that whereas some cultural patterns tend to preserve the traditional way of doing business, others tend to facilitate entrepreneurial change. The conclusion is that to support entrepreneurial processes, managers need to foster a process of high-order learning in which old cultural patterns are continuously questioned and changed. To accomplish this, the organizational culture needs to be highly explicit and open.

scholarly journals Considerations Regarding the Location and the Role of Organizational Culture in the Romanian Military Environment

2021 ◽  
Vol 26 (1) ◽  
pp. 55-61
Author(s):  
Gabriela-Florina Nicoară ◽  
Sorin Gheorghe Pînzariu
Keyword(s):  
Human Capital ◽  
Organizational Culture ◽  
Human Resources ◽  
Human Resources Management ◽  
Personal Observation ◽  
Resources Management ◽  
Essential Resource ◽  
Military Institution ◽  
The Military

AbstractNowadays organizational human capital is an essential resource for any organization. Moreover, it gives the organization a significant competitive benefit. In that light, the aim of this article is to highlight how the activities carried out in the framework of human resources management influence the organizational culture in the military environment. Furthermore, our intention is to underline how the organizational culture within the military institution gets valences and inflection in relation to the practices of management which are implemented within the component of the human resources of the Romanian Army. The main methods we used in the present research were the personal observation and the study of the evidence.

scholarly journals The role of organizational DNA in enhancing the strategic balance in commercial banks in Madaba

2021 ◽  
pp. 1639-1650
Author(s):  
Ziad Ali Eid Alshawabkeh
Keyword(s):  
Organizational Culture ◽  
Human Resources ◽  
Commercial Banks ◽  
Item Questionnaire ◽  
Strategic Balance

The present study aimed to explore the role of organizational DNA in enhancing the strategic balance in commercial banks in Madaba. The strategic balance is represented by organizational culture, human resources, customers and competitors. The researcher developed a thirty-item questionnaire and distributed to 87 employees in the commercial banks in Madaba where 74 forms were retrieved and 4 forms were valid for analysis. Several results were reached. For instance, the organizational DNA level in the targeted banks is high, the strategic balance level in the targeted banks is high. Organizational DNA level has a statistically significant impact (α ≤ 5%) on strategic balance dimensions, i.e., organizational culture, human resources, customers and competitors, jointly and separately in commercial banks in Madaba. The researcher recommends providing more attention to competition by managements of banks and recommends conducting similar studies.

scholarly journals MODELS FOR DIAGNOSTICING ORGANIZATIONAL CULTURE AND ORGANIZATIONAL BEHAVIOR AT SCHOOL

2019 ◽  
Vol 34 (1) ◽  
pp. 107-112
Author(s):  
Mariana Shehova – Kanelova ◽  
Nevena Slavova Philipova ◽  
Icka Derijan
Keyword(s):  
Organizational Culture ◽  
Empirical Study ◽  
Social Development ◽  
Organizational Behavior ◽  
General Level ◽  
Organizational Cultures ◽  
Class A ◽  
Connected Set ◽  
Historical Heritage ◽  
The Mind

The paper consists of specific results of an empirical study for identifying organizational cultures in different school establishments. The term "culture" is derived from Latin and literally translates to "cultivate the land" or "cultivate". It pertains to fundamental concepts in modern humanities. It has many meanings and is used in a variety of contexts. With their environment, the culture is an interactively connected set of common characteristics that influence the interactions of human groups. Culture is "the collective programming of the mind that distinguishes the members of one group or category of people from another." It resembles a common rules system, values, and norms of a class, a profession, a type of subculture, that acknowledged and adhered to the spirit of tradition, as a general level of social development, such as a sphere and form of activities related to thinking, science, accepted norms of behavior, historical heritage, etc. In today’s society, the term culture is applied at both organizational and managerial levels. When we talk about the culture of an organization, we most often mean the values embodied in it.

Determining the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance

2019 ◽  
Vol 8 (3) ◽  
pp. 266-282 ◽  
Author(s):  
Bahadur Ali Soomro ◽  
Naimatullah Shah
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Behavior ◽  
Entrepreneurial Orientation ◽  
Structural Equation ◽  
General Level ◽  
Cross Sectional ◽  
Content Type ◽  
The Impact

Purpose The purpose of this paper is to investigate the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment and employee’s performance. Design/methodology/approach This is a quantitative approach, which is based on cross-sectional data. In total, 326 usable cases are processed to infer the results through the structural equation model. Findings The results revealed a positive and significant impact of organizational commitment, job satisfaction and organizational culture on employee’s performance. An entrepreneurial orientation has a positive and significant impact on organizational commitment. Job satisfaction is impacted by organizational commitment, while organizational culture is influenced by job satisfaction. On the other hand, entrepreneurial orientation has a non-significant impact on employee’s performance. Practical implications Employers may shape the organizational culture and boost the general level of job satisfaction of their employees. Further, the study enriches the organizational behavior literature by recognizing and empirically validating the impact of entrepreneurial orientation and organizational culture on job satisfaction, organizational commitment, and employee’s performance in the small and medium enterprises sector of Pakistan. Originality/value The findings of the current study may help in creating a better understanding of job satisfaction and delineating its association with organizational culture.

Seneca: appeasing the sting of management fears

2015 ◽  
Vol 10 (2) ◽  
pp. 170-177
Author(s):  
Lidwine Maizeray ◽  
Anne Janand
Keyword(s):  
Organizational Culture ◽  
Best Practices ◽  
Organizational Behavior ◽  
Design Methodology ◽  
Dominant Ideology ◽  
Content Type ◽  
Peace Of Mind ◽  
Modern Enterprise ◽  
Insight Into

Purpose – The purpose of this paper is to look beyond the classic literature on managerial “best practices”, standards, organizational behavior and ready-made managerial discourses, and which have tended to deny the role of fear as a major issue in today’s modern enterprise. Lessons from Seneca allow us to understand how the phenomenon of fear, which has largely been hushed up by organizational culture, can be demystified and brought into the open. Design/methodology/approach – The aim is to prod further thinking, after the example of Seneca’s stingray, about the dominant ideology of management, which is under threat from four factors that have been allowed to spread like a numbing toxin. Findings – Seneca’s philosophy, then, should be viewed as rich in insight into how today’s disquieted managers might find peace of mind. Originality/value – Seneca asks us to consider fear as far more detrimental than the very adversities that we try to keep at bay. That does not mean we ought to deny fear, but, rather, attempt to better understand its inevitability, and hold it in check. No good can come from rushing headlong toward doom, in anticipation of ills that will not necessarily materialize, or, in any event, whose occurrence is beyond our control.

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