The Effect of the Organizational Culture, Organizational Structure and Usage of Social Media on Corporate Governance

2017 ◽  
Author(s):  
Hasan Metin ◽  
Naim Preniqi ◽  
Muhamet Gërvalla
Keyword(s):  
Social Media ◽  
Corporate Governance ◽  
Organizational Culture ◽  
Organizational Structure

Struktur Organisasi, Desain Kerja, Budaya Organisasi Dan Pengaruhnya Terhadap Produktivitas Karyawan Studi Kasus Pada PT. XX Di Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yanti Budiasih
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Structure ◽  
Research Method ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Job Design ◽  
Employee Productivity ◽  
Dominant Influence

The objectives of this study are to analyze changes in organizational structure, job design, organizational culture and its influence on employee productivity at PT. XX in Jakarta and to identify variables that have a dominant influence on the productivity of employees. The research method used is using multiple linear regression analysis. The results show that the all variables simultaneously and partially change the organizational structure, job design, and organizational culture has a significant impact on employee productivity at PT. XXin Jakarta.

Training for the Management of Vietnamese Enterprises in the Industrial Revolution 4.0

2021 ◽  
Vol 37 (1) ◽  
Author(s):  
Vu Thi Minh Hien ◽  
Hoang Van Hai ◽  
Tran Kim Loan
Keyword(s):  
Corporate Governance ◽  
Organizational Culture ◽  
Industrial Revolution ◽  
Leadership Skills ◽  
Technological Knowledge ◽  
Management Capability ◽  
Rapid Changes ◽  
Is Management ◽  
Culture Development ◽  
The Revolution

The Industrial Revolution 4.0 has created rapid changes in management, administration, and development in Vietnamese enterprises. Having been faced with enomous opportunities and challenges as they are nowadays, one of the fundemental factors decisive for an enterprise’s development is management capability. Perception change, talent attraction, and organizational culture development require technological knowledge and leadership skills. Therefore, this article studies how the Industrial Revolution 4.0 has impacted corporate governance and in what management needs to be trained urgently so as to meet the requirements of the Revolution.

scholarly journals THE IMPACT OF ORGANIZATIONAL CULTURE, ORGANIZATIONAL STRUCTURE, AND JOB-SATISFACTION ON HIGH SCHOOL TEACHERS’ JOB-PERFORMANCE

2015 ◽  
Vol 3 (3) ◽  
Author(s):  
Wesly Hutabarat
Keyword(s):  
Job Satisfaction ◽  
Organizational Culture ◽  
Job Performance ◽  
Organizational Structure ◽  
High School Teachers ◽  
Indirect Effects ◽  
Random Sampling ◽  
Stratified Random Sampling ◽  
Direct And Indirect Effects ◽  
School Teachers

Abstract: This study was a causal espouse fact study intended to find out and uncover direct and indirect effects of organizational culture, organizational structure, and job-satisfaction on teachers’ jobperformance. The sample consisting of 143 out of 645 public high school teachers were selected from 10 senior high schools by using the stratified random sampling technique. The teachers were those having teaching experience of at least 10 years and they had been certified as professional teachers and received certification fees continuously, except for guidance and counseling teachers. The findings showed that organizational culture, organizational structure and job-satisfaction had a positive impact on teachers’ job-performance. The direct and indirect effects of organizational culture on job-satisfaction were 21.20%, and 10.00% respectively. The direct and indirect effects of organizational culture on job-performance were 23.20% and 22.80% respectively. The direct effect of organizational structure on job-performance was 29.50%. Meanwhile, the indirect effect of organizational structure on job-performance was not significant. Finally, the direct effect of job-satisfaction on job-performance was 18.60%. Keywords: organizationa culture, organizational structure, job-performance, job-satisfaction DAMPAK BUDAYA ORGANISASI, STRUKTUR ORGANISASI DAN KEPUASAN KERJA TERHADAP KINERJA GURU SMA Abstrak: Penelitian ini merupakan penelitian kausal espouse facts yang dimaksudkan untuk meng- ungkap efek langsung dan tidak langsung budaya organisasi, struktur organisasi, dan kepuasan kerja terhadap kinerja. Sampel terdiri atas 143 dari 645 guru SMA yang diambil dari 10 SMA di Medan yang diambil dengan teknik stratified random sampling techmiques. Sampel guru paling tidak memiliki pengalaman mengajar 10 tahun dan telah disertifikasi sebagai guru profesional. Data dianalisis dengan teknik regresi dan sebelumnya telah diuji normalitas dan linearitas sebarannya. Temuan penelitian menunjukkan bahwa budaya organisasi, struktur organisasi dan kepuasan kerja memberi dampak positif terhadap kinerja guru SMA Kota Medan. Pengaruh langsung dan pengaruh tidak langsung budaya organisasi terhadap kepuasan kerja masing-masing 21,20%, dan 10,00%. Efek langsung dan tidak langsung budaya organisasi terhadap kinerja masing-masing 23,20% dan 22.80%. Efek langsung dari struktur organisasi terhadap kinerja ada 29,50%, sedangkan pengaruh tidak langsung dari struktur organisasi terhadap kinerja tidak fignificant. Akhirnya, efek langsung dari kepuasan kerja terhadap kinerja ada 18,60%. Kata Kunci: budaya organisasi, struktur organisasi, kepuasan kerja, kinerja

Innovative Methods of Teaching Integrity and Ethics in Management Education

2012 ◽  
pp. 590-605 ◽  
Author(s):  
Peter Odrakiewicz
Keyword(s):  
Social Media ◽  
Organizational Culture ◽  
Case Studies ◽  
Management Education ◽  
Media Use ◽  
Role Playing ◽  
Social Media Use ◽  
Ethical Concerns ◽  
Innovative Methods

The key role of values and norms in organizational culture are closely related to integrity, moral and ethical concerns and should be taught using innovative case studies, video-conferences, role-playing dilemmas, video-interviews, collaborative blog-based methodology, integrity project participation and intensive social media use in management education.

Investigating Online Unmanaged Organization

2021 ◽  
pp. 291-308
Author(s):  
Adriana Wilner ◽  
Tania Pereira Christopoulos ◽  
Mario Aquino Alves
Keyword(s):  
Social Media ◽  
Organizational Culture ◽  
Human Resource ◽  
Qualitative Methodology ◽  
The Internet ◽  
Hierarchical Organizations ◽  
Resource Politics ◽  
Culture Work

The purpose of this chapter is to illustrate how to collect and analyse narratives about organizations provided by employees on the internet. Blogs, social media, and employee review platforms give a rich dataset for investigating how employees make sense of different aspects of organizational culture, work, and human resource politics and practices. We present challenges and paths to do this kind of research using antenarrative analysis (Boje, 2001)—a proper qualitative methodology to deal with fragmented narratives that are typical on the internet. We studied narratives from employees about non-hierarchical organizations archived on Glassdooor, the main global employee review platform.

scholarly journals Linkage between dynamics capability and knowledge management factors

2017 ◽  
Vol 55 (10) ◽  
pp. 2256-2276 ◽  
Author(s):  
Rodrigo Valio Dominguez Gonzalez ◽  
Tatiana Massaroli Melo
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Human Resources ◽  
Organizational Structure ◽  
Automotive Industry ◽  
Organizational Context ◽  
Equation Modeling ◽  
Continuous Change ◽  
National Union ◽  
Content Type

Purpose Organizations are currently set in a background of dramatic discontinuity, i.e., environments that require continuous change due to fierce competition and market latent demands. From this perspective, it becomes eminent for organizations to develop an organizational context that stimulates routines reconstruction and internal capabilities to continue to be a competitive organization. The purpose of this paper is to examine entry and exit relationships of knowledge management (KM). Entries are considered, in this paper, the foundation factors of KM, and exits are related to dynamic capability (DC). Design/methodology/approach Data were collected through a survey conducted with 550 companies of the automotive industry, which are registered in the database of SINDIPEÇAS (National Union of Automobile Component Industries) with return rate of 143 valid questionnaires. The hypothesis testing and analysis were conducted using structural equation modeling. Findings The research shows the organizational structure as the main contextual factor related to KM, that supports DC. Besides organizational structure, this paper also assesses the interaction between human resources and organizational culture related to DC. Practical implications The results may help managers of companies from the automotive industry to understand which initiatives promote DC and innovation. Originality/value This paper presents one of the few researches that compare contextual factors related to KM that support DC; and it also compares the connection among human resources, organizational culture and organizational structure related to KM.

Management: Practice Interventions

2013 ◽  
Author(s):  
Kristina Jaskyte
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Organizational Effectiveness ◽  
Leadership Practices ◽  
Stakeholder Management ◽  
Management Practice ◽  
Management Strategies ◽  
Worker Attitudes ◽  
Management Interventions

This entry reviews major intraorganizational and extraorganizational management strategies found in the prescriptive as well as empirically based literature that promote organizational effectiveness and responsiveness to clients. Obtaining support and stakeholder management constitute two major areas for extraorganizational practices. Among the most often discussed targets for intraorganizational management interventions are leadership practices, board practices, organizational culture, organizational structure, and worker attitudes.

The emergence of servant leadership and its effectiveness in bureaucratic organizations

2020 ◽  
Vol 41 (8) ◽  
pp. 1235-1249
Author(s):  
Jungin Kim
Keyword(s):  
Organizational Culture ◽  
Servant Leadership ◽  
Organizational Structure ◽  
Social Exchange ◽  
Hierarchical Linear Modeling ◽  
Social Exchange Theory ◽  
Positive Influence ◽  
Linear Modeling ◽  
Content Type ◽  
Bureaucratic Organizations

PurposeBy following the leadership theory, social exchange theory and social learning theory, we aimed to examine the conditions under which servant leadership (SL) develops in bureaucratic organizations and explore its influences on organizational culture and member behavior.Design/methodology/approachBased on a survey of the South Korean Army, this study conducted the hierarchical linear modeling (HLM) analysis to investigate the research model.FindingsWe found that SL was positively associated with formalized organizational structure and negatively associated with centralized organizational structure. Additionally, SL created a relation-oriented organizational culture (ROOC) and significantly enhanced battalion members' organizational commitment (OC). Furthermore, ROOC significantly mediated the relationship between SL and OC.Originality/valueThese results suggest that SL could emerge in both formalized and decentralized bureaucratic organizations. Moreover, SL appears to create an organizational culture that promotes collaboration, and such a ROOC seems to mediate the positive influence of SL on followers' OC.

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