Organisational culture and positive psychological interventions: understanding the concept of positive organisational culture using a systematic review

The concept of organizational culture (OC) is a potential candidate for every organizational psychologist's conceptual toolbox. Organizational clients consider OC to be critical for recruiting and retaining employees, and academic literature on the topic implicates cultural variables as being highly relevant during organizational change initiatives. The notion that the shared learning experiences of organizational members may have beneficial or harmful effects on performance improvement or behavior change interventions should be intriguing to any professional who specializes in such technologies. In this regard, the OC concept may help a performance improvement specialist or behavioral specialist to consider important aspects of organizational complexity. However, traditional approaches to this topic tend to be descriptively focused, emphasize the power of private behavior, and do not necessarily point the organizational practitioner in fruitful directions. For these reasons, it may be useful to supplement the OC concept with the total performance system concept and the perspective of selection by consequences. This type of conceptual focus may help the specialized fields of applied behavior analysis, organizational behavior management, and human performance technology make better use of the OC concept when the goal is organizational, process, or individual and group performance improvement. Key Words: Organizational Culture, Organizational Change, Performance Improvement, Behavior Analysis, Systems Analysis, and Selectionism ********** PUTTING THE ORGANIZATIONAL CULTURE CONCEPT TO WORK By the time we reach adulthood, chances are that we have developed preferences for the types of organizations we would like to join, work at, or patronize. These preferences are obviously influenced by convenient access to the organization and the type and quality of services, products, and benefits available to members or patrons, but these preferences are also based on things. One of those other may be summarized by the concept of organizational culture (OC). Beyond the argument that OC can promote loyal patronage and membership, it is sometimes implied that different types of cultures are associated with excellent or deficient organizational performance, with the type of performance depending upon the type and strength of the culture under scrutiny (Daft & Noe, 2001). This notion should be especially interesting to scientists and practitioners interested in organizational change and performance improvement, including people who would identify with the fields of applied behavior analysis (ABA), organizational behavior management (OBM), or human performance technology (HPT). However, rather than adding a useful concept to the organizational practitioner's tool box, the OC concept runs the risk of functioning only as a post hoc explanatory fiction when things go really well or really bad for a company. To accomplish something more than this, the OC concept must be used in a selective and measured fashion when change or improvement is the goal. Is Organizational Culture Worthy of Your Conceptual Toolbox? OC is an important concept within the broad fields of industrial and organizational (1/0) psychology and organizational behavior (OB), with introductory 1/0 and OB textbooks dedicating sections or entire chapters to the topic (e.g., Daft & Noe, 2001; Muchinsky, 2003; Robbins, 2003). Daft and Noe (2001) reported that a sample of CEOs from fortune 500 companies believed ... organizational culture to 0be the most important variable for attracting and retaining talented employees, which is an important contributing variable to overall organizational excellence (p. 585). Surveys like this one, conducted by Fortune magazine, illustrate high corporate interest in organizational culture, with this particular group of CEOs ranking the concept at the top of their list of variables affecting recruitment and retention success. …

In recent years, the significance of the upgrading of safety culture in societies and organizations has been frequently advocated. The aim of this study is to consider the concept of organizational safety culture by reviewing the concept of organizational safety culture in the past literatures. Additionally, we intend to propose, here, the course of action of safety education in schools for the contribution to the promotion of organizational safety culture.Although a number of concepts regarding organizational safety culture has been postulated, the concept of safety culture or climate is yet to be clearly defined. At least, however, the shared belief, value and attitude toward the priority for safety among the all members of an organization is essential to develop and maintain the upgraded level of organizational safety culture. In addition, the prevention of critical harms by establishing reporting system and adequate response regarding incidents and near-misses will be required. Furthermore, the contribution to improvement of social safety culture as well as upgrading of the organizational safety culture will be desired in these days that corporate social responsibility has attracted much attention.Regarding the course of action of safety education in schools to contribute to the promotion of safety culture and climate in societies and organizations, the efforts for the development of the sense of value that gives the toppriority to safety will be the most essential. Additionally, the education will be required intending to bring up the competence and attitude, for utilization of information associated with accidents and incidents, reporting one's experience of errors and near miss, analyzing the cause of accidents and incidents from various views, planning and executing the measures for reoccurrence prevention and resisting one's impulses, emotions that pose hazards to oneself and others, and the attitude toward the contribution to social safety activities. Language: ja

Organizational behavior is a field of study that examines habits, behavior, and the impact of individual involvement with organizations that influence processes within organizations such as in organizations or educational institutions. Organizational culture in education is something that is carried out continuously, making it a characteristic of an educational institution. Organizational behavior and culture in education is a unit that forms a structured system and shapes individual behavior patterns in organizations or educational institutions. The objectives of this research are 1) the concept of organizational behavior in education; 2) the concept of organizational culture in education; 3) behavioral and cultural characteristics of educational organizations. The research method used is a library study that focuses on literature, books, notes and published scientific information. The results of this research are 1) organizational behavior is a study that discusses individuals to obtain information in making decisions to make rules that can be used according to the conditions and situations of the educational environment; 2) organizational culture is the basic assumptions developed within an organization, to serve as a guide for the attitudes and behavior of all its members; 3) the characteristics contained in organizational behavior and culture in education are habits that are carried out repeatedly or continuously in learning to produce a certain behavior and culture that has characteristics that are different from other aspects.

It is believed that the concepts of organizational culture, justice and commitment should be evaluated within different cultural environments and in different countries and the effects of the perceived organizational justice and the organizational culture on organizational commitment should be investigated. Therefore, the present study will investigate the effects of teachers’ perception of organizational justice and organizational culture on organizational commitment. The study is of the general survey model. Scales of organizational justice, organizational commitment and organizational culture were administered to the teachers in the study. The research population comprises the teachers who work in Konya, Turkey during the 2008 - 2009 academic years. The research sample consists of 445 teachers who were selected from the population according to the random sampling method. According to the results of the study, organizational culture and organizational justice affect teachers’ affective commitment, continuance commitment and normative commitment to the organization, respectively. It is believed that, studying other variables that affect organizational commitment in teachers may be useful. In particular, determining other variables that influence teachers’ affective commitment to the organization, which means identifying themselves with the organization, and undertaking the necessary work in this regard may increase teachers’ job performance. In addition, determining the theories of administration by which school head teachers manage their schools and offering in-service training programmes especially to those who conduct their administrative activities using classical theories of administration. Key words: Organizational justice, organizational culture, organizational commitment, teachers.

This paper aims at an organisational culture theory redefining existing concepts of organisational or corporate culture dimensions. It does this by embracing a new concept of organisational culture that fits with thematic classes of organisation theory. Knowledge cybernetics will be used to show the interconnections (interaction processes) between thematic fields of organisation theory following Hatch and Cunliffe (2006). Its perspective is that social collectives have collective minds that can be explored in terms of their social psychological processes, and personalities. In concert with Bandura's concept of collective agency, that of normative personality is integrated into organisational context and Piaget's notions of how the mind operates are applied to the organisation. Organisational culture manifests itself by different emphasis given to different types of the interconnections interactions between the organisation and its environments and different emphasis on different types of information and knowledge flows within the organisation. The paper offers a theoretical construct exploring organisational culture from the perspective of thematic fields of organisation theory. It requires further elaboration and development of a questionnaire to be tested in different contexts and samples. It has the capacity to provide pragmatic meaning in case studies and may contribute to identification of dysfunctions of information and knowledge management in organisations. This is the first approach to take a view from the thematic fields of organisation theory on research into organisational culture by applying knowledge cybernetics.

This article proposes a theoretical approach to the concept of organizational culture. The study makes a foray into defining the concept of organizational culture and reviews the elements of organizational culture identified in the literature. The concept of organizational culture is presented diachronically, captured in the vision of the great classics and the contemporary vision. Clarifying this concept helps understand the perspectives that the organizational culture analyst will address in his research approach and for students who become familiar with the organizational environment.

The contemporary version of the science of positive psychology introduced by Professors Martin Seligman and Mihaly Csikszentmihalyi at the turn of the 21st century rests on the shoulders of some of the earlier pioneers and thought leaders in the discipline and profession of psychology. Donaldson et al. recently systematically reviewed and analyzed the findings from 22 meta-analyses and 231 randomized controlled trials designed to determine the efficacy of positive psychology interventions (PPIs). They found that the science of PPIs has matured to the point where we now have numerous systematic reviews and meta-analyses to determine which PPIs are most effective under specific conditions. Drawing from streams of science under the positive work and organizations umbrella, including positive organizational psychology, positive organizational behavior, and POS, Donaldson et al. set out to find which positive organizational psychology interventions seem the most promising to date for enhancing well-being and optional functioning at work.

Learning outcomes The learning objectives of using this case are as follows: to understand the concepts of organizational structure, organizational culture and organizational change; to expose students to the problems that may encounter organization when it intends to bring changes in culture; to stimulate students’ understanding of the necessity to build positive organizational culture; to advance students’ knowledge about oil and gas industry; to develop students’ understanding of using Levin’s model of cultural change; and to illustrate the challenges that an organization might face while changing its existing culture. Case overview/synopsis This case teaches about the importance of boosting positive organization culture to accept organizational change. Stardust was established in 2013 as Petronas Carigali Sdn Bhd’s subsidiary. The company was established to manage small and marginal field in Malaysia which was under the oil and gas field that had smaller reservoir and lasted for four to five years. On 2014, Stardust was given an opportunity to take over one of the fields to manage. However, during the process of handing over the facility and field from the parent to the new company, the tanker caught fire in one of its pump in the pump room. The fire resulted substantial damage to the pump room; two out of four pumps were totally damaged. It delayed the oil production for more than a month. Total estimated damage due to the fire incurred RM19m losses. Direct cost included replacing two new 400 kW pumps, repairing the damaged pump room with new manifolds and painting, and cost of shutdown production for 40 days. Investigation was initiated to identify the causes of the fire which revealed that human error, mostly peoples’ negligence was one of the major reasons along with location, equipment and procedure. The Health, Safety and Environment department of the company was given the task to create ‘Living Safety’ culture among the crew. Being the head of this department, Tarmizi found it very challenging to inculcate the culture ‘Action Today, Perfect Day Tomorrow’ and was thinking how to instill this culture with zero failure by the end of the calendar year which is December 2016. The time was running fast as the parent company emphasized to handle the situation urgently and to ensure that the similar incident will not happen in the future. If it re-occurs, it will jeopardize the trustworthiness of Stardust with the other parties involved and also the parent company might not allow the company to operate other facilities, which will put the company at stake to remain competitive in the oil and gas business. Complexity academic level This case is suitable to use in advanced undergraduate level, MBA and MSc to teach organizational behavior and organizational theory courses. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes. Subject code CSS 7: Management Science.

The primary focus of this study was to understand the workplace stress by exploring the effects of organisational culture and stress on employee commitment.The attempt was to bridge the gap among organisational culture, workplace stress and employee commitment.Although the concepts of organizational culture and stress have been well researched upon in the past, a few studies provide detailed insights into the interplay among the concepts of organisational culture, workplace stress and commitment.This investigation therefore understood this interplay within pharmaceutical industries located in two districts: Solan and Sirmour in the state of Himachal Pradesh.The questionnaire was used to gather data from the staff through survey by using a questionnaire.The analysis of statistical results interestingly reveals that the pharmaceutical industry exhibits a hierarchical culture that is supportive.The staffs have too much work to do with less time for the accomplishment.The assessment of employee commitment further revealed that the employees were pleased with the reward system of the industry.The relationship among organisational culture, stress and commitment was significant.The study suggests that there is a need to change the work load policy, reduce the stress levels of the employees and improve the organisational commitment of the employees.

Organizational culture has become a fashionable subject in recent years, a topic that has been approached frequently in both academic and economic environments. Its importance is mainly reflected by the impact it has on the results of an organization. Thus, whether a public institution, a state-owned or a foundation society, we can definitely appreciate that a healthy organizational culture is a safe chance for success, it is one of the main factors that can determine the performance of that organization. In this context, the paper addresses a topic that has been little explored in the Romanian literature: to establish a possible link between the organizational culture and the performance of an organization. In order to achieve a first pragmatic approach to the research topic, we have conducted a case study on the assessment of organizational culture within a power generation company. This study evaluated the organizational culture in the company and analyzed whether the organizational culture influences its performance. The case study is not representative of Romania, but it is only a trend reflected by a company that produces electricity and which has posed the issue of assessing the organizational culture and its impact on its long-term performance. The research was conducted on a representative sample for management and executives. Through the research, the organizational culture was evaluated, its specificity was highlighted, and the organizational culture within the company was observed. It has been analyzed whether the organizational culture is understood by the employees and whether they fully adhere to it, but also the link between this concept and the company’s performance. The management segment that refers to organizational culture is of great importance in the structure of a company as it can influence its results. Culture could be used to improve employees’ actions within a company if it is managed correctly, creating a competitive advantage, thus differentiating companies from one another. Taking these issues into account, understanding and using the concept of organizational culture as a tool within a company has become impetuously necessary if a company targets a top position in the ranking of the domain in which it operates. It is obvious that understanding of culture is crucial to managerial and organizational action, not just a causal relationship between organizational culture and performance.

In this study, which aims to examine the structural aspects of organizational culture in the theoretical plane of educational sociology, the topics of organizational culture and the structural aspects of this culture in the theoretical plane in the context of educational sociology will be discussed. Culture can belong to large masses of people, as well as groups within a certain society can have their own unique cultures. There may be specific cultural characteristics of groups such as non-governmental organizations, public institutions, private enterprises, where people are together for a specific purpose. Dec. At this point, instead of the concept of culture that will express the general fabric of society, the concept of organizational culture, which expresses the unique elements of a group, emerges. Instead of organizational culture, the concepts of corporate culture, company culture, organizational culture are also used. Despite the similar structural elements in organizations, the cultural characteristics of organizations can be cited as the reason for the performance Deciency between organizations. Values, norms, customary ways of doing business and past experiences in the organization are observable reflections of the organizational culture. Organizational culture consists of elements that can be observed from the outside, such as symbols, stories, ceremonies, and elements that cannot be observed from the outside, such as values and beliefs. Organizational culture is important for the organization itself, for the members of the organization, and for the managers responsible for managing the organization. Since organizations are in competition with other organizations, they tend to look for elements that will provide superiority. Dec. In addition to the importance of organizational culture in achieving the goals of the organization, there are also consequences that directly affect the members of the organization. In the problem solutions of the members of the organization, the presence of previously tried solution methods makes it easier to carry out their work. Managers have an important function in creating an organizational culture, ensuring its continuation and changing it when necessary. Organizational culture has a decisive influence on directing the elements that make up the organization to the goal in a harmonious way, if the manager and the manager can use it correctly. There are studies that organizational culture has an impact on organizational performance due to its effect on organizational commitment. Key Words: Sociology of Education, Organizational Culture, Structural

Objective To establish the screening condition of psychological intervention for patients in department of chest surgery and to explore the effect of psychological intervention on mental status and quality of life of patients undergoing operation. Methods Firstly, 30 healthy citizens and 30 patients undergone thoracic surgery were selected used simple random sampling method from October 2015 to December 2016. The Quality of Life Assessment Table (SF-36) and 90 Symptom Self-assessment Tables (SCL-90) were used respectively to obtain the ROC curve analysis of each total score. The respective values of them were obtained. Secondly, according to the cut-off value, 90 eligible patients were selected and randomly divided into control group and observation group, 45 cases in each group. The control group was given general care, and the intervention group received positive psychological intervention nursing for 2 weeks. Before and after intervention, all patients underwent SF-36 and SCL-90 scores, and the nursing satisfaction survey was done before the end of the study. Results The ROC curve analysis showed that the patients with SF-36 total score less than 570.55 had poorer quality of life, and the patients with SCL-90 total score more than 13.21 had poor mental status. After the intervention, the SF-36 score in emotional function, social function, the overall health of the two groups had no statistical difference (P>0.05) , other indicators of the intervention group were better than the control group, and there were statistical differences (P 0.05) , other indicators of the intervention group were better than the control group, and there were statistical differences (P<0.05) . Conclusions The patients undergoing chest surgery with SF-36 total score less than 570.55 and SCL-90 total score more than 13.21 need positive psychological nursing intervention, and positive nursing intervention has a positive impact on the quality of life and psychological status of such patients. Key words: Thoracic surgery operation; Quality of life; Psychological state; Psychological nursing; Positive psychological intervention

The understanding of organisational culture is increasingly viewed as a necessary requirement for high performance in the organisation. This is also suggestive that the culture of an organisation may have a significant impact on the success of the organisation. The term ‘organisational culture’ is used widely, however inappropriately and occasionally defining and using it incorrectly. While there is universal agreement that organisational culture exists and that it plays a crucial role in shaping behaviour and performance in organisations, there is little consensus on what organisational culture is and how it impacts on organisational performance. Without a reasonable understanding of the concept of organisation culture and its definition, we cannot understand its relationships with organisational performance. This paper explores the notion and the understanding of the concepts of organisational culture and organisational performance. If we can define and understand the concept of organisational culture, then we can understand how it can impact on organisational performance.

The concept of organizational culture is currently undergoing a great deal of discussion in the literature which considers organizations. This paper looks at its pragmatic value in relation to organizational analysis by using Soft Systems Methodology (SSM) in combination with descriptive cultural analysis and the findings of a case study on a small retailing firm. The case study is discussed in some detail. It shows that expanding the use of SSM to include the concept of organizational culture in the initial stages of investigation can have pragmatic value in clarifying seemingly discrepant activities in the organization. This clarification led to the making of “culturally feasible” recommendations for change in the organization. The concluding section of the paper explores the relationship between hierarchy and communication by using the concept of organizational culture (explored earlier). The necessity to adopt a systems perspective when looking at organizations from such a stance is expressed.

The working environment of submarine crews is also very special. They are in a closed, high-temperature, high-noise, high-vibration and narrow working and living space for a long time, and they suffer from physical discomfort caused by seasickness, which will affect the mental health of officers and soldiers. American psychologists have achieved positive results in psychological resilience training for officers and soldiers from the perspective of positive psychology. At present, there are few reports on the correlation between psychological resilience in the field of domestic research on submarine crew psychology, and it is necessary to conduct further research. To explore the impact of active psychological regulation intervention on officers and soldiers operating in confined spaces at sea. A total of 121 soldiers working in a confined space of a large ship were randomly divided into an experimental group and a control group. The 50 soldiers in the experimental group were given a training course intervention, while the 71 soldiers in the control group did not receive any intervention measures. The Pittsburgh Sleep Quality Index, Psychological Resilience Scale, military Psychological Stress Self-Assessment Questionnaire, and General Self-Efficacy Scale scores were compared before and 6 months after the intervention. Under the positive psychological control intervention, except for sleep efficiency (P = 0.05), the difference between the remaining dimensions of the Pittsburgh Sleep Quality Index scores and the total scores of the experimental group compared with the control group was statistically significant (P < 0.05); the assessment of the psychological condition showed that, in addition to the Psychological Stress Self-assessment Questionnaire for Military Personnel scores (P = 0.05), the scores of the Mental Toughness Scale (Dispositional Resilience Scale Resilience II) in the experimental group, General Self-Efficacy Scale scores were statistically significant (P < 0.05) compared to pre-intervention. Positive psychological intervention and control can improve the sleep state and psychological state of officers and soldiers working in confined space at sea.