The influence of data management, organisation culture and organisation motivation on the likeliness of Business Intelligence adoption

<p>Business Intelligence has become a powerful business tool that describes the business environment, the organisation, its situation in terms of markets, customers, competitors and its financial situation. The objective of BI is to increase the overall performance of the organisation through an informed decision making process. This research study objective is to identify the organisational factors that will increase the likeliness of BI adoption by small-to-medium enterprises (SME’s) in New Zealand. Existing research studies however, focus predominantly on the challenges and benefits of BI technologies adoption. Importantly this study do not define BI as purely a technology but defines it as methods, processes and technology that work together to gain intelligent insight from business information. The organisational factors identified that formed the hypotheses of the research model included data management, organisation culture and organisation motivation. These factors were identified through factor analysis that included technology adoption models and existing research studies specifically related to SME BI and technology adoption. The outcome of the research has identified that only organisation motivation in the context of competitiveness and perception of BI’s value and benefits can significantly influence the likeliness of BI adoption. New Zealand SME’s form the backbone of the country’s economy and also operate in extreme competitive niche markets. The adoption of BI practice and the use of information as a strategic resource will enable SME’s to be more innovative and competitive.</p>

The influence of data management, organisation culture and organisation motivation on the likeliness of Business Intelligence adoption

<p>Business Intelligence has become a powerful business tool that describes the business environment, the organisation, its situation in terms of markets, customers, competitors and its financial situation. The objective of BI is to increase the overall performance of the organisation through an informed decision making process. This research study objective is to identify the organisational factors that will increase the likeliness of BI adoption by small-to-medium enterprises (SME’s) in New Zealand. Existing research studies however, focus predominantly on the challenges and benefits of BI technologies adoption. Importantly this study do not define BI as purely a technology but defines it as methods, processes and technology that work together to gain intelligent insight from business information. The organisational factors identified that formed the hypotheses of the research model included data management, organisation culture and organisation motivation. These factors were identified through factor analysis that included technology adoption models and existing research studies specifically related to SME BI and technology adoption. The outcome of the research has identified that only organisation motivation in the context of competitiveness and perception of BI’s value and benefits can significantly influence the likeliness of BI adoption. New Zealand SME’s form the backbone of the country’s economy and also operate in extreme competitive niche markets. The adoption of BI practice and the use of information as a strategic resource will enable SME’s to be more innovative and competitive.</p>

Impact of creative talents’ organisational culture consent on job satisfaction

Purpose: This study aims to verify the relationship between organisational culture consent and job satisfaction among creative talents using data from China and to provide professionals with insights into the factors to be considered for shaping culture functions, improving job satisfaction and retaining creative talents of innovative organisations.Design/methodology/approach: Related theories of enterprise management are studied to form a logical theoretical system and explain the effect of organisational culture consent on job satisfaction for creative talents. Organisational culture consent is quantified and subsequently examined with job satisfaction based on the data from 2512 respondents who were a part of a survey conducted across 28 companies. The relationship is measured through correlation and regression analyses.Findings/results: The respondents were found to have a moderate level of job satisfaction. Clan organisation culture was dominant in both the present and preferred cultures for innovative and non-innovative companies; however, organisational culture consent was significantly related to job satisfaction only for creative talents and not for general workers.Practical implications: A clear and dynamic organisational culture needs to be created to boost creative employees’ flexible aspirations. Diversity of employees should be taken into account to better formulate a reasonable compensation, promotion and motivation mechanism.Originality/value: This study addresses the research gap in the field of job satisfaction in China by providing a method to quantify organisational culture consent based on data collected by the Organisational Culture Assessment Instrument and to analyse its relationship with job satisfaction among creative talents.

Analisis faktor penentu kinerja pegawai Rumah Sakit Umum Daerah Kabupaten Manokwari

The aims of this research is to study the defining factor of employee performance on RSUD Manokwari, spesifically the impact of leadership, cultural organization, and work motivation to the employee performance. The methods that is used in this research was descriptive methods with interview and obervation. The interview was conducted with the employee of RSUD Manokwari while observing the performance of them. The respondences of this research are 202 people who work in RSUD Manokwari, consisting of ASN staff and the honorary staff. The result shows that leadership take a positive effect on administration staff performance in RSUD Manokwari. Also, the organisation culture and work motivation have a positive impact on the Administration staff in RSUD Manokwari.

Leadership and Team Dynamics for a Successful Agile Organisational Culture

Agile Manifesto refers to Leadership and Team characteristics in three out of the twelve principles of Agile software. Clearly, the ‘people' in the organisation play a critical role in the success of Agile software development. Many studies have been done on the various aspects of the Leadership and Team characteristics in respect of the role, the behaviour, the process and the structure. While most of these studies are related to the role and behaviour aspects of the leadership and the teams, this chapter attempts to supplement them with those aspects that are related to structure, internal and external interfaces and interactions, to ensure that the Agile engagements are planned and executed successfully and consistently. The emphasis in this chapter is the Organisation Culture that must be conducive for sure success of Agile projects and Scrum teams.

IZAZOVI I PRILIKE ZA USPOSTAVU I ODRŽAVANJE KULTURE POVJERENJA U ORGANIZACIJI / CHALLENGES AND CHANCES FOR THE ESTABLISHMENT AND MAINTENANCE OF THE CULTURE OF TRUST IN AN ORGANISATION

Establishing and maintaining the culture of trust is the foundation of the construction of a positive psychological contract between the organisation’s management and employees. Positive effects of the organisation culture that is based on values of a transparent decision-making and a consistent behaviour of management in accordance with the vision and the mission of the organisation and the needs of its employees are manifold. The higher the attachment to an organisation, the higher the satisfaction, productivity and innovation. Those are but some of the outcomes that are brought into a connection with the high level of trust in an organisation. The primary goal of this paper is to draw attention to the key arguments related to the importance of a responsible management of the processes of the establishment and maintenance of trust, as well as the justification of a conviction that trust needs time, for it is established in an accumulative and gradual manner that entails readiness to risk and to be vulnerable in the relationship. The paper emphasises that an indicator of the established culture of trust, especially important in the working environment in a transition, is the perception of the employees related to the presence of respect, consideration and honesty in the communication patterns that are used by the management of the organisation. Taking into consideration the fact that dynamics and uncertainty are two constituent features of a business environment, nowadays additionally aggravated by a relative crisis of trust an individual has towards the institution of promise, this paper especially emphasises the conclusion on the necessity of a serious consideration of the perspective of establishing, preserving or recuperating the trust in work organisations. Although the very establishment and maintenance of trust is a difficult task for every organisation, re-establishment of the lost trust is a far more difficult challenge. From the perspective of organisational psychology, a number of recommendations are offered aimed at helping organisations to construct the capacity and efficiently face the challenge of construction and preservation of the resources of trust.

Analysis of the Effect of School Organizational Culture and Professional Learning Communities on Teacher Efficacy

Introduction. The aim of the study is to find ways to expand teacher efficacy by examining how the teacher’s efficacy varies according to the school organisation culture and the level of the professional learning community. Materials and Methods. Survey methods were used to collect the data from 400 in-service teachers at elementary, middle, and high schools in South Korea, with five schools selected from each region, respectively. This study utilizes the data from 359 teachers. This study used a random sampling method, taking the location of the school into consideration. Descriptive statistics were used to examine the overall trends in school organisation culture. T-test was used to examine differences among research variables depending on the personal background of gender and teacher level, and the F-test and Scheffe tests were used for school level and teaching experience. Results. First, school’s organization culture is transforming and evolving into a more ideal and model culture. As schools increasingly transform into innovative schools, innovative cultures and group cultures gradually form. Second, a school is a type of organization system that elicits responses elicits a variety of responses from the teachers depending on their personal background and characteristics. Third, professional learning communities have a positive effect on teacher efficacy. Therefore, school organisation culture can be seen as a better predictor of teacher ef ficacy than a professional learning community. Discussion and Conclusion. The article is of interest to the managers of the school educat ion system.

Role of Human Resources in Building Ethical Organisational Culture

Business ethics has always been a primary determinant of organisational identity. With increasing instances of corporate wrongdoing and unethical behaviour, organisations do try to invest in corrective actions, but their emphasis tends to be on the ‘letter’, i.e. the legalities of operating a business within the law. However, there is a very strong influencer element that lies in the ‘spirit’, i.e. the values, thought and the practice embedded within the organisation culture that makes things right. This article deep dives into the enhanced role that the human resources (HR) function needs to play to nurture and develop an ethical organisation. This article is based on an interview with Dr Mukund Rajan, the Tata veteran who has held the office of the Chief Ethics Officer of the Tata Group. His views are supplemented with research findings on organisation practices supporting ethical culture.