scholarly journals COMPARATIVE ANALYSIS OF ORGANIZATIONAL CULTURE AND ORGANIZATIONAL BEHAVIOR IN THE PRIVATE AND STATE MIDDLE SCHOOL

2019 ◽  
Vol 31 (2) ◽  
pp. 493-499
Author(s):  
Mariana Shehova – Kanelova ◽  
Nevena Slavova Philipova
Keyword(s):  
Middle School ◽  
Organizational Culture ◽  
Comparative Analysis ◽  
Organizational Behavior ◽  
Group Behavior ◽  
Daily Activities ◽  
Modern Literature ◽  
Survey Questionnaire ◽  
Successful Development ◽  
The Individual

The organizational culture is a factor that determines the individual and group behavior of people in the organization. The idea of the organizational culture is abstract, as it can not be seen nor touched, however it spreads everywhere and influences the ongoing processes in the organization. There are a number of definitions of the term "organizational culture" in modern literature, with no single commonly accepted definition. A survey questionnaire was used in conducting the present study, its issues reflect the design of organizational culture and organizational behavior in the studied schools in the daily activities of their teachers. Knowledge of the organizational culture is of particular importance in the field of governance for the development of successful policies, strategies and practices. The successful development of a culture would be easier only by perceiving its elements and their manifestations.

The Effect of Organizational Culture on Organizational Energy

2020 ◽  
pp. 36-54
Author(s):  
Mihaela Preskar ◽  
Simona Šarotar Žižek
Keyword(s):  
Organizational Culture ◽  
Organizational Behavior ◽  
Positive Emotions ◽  
Norms And Values ◽  
Efficiency And Effectiveness ◽  
The Individual

Organizational culture is an important part of the organization's life as it determines how everything is going on in the organization. The more employees understand rules, norms, and values that they must follow, the better the individual employees in the organization feel, since it gives them a sense of order and security in the organization. If employees feel well in the organization, they are ready to contribute more to the efficiency and effectiveness of the organization, thus affecting productive organizational energy. Such employees will be more committed, efficient, innovative, successful, and will experience positive emotions such as joy, pride, and enthusiasm in the workplace. Knowledge in the field of organizational behavior can greatly contribute to recognizing how organizational culture affects better organizational energy.

scholarly journals MANAJEMEN KEBIJAKAN SUMBER DAYA MANUSIA PENDIDIKAN: STUDI KASUS DI STAIN KUDUS

2014 ◽  
Vol 9 (1) ◽  
Author(s):  
Kisbiyanto Kisbiyanto
Keyword(s):  
Human Resources ◽  
Organizational Behavior ◽  
Group Behavior ◽  
Individual Behavior ◽  
Validity And Reliability ◽  
Educational Management ◽  
Medium Level ◽  
The Individual ◽  
High Level

<p>Kualitas manajemen  pendidikan  tergantung  pada  perilaku organisasi.  Oleh karena itu, perilaku harus terorganisir secara sistematis. Penelitian  ini menjelaskan  tentang (1)  bagaimana untuk mengelola  perilaku individu sumber daya manusia, (2) bagaimana cara untuk mengelola  perilaku  kelompok sumber daya manusia,  dan (3)  bagaimana untuk mengelola  perilaku organisasi sumber daya manusia. Penelitian ini dirancang dalam pendekatan  kualitatif. Data dikumpulkan dengan menggunakan metode wawancara, pengamatan,  dan menggunakan dokumen. Keabsahan dan kehandalan data diverifikasi dengan uji kredibilitas, pengalihan, dependebility, dan confirmability tes. Data dianalisis dengan menggunakan model interaktif. Hasil penelitian adalah: (1)  kinerja perilaku individu sumber daya manusia di tingkat tinggi ada di ushuluddin dan Fakultas dakwah, sedangkan di tingkat menengah ada di Fakultas tarbiyah dan syariah (2) pelaksanaan perilaku kelompok sumber daya manusia di tingkat tinggi di Tarbiyah dan Fakultas syariah, dan tingkat menengah adalah Fakultas ushuluddin dan dakwah, dan (3)  pelaksanaan perilaku individu sumber daya manusia di tingkat menengah di tarbiyah, syariah, ushuluddin dan dakwah Fakultas.</p><p><strong>Kata kunci: manajemen,  sumber daya manusia, pendidikan</strong></p><p><strong><br /></strong></p><p><em>THE MANAGEMENT OF  EDUCATIONAL HUMAN RESOURCES  POLICY (CASE STUDY IN  STAIN  KUDUS). Quality  of educational  management   depends  on organizational behavior. Therefore, every behavior must be sistematically organized. This  research explained  about (1) how to manage the individual behavior of human resources, (2) how to manage the group behavior of human resources, and (3) how to manage the organizational behavior of human resources. This  research  was designed in the qualitative approach. Data were gathered by using interview, observation,  and using document. The validity and reliability were verified by credibility, transferability, dependebility, and confirmability test. The data were analyzed by using interactive model. The results of research were: (1) the performance of individual behavior of human resources in high level was at ushuluddin and dakwah faculty, while at tarbiyah and syariah faculty was in medium  level (2) the performance of group behavior of human  resources in high level was at tarbiyah, syariah faculty, and in medium  level, there were ushuluddin  and dakwah  faculty, and (3) the performance of individual behavior of human resources in medium level was at tarbiyah, syariah, ushuluddin and dakwah faculty.</em></p><p><strong><strong><em>Keywords</em></strong><em>: management, human resources, education</em></strong></p>

Effect of Organizational Culture and Organizational Commitment to Employee Performance through Organizational Citizenship Behavior (OCB) as Intervening Variables (Study on Bappeda Litbang Provinsi Bali)

2018 ◽  
Vol 9 (08) ◽  
pp. 20997-21013
Author(s):  
Anom Suwibawa ◽  
Anak Agung Putu Agung ◽  
I Ketut Setia Sapta
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Structural Equation ◽  
Employee Performance ◽  
Sem Analysis ◽  
Citizenship Behavior ◽  
Equation Modeling ◽  
The Individual

Organizational culture as the values, principles, traditions and ways of working shared by members of the organization and affect the way they act. Organizational commitment has an important role of employee performance. The commitment can be realized if the individual in the organization, running their rights and obligations according to their duties and functions and functions within the organization, because the achievement of organizational goals is the work of all members of the organization that are collective Vipraprastha, Sudja,  & Yuesti (2018). Respondents in this study are Civil Servants (PNS) at least have been working for 2 years. The number of respondents in this study were 86 respondents using Nonprobability technique that is saturated samples or often called total sampling. This research uses SMARTPLS 3 Structural Equation Modeling (SEM) analysis. The results of this study indicate that: 1) organizational culture has a positive and significant effect on Organizational Citizenship Behavior (OCB); 2) Organizational Citizenship Behavior (OCB) has positive and significant impact on Organizational Citizenship Behavior (OCB); 3) Organizational Citizenship Behavior employee, 4) organizational culture has a positive effect on the performance of employees, either partially or through Organizational Citizenship Behavior (OCB), 5) Organizational commitment has no effect on employee performance.

Impact of the divorce experience on the marital and family mindsets

2018 ◽  
pp. 88-96
Author(s):  
Елена Лактюхина ◽  
Elena Laktyukhina ◽  
Георгий Антонов ◽  
Georgy Antonov
Keyword(s):  
Comparative Analysis ◽  
Demographic Characteristics ◽  
Representative Sampling ◽  
First Marriage ◽  
Active Population ◽  
Volgograd Region ◽  
The Social ◽  
Marriage Stability ◽  
Main Factors ◽  
The Individual

The article presents a comparative analysis of marital and family mindsets of two categories of the demographically active population of modern Russia: (1) individuals that have no experience of a divorce and (2) those who have already experienced one or more official termination of a marriage. The empirical base of the analysis is the data of the author’s questionnaire survey conducted by representative sampling in Volgograd and Volgograd Region in 2015–2016. The analysis was made on the following basic empiric indicators: optimal (from the viewpoint of the respondents) age for the first marriage, frequency of mentioning marital and family statuses as the respondents describe their own social and demographic “portrait”, legitimate causes of a divorce and a number of others. It is found that, in the case of sufficiently strong traditional marital and family mindsets, perception of marital norms is adjusted, if an “abnormal” event (such as a divorce) occurs in the individual’s life course. At the same time, perception of the marriage stability is less variable and does not depend on the social and demographic characteristics of the respondents, including the presence/absence of a marriage termination experience. The “strongest” factor that affects the change of the marital and family mindsets is age. With age (and, consequently, experience accumulation), importance of the majority of main factors capable of preventing the individual from a divorce decreases and, therefore, the risk of such event increases.

The role of organizational culture in the knowledge management process

2015 ◽  
Vol 19 (3) ◽  
pp. 433-455 ◽  
Author(s):  
Christina Ling-hsing Chang ◽  
Tung-Ching Lin
Keyword(s):  
Organizational Culture ◽  
Knowledge Management ◽  
Customer Service ◽  
Survey Methodology ◽  
Cultural Dimensions ◽  
Content Type ◽  
Knowledge Resources ◽  
Positive Effects ◽  
Wide Range ◽  
The Individual

Purpose – The purpose of the study is to focus on the enhancement of knowledge management (KM) performance and the relationship between organizational culture and KM process intention of individuals because of the diversity of organizational cultures (which include results-oriented, tightly controlled, job-oriented, closed system and professional-oriented cultures). Knowledge is a primary resource in organizations. If firms are able to effectively manage their knowledge resources, then a wide range of benefits can be reaped such as improved corporate efficiency, effectiveness, innovation and customer service. Design/methodology/approach – The survey methodology, which has the ability to enhance generalization of results (Dooley, 2001), was used to collect the data utilized in the testing of the research hypotheses. Findings – Results- and job-oriented cultures have positive effects on employee intention in the KM process (creation, storage, transfer and application), whereas a tightly controlled culture has negative effects. Research limitations/implications – However, it would have been better to use a longitudinal study to collect useful long-term data to understand how the KM process would be influenced when organizational culture dimensions are changed through/by management. This is the first limitation of this study. According to Mason and Pauleen (2003), KM culture is a powerful predictor of individual knowledge-sharing behavior, which is not included in this study. Thus, this is the second limitation of this paper. Moreover, national culture could be an important issue in the KM process (Jacks et al., 2012), which is the third limitation of this paper for not comprising it. Practical implications – In researchers’ point of view, results- and job-oriented cultures have positive effects, whereas a tightly controlled culture has a negative effect on the KM process intention of the individual. These findings provide evidences that challenge the perspective of Kayworth and Leidner (2003) on this issue. As for practitioners, management has a direction to modify their organizational culture to improve the performance of KM process. Social implications – Both behavioral and value perspectives of the organizational cultural dimensions (results-oriented, tightly control, job-oriented, sociability, solidarity, need for achievement and democracy) should be examined to ascertain their effects firstly on KM culture and then on the KM process intention of the individual. It is hoped that the current study will spawn future investigations that lead to the development of an integrated model which includes organizational culture, KM culture and the KM process intention of the individual. Originality/value – The results-oriented, loosely controlled and job-oriented cultures will improve the effectiveness of the KM process and will also increase employees’ satisfaction and willingness to stay with the organization.

scholarly journals Research on the Relationship between Shared Leadership and Individual Creativity-Qualitative Comparative Analysis on the Basis of Clear Set

2021 ◽  
Vol 13 (10) ◽  
pp. 5445
Author(s):  
Muyun Sun ◽  
Jigan Wang ◽  
Ting Wen
Keyword(s):  
Comparative Analysis ◽  
Environmental Factors ◽  
Shared Leadership ◽  
Management Practices ◽  
Qualitative Comparative Analysis ◽  
Necessary Condition ◽  
The Individual ◽  
The Impact ◽  
The Relationship ◽  
Sufficient And Necessary Condition

Creativity is the key to obtaining and maintaining competitiveness of modern organizations, and it has attracted much attention from academic circles and management practices. Shared leadership is believed to effectively influence team output. However, research on the impact of individual creativity is still in its infancy. This study adopts the qualitative comparative analysis method, taking 1584 individuals as the research objects, underpinned by a questionnaire-based survey. It investigates the influence of the team’s shared leadership network elements and organizational environmental factors on the individual creativity. We have found that there are six combination of conditions of shared leadership and organizational environmental factors constituting sufficient combination of conditions to increase or decrease individual creativity. Moreover, we have noticed that the low network density of shared leadership is a sufficient and necessary condition of reducing individual creativity. Our results also provide management suggestions for practical activities during the team management.

Volkswille: Reale Substanz oder notwendige Fiktion?

Der Staat ◽  
2020 ◽  
Vol 59 (3) ◽  
pp. 371-396
Author(s):  
Shu-Perng Hwang
Keyword(s):  
Comparative Analysis ◽  
Right Wing ◽  
The Real ◽  
The People ◽  
The Will ◽  
Right Wing Populism ◽  
The Individual

Angesichts des markanten Aufstiegs des Rechtspopulismus in den vergangenen Jahren drängt sich die Frage immer wieder auf, ob oder inwiefern das Parlament den eigentlichen Volkswillen (noch) vertreten kann, und wie im Zeitalter der Globalisierung und Digitalisierung der eigentliche Volkswille überhaupt festzustellen und effektiv durchzusetzen ist. In dieser Hinsicht steht das Vertrauen in die Fähigkeit des Parlaments, den wahren Volkswillen herauszubilden und zu artikulieren, erneut vor großen Herausforderungen. Durch eine vergleichende Analyse zwischen den Demokratietheorien Böckenfördes und Kelsens zeigt der vorliegende Beitrag, weshalb und inwiefern das weitverbreitete Verständnis des Volkswillens und dessen Rolle in der parlamentarischen Demokratie gerade vor dem heutigen Hintergrund eine kritische Besinnung verdient. Es wird argumentiert, dass gerade in demokratischer Hinsicht nicht die Suche nach dem „wahren Volkswillen“, sondern nach wie vor die Gewährleistung der Menschen- bzw. Grundrechte der Einzelnen und insbesondere der Minderheiten von zentraler Bedeutung sein soll. In view of the spread of right-wing populism in recent years, the question as to how the will of the people is to be ascertained and expressed has attracted much attention in constitutional scholarship. In particular, the issue of whether or to what extent the parliament is (still) capable of representing and demonstrating the will of the people has been repeatedly discussed and debated. Through a comparative analysis of Böckenförde’s und Kelsen’s democratic theories, this article critically examines the problems of the widespread understanding of the will of the people as a real-empirical existence and its significance for the realization of democracy. Accordingly, it points out why and in what sense the reference to the so-called real will of the people would undermine rather than promote democracy. This article concludes by arguing that, precisely for the sake of democracy, what is crucial is not to determine what the “real will of the people” is, but rather to guarantee the freedom of the individual and especially of the minorities.

PRINCIPLES AND GUIDELINES FOR THE IMPLEMENTATION OF BIOECONOMY STRATEGIES

2020 ◽  
Vol 18 (Suppl.1) ◽  
pp. 473-479
Author(s):  
P. Branzova
Keyword(s):  
Comparative Analysis ◽  
The Individual

The report examines existing bioeconomy strategies. The principles and guidelines of the individual countries for the implementation of the strategies are considered. A comparative analysis of the strategies was made. Based on this, the principles and guidelines for the implementation of the strategies for the bioeconomy of individual countries are derived.

Knowledge Sharing in Catholic Organizations

2021 ◽  
Vol 17 (3) ◽  
pp. 31-49
Author(s):  
Carla Curado ◽  
João Graça ◽  
Mírian Oliveira ◽  
Alexandra Fernandes
Keyword(s):  
Organizational Culture ◽  
Comparative Analysis ◽  
Knowledge Sharing ◽  
Sense Of Community ◽  
Fuzzy Set ◽  
Qualitative Comparative Analysis ◽  
Culture Theory ◽  
Norms And Values ◽  
Organizational Culture Theory ◽  
Catholic Organizations

This study examines knowledge sharing in Catholic organizations. The authors adopt Schein's organizational culture theory that facilitates, or inhibits, knowledge sharing in organizations. Thus, they address the phenomenon at the three levels: the artifacts, the norms and values, and the underlying assumptions. Considering the chosen settings, they study the contributions of individuals having taken vows, the organizational rituals, the significance, and the sense of community perceived by the organizational members. Data were gathered using a survey and were analyzed by using a fuzzy-set qualitative comparative analysis. The study provides the causal configurations of conditions that lead to tacit, explicit, and total knowledge sharing. They also offer the causal configurations of conditions that lead to the absence of each kind of knowledge sharing. Given that the qualitative results cannot be generalized, the study can still be replicated in organizations without restrictions.

Sign in / Sign up

Export Citation Format

Share Document