Understanding Of Organizational Culture Research Articles

Organizational Culture On Employe Performance : Literature Review

The role of Human Resources in the organization plays a very important role in the organization. Employees are an important asset in an organization to manage various tasks within the organization in order to achieve its goals. Employee performance can increase organizational efficiency and effectiveness. This research method uses a literature review, with sources obtained from books and journals. The results of this research indicate that organizational culture has a significant influence on employee performance because of the importance in organizations of using cultural diversity as a strength to increase collaboration, innovation and problem solving. Suggestions for future researchers: this article can be used as a reference for understanding organizational culture on employee performance.

상담자 정서역량 모델 개발과 교육요구도 분석

The purpose of this study is to develop an emotional competence model that considerscounselors' job characteristics and job contents, and to analyze their educational needs. For thispurpose, a draft model was developed by literature studies and interviews with experts, andvalidity was verified through a Delphi survey. Finally, we analyzed educational needs for thefinalized competence model. As a result, a total of 4 competence groups, 10 competenceelements, and 48 competence indicators were derived. The competence groups and competencefactors consisted of emotional awareness(self-emotional awareness, self-efficacy, empathy),emotional management(emotional expression, optimism, stress management, cultural sensitivity),awareness of emotions at work(understanding of organizational culture), and management ofemotions at work(building cooperative relationship, conflict management). Based on the result,stress management, empathy, and cultural sensitivity were identified as priority competencies tobe developed. This study is significant in that it considers counselor emotional competence asan ability that can be developed through education and training rather than as an innate quality,personality, or character of the counselor, and systematically presents it through specificindicators in the counseling scene. In addition, it can be used to organize the contents andspecific teaching targets of programs to promote counselor emotional competence.

Cultural Perspectives in Corporate Culture Studies: Research Opportunities and Developments in Indonesia

This article examines how cultural perspectives have emerged and shifted the managerial perspective in studying corporate culture. There is no single approach to understanding organizational culture, as many factors influence its formation. The shift from functional to symbolic approaches is viewed as a form of resistance. A qualitative approach, employing literature review methods, is used in this study to view organizations as cultures and to see communication as a cultural performance. The study explores the opportunities and developments of corporate culture studies in Indonesia. By outlining these aspects, the article aims to contribute to the enrichment of organizational culture literature. This work is expected to enhance research and studies on organizational culture in Indonesia and provide a comprehensive view of the emergence of cultural perspectives in corporate culture studies. The author believes there are numerous opportunities for developing corporate culture studies in Indonesia, alongside the paradigm shift in evaluating corporate culture not only from a managerial perspective but also from a broader cultural perspective.

Analysis of the relationship between organisational culture and innovation in Nigerian quantity surveying firms

Quantity Surveying firms in contemporary times have evolved into structurally standard organizations where there is the understanding of organizational culture as an essential management philosophy that drives innovation. This paper seeks to analyze specifically, the relationship between organizational culture and innovation in Quantity Surveying firms. Eighty one (81) completed questionnaires retrieved were used for this analysis. The paper revealed that Quantity Surveying firms exhibited multiple types of innovation such as service innovation, process innovation, organizational innovation, market innovation and resource innovation. It further revealed that quantity surveying firms exhibited multiple types of organizational culture such as competitive culture, social responsibility culture supportiveness' culture, innovation culture, emphasis etc. It therefore concluded that organizational culture has a significant relationship with innovation in quantity surveying firms. The findings implied that there were need for the management of Quantity Surveying firms to embrace organizational culture as a strategy for improving innovation practice and there is also the need for the management of Quantity Surveying firms to embrace innovation as a strategy for improving organizational culture.

Understanding safety culture and safety citizenship through the lens of social identity theory

There is considerable overlap between the concepts of culture and social identity. Here, in the context of organisational safety culture, we investigate the extent to which social identity processes can inform our understanding of organisational culture on safety citizenship behaviour. We test this relationship via two different social identity processes: (1) individuals’ organisational identity (a classically individual-level conceptualisation of social identity); and (2) individuals’ perceptions of others’ organisational identities (meta-identity; a social identity framing of culture). Safety culture survey data from 1,427 air traffic workers were analyses using a simple holdout cross-validation approach for model testing. We find that both identity processes mediate the link between safety culture and safety behaviour. The data also demonstrate that the strength of indirect effect of safety culture on safety citizenship via meta-identity is stronger with increasing levels of organisational identity. Moving forward, safety culture research and interventions may benefit from taking a social identity lens to understanding their culture (e.g. developing identity for safety and safe practice), which has implications for safety behaviour. Consideration of meta-identity has implications for behaviour change initiatives, as individuals who perceive strong group commitment in other group members may be more influenced by interventions that leverage group norms.

Quality Improvement: Assessing Your Clinical Microsystem

There is a call to action for nurses in all types of practice settings to lead change efforts that impact quality of care. An intervention may focus on an outcome or improvement of an existing process. In both instances, an understanding of organizational culture and readiness for change are needed. Evidence-based tools are available for use by nurses and interprofessional teams to assess the clinical work environment and plan for measurement of change. Learning the use of these tools is a key step in advancing quality improvement. Use of quality improvement techniques can have an immediate impact at the clinical microsystem level.

An empirical use of organizational habitus and ethnography to explore how sport cultures are negotiated

In this paper we analyse cultural processes through an alternative and combined theoretical and methodological framework. We use the distinctive theoretical lens of organizational habitus to explore the negotiation of culture within a sports charity. Our contribution here is to provide analysis borne both out of theoretical novelty and by adopting a practical application of this in context. Ethnographic data collection drew upon several tools which upon a retrospective analysis took place. Findings suggest that the cultural and expressive elements prioritized by the collective of individuals enhance practices which are deemed important, while resisting practices that are deemed to be incompatible with a perceived worldview concerning the operations of the charity. This novel lens, considered from our emic perspective has the potential to enhance our understanding of organizational culture, leading to practical, context-appropriate findings that reveal how sometimes innocuous aspects of organizational life can influence collective action.

An examination of the relationship between experimental climate and dimensions of the creative organization

Today's business environment imposes the need to continuously generate creative ideas not only for companies to grow, but also to survive in a hypercompetitive environment. Forming a creative model of organization and stimulating employees' creative behavior is one of the priorities, which can be achieved by establishing a parallel organizational culture and a creative climate. So far, some authors have identified these two terms as equal, while others emphasize the need for their separation. The paper indicates the differences in understanding of organizational culture on the one hand and climate on the other. The subject of the research is reflected in the analysis of the factors of importance for the formation of a creative organization. The paper aims to determine whether or not there is a positive relationship between the experimental climate and the dimensions that describe a creative organization model with a focus on organizational culture. The research hypotheses were generated and empirically analyzed based on a survey conducted on a sample of 145 employees in organizations in the territory of the Republic of Serbia. The survey was developed by combining two methodologies formulated by G. Ekwall, "Creative Climate Model," and T. Amabile, "Organizational Creativity Model." Statistical methods, such as correlation analysis and analysis of variance, ANOVA, were applied in the paper. The obtained results indicate that there is a positive statistically significant relationship between all three dimensions of creative organizational culture, such as flexible management system, motivation for greater achievements and freedom to use resources to form an experimental climate in the organization. Furthermore, by applying ANOVA, it was found that there was a statistically significant difference in the degree of experimental climate prevailing in the organization depending on its size, while no statistically significant difference between the organizations depending on their legal form was confirmed. Finally, the paper highlights management measures to encourage the creation of a creative work environment.

Seeing the Unseen: Visualizing Organizational Culture in the Classroom

This article describes an inquiry-based classroom activity for strategic management, human resource management, and related courses to enhance the understanding of organizational culture. We use visual methods to provide fresh insights into an organization’s culture from which we can enable students to draw conclusions upon how this culture might affect organizational strategy. Students use their camera phones to take photos that encapsulate organizational culture, with their business school used as an exemplifying case. Students present their photos explaining what, from their perspective, the photos say about culture and its influences upon strategy and organizational performance. Other students are encouraged to offer alternative readings, thereby demonstrating the multiple interpretations of culture. An instructor-led plenary focuses upon theoretical themes within the photos. These themes are plentiful, varying from class to class. In our experience, the activity has also provided opportunities for the discussion of topics such as gendering and ethnic bias.

Organizational culture: a foundational perspective

PurposeThe purpose of this paper is to perform a typological analysis of research orientations in the field of organizational culture (OC) in order to provide a broad, original perspective on the nature of research in this field, beyond the current quantitative/qualitative dichotomy.Design/methodology/approachDocumentary analysis, consisting of a content analysis of an appropriate and conceptually convenient selection of 200 source publications, was conducted. The analysis was performed in terms of four fundamental knowledge orientations and methodologies.FindingsAn analysis and description of the chosen set of examples for each of the four types of knowledge showed that, as with other areas in the field of organizational behavior and management (and also other scholarly disciplines), the typology finds clear expression in the area of OC.Research limitations/implicationsIn view of the aim and originality of the present paper, the sample size employed is not a worrying factor as sufficient and clear examples of each of the four basic types of research orientations have been provided. It is recommended that the broadly applicable knowledge (and by implication research) orientations that were introduced here, be considered by OC researchers. The analysis of fundamental approaches to research provides an inclusive perspective on the nature of different ways of studying and understanding OC. This should assist in expanding both scholarly and practitioner horizons. It is concluded that the analysis of research in the field of OC in terms of fundamental types of human knowledge provides a unique and expanded view on research in this area.Practical implicationsAll stakeholders in the field of human resource management could benefit from taking cognizance of a broader perspective of knowledge development in the field of OC. The four-fold framework could also be utilized as a valuable source for restructuring and teaching of research methodology programs and courses in institutions of higher education, especially concerning the general need for greater attention to: theoretical (type I), and evaluation (type IV) research in management and organizational behavior.Originality/valueThe analysis of fundamental knowledge orientations provides an original and encompassing perspective on the nature of different approaches to the study and understanding of OC.

Influence of organizational culture and leadership style on employee satisfaction, commitment and motivation in the educational sector in Qatar

PurposeThe purpose of this paper is to explore the influence of organizational culture and leadership style on employees’ job satisfaction, organizational commitment and work motivation in the educational sector in the state of Qatar.Design/methodology/approachThe study was conducted using a questionnaire with a sample size of 364 employees in the educational sector in Qatar. Data were analyzed using factor analysis, Pearson correlation and multiple linear regression, were employed to examine the relationships between the variables under investigation.FindingsSignificant positive relationships were observed between supportive culture and job satisfaction; supportive culture and organizational commitment; participative-supportive leadership and job satisfaction; directive leadership and job satisfaction; job satisfaction and work motivation; job satisfaction and organizational commitment.Practical implicationsThis paper would help managers and policy-makers in the education sector to develop a better understanding of organizational culture and leadership styles and their influence on employee satisfaction, commitment and motivation.Originality/valueThe education sector is experiencing a fast growth in Qatar due to significant outlays by the government. This study is among the first in the country to understand the variables affecting employees’ performance in education sector.

Desempenho e Papéis Gerenciais: Estudo de Caso em uma Organização Industrial Multinacional com Atuação Regionalizada no Brasil

The investigation analyzes, through a single case study, the existence of aspects of culture, strategy, the exercise of power and organizational behavior that affect the performance of managerial roles carried out by regional branch managers of a multinational company operating in Brazil. The study was conducted based on propositions of the literature review that supposes the influence of the reference constructs on the performance and of this on exercise of the roles. The findings show the positive perception of the regional managers regarding the managerial roles proposed by Mintzberg. Discussion and implications are limited to the single case study. The main implications stem from the finding, together with the group studied, about the need for the organization to develop factors that influence the exercise of managerial roles: clear definition and understanding of organizational culture; sponsorship of managerial autonomy; identification of the competitive advantage that becomes the differential of the organization.

Guest editorial: leadership and organizational development in Africa

PurposeThe purpose of this paper is to preview contributions on leadership and organizational development in the African context, covered in this special issue of the African Journal of Business and Economic Studies.Design/methodology/approachSummaries of the underlying theoretical/conceptual and/or empirical frameworks, as well as key findings for each paper, were outlined in order to provide insights of each paper’s thematic contribution.FindingsPaper 1 identified four basic modes of understanding organizational culture which provides a unique and expanded view on pursuing research in the field. Paper 2 found that managers use authentic and transactional leadership skills to cultivate and nurture the creativities of employees toward increased performances. Paper 3 found the interaction between authentic leaders and followers as inducing high levels of moral and ethical behaviors in followers. Paper 4 found that employee engagement and affective commitment minimize employees’ attrition, irrespective of leadership styles. Paper 5 found that, managers can enhance organizational development by creating an atmosphere for innovation development, and being involved in its implementation. Paper 6 found that leaders who are emotionally intelligent positively evoke subordinates’ citizenship behaviors. Paper 7 identified three distinct and interrelated archetypes of managerial role preferences (i.e. change agents, affective leaders, and result-oriented realists) needed by leaders in their administrative practices.Originality/valueThe papers provide new insights, in terms of thematic learning and knowledge, which add to the understanding of the contemporary Afrocentric perspective on leadership and organizational development, especially, the dialogue of management activities that promote the relational, critical and constructionist perspectives on leadership and organizational development.

Understanding Organisational Culture and Organisational Performance: Are They Two Sides of the Same Coin?

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.

Changing a Leopard's Spots: A New Research Direction for Organizational Culture in the Operations Management Field

Operations Management (OM) research on organizational culture has to change to be able to inform practice. Currently, organizational culture research in OM is largely confined to narrow topical and methodological niches and culture is most frequently used as an explanatory variable in quantitative, survey‐based research. We argue that the relegation of culture to this niche is due to self‐imposed methodological blinders that hobble the OM field. We then present four research imperatives to reinvigorate organizational culture research within our field. We urge OM scholars to view culture as a dynamic concept that can be influenced, to adopt alternative methods, to use non‐traditional data sources, and to rethink assumptions about dependent variables. We also identify gaps in the current knowledge and new research questions for the OM domain. We conclude that the field of OM could greatly expand its understanding of organizational culture and in so doing greatly improve business practice, but that to do so will require a change in the culture of the operations management research community.

ANALISIS BUDAYA ORGANISASI PEGAWAI DI KANTOR CAMAT RUMBAI PESISIR KOTA PEKANBARU

The problems arising from the transfer of the office is the lack of innovation that made the apparatus districts in managing facilities and infrastructure, such as has not been doing renovations / office layout both internal and external. Then less stable governance for not referring to the spatial plan. The objectives to be achieved is to analyze how the organizational culture at the Head Office of Coastal Rumbai Pekanbaru and analyze barriers in organizational culture Rumbai Coastal District Office of Pekanbaru. Research done at the District Office Rumbai coastal city of Pekanbaru. The population in this study is the apparatus of the district office. They were selected because it was affordable. Camat serve as Key Informants. The sampling technique used is the census. Sources and types of data in this study are primary and secondary. In order to gather the necessary data, then used observation, interview and questionnaire. Data was analyzed by qualitative deskriftip. The research activities conducted in the organizational culture known Rumbai Coastal District Office has been running pretty well. Because in general, spilil state apparatus (ASN) in the District Rumbai Coastal already memahmi understanding organizational culture. Namely, a characteristic which is upheld by the organization and being a role model organization as a differentiator between one organization to another or organizational culture is also defined as the values and norms of behavior accepted and understood jointly by members of the organization as a basis in the rules of conduct contained within the organization.

ЦІННІСНИЙ МЕНЕДЖМЕНТ: СУТНІСТЬ І ПЕРСПЕКТИВИ

Taking into account one of main tasks of community development in the third millennium, which is maintenance and realization of human potential, the authors substantiate the necessity of rejecting the hierarchical-bureaucratic system of traditional management where the value categories of productivity, commitment to result and economy growth, and transition to the human dimension management prevailed. It determines new understanding of organizational culture whose core are moral, cooperation, communicative values, values of welfare and those directed at achievement. Value management as the system of control which means coordination and consistency of organizational values serves as a reliable guide for approving effective management decisions, forms a corporate identity and provides integrative mission.

Organizational Culture among Master's Colleges and Universities in the Upper Midwest

Shrinking budgets and growing mission creep currently threaten the American higher education landscape. This situation is exacerbated by an increased push within academe to differentiate colleges and universities (Clark, 1989; Crow, 2007; Henderson, 2009) toward greater specialization and the use of branding as an attempt to achieve higher status (Morphew, 2002). Yet, such trends are being promulgated with little empirical support for their potential to benefit American higher education. An identification of how organizational culture manifests among master’s colleges and universities could provide campus leadership with the relevant information to facilitate positive institutional change and growth among a section of higher education that educates a large proportion of the national population of students. By better understanding organizational culture among their campuses, administrators and faculty may better advocate for more relevant changes that ultimately benefit their students.

Werk en mantelzorg

Work and informal care: a risk for mental health? Work and informal care: a risk for mental health? This study aims to increase insight in how providing informal care is associated with mental health among employees. The focus is on to what degree the provision of informal care, directly or in interaction with work and organizational characteristics, has an impact on the level of mental fatigue as indicator of mental health. Data are derived from 8,435 employers in fifty companies who completed an online questionnaire provided by the Association Work&Care. Of all employees, 23% provides informal care to someone in need of care and, on average, this group experienced a higher level of mental fatigue compared to non-caring employees. Multivariate multilevel analyses show that providing informal care has a unique and direct effect on mental fatigue, in addition to characteristics of work (working fulltime, work motivation) and the support perceived in the organization. Moreover, the lack of support and few opportunities to discuss informal care increase the level of mental fatigue more among informal caregivers than among non-caring employees. It is concluded that providing informal care may harm the mental health of employees, and that an open and understanding organizational culture enables employees to better combine tasks in work and informal care.

Research Partnerships at the State Level

This article examines the factors that influence academic–practitioner research partnerships at the state level. The state longitudinal data system (SLDS) offers the capacity to link client-level data across multiple state agencies, providing an unparalleled opportunity to facilitate data informed decision making across PreK–20 educational and workforce agencies. Analysis of sixty-nine qualitative interviews with agency administrators and university researchers in four SLDS states (Maryland, Texas, Virginia, and Washington) suggests that understanding organizational culture, combined with formal and informal factors, influences the quality and likely long-term sustainability of these efforts. Fostering effective partnerships is fundamental to advancing public-sector, data-driven decision making.