Top PDF A study to measure the impact of organizational culture and organizational excellence

A study to measure the impact of organizational culture and organizational excellence

A study to measure the impact of organizational culture and organizational excellence

Organizational culture plays an important role on increasing organization excellence and there are many evidences through different studies on this relationship. MacIntosh and Doherty (2010) investigated the effect of organizational culture on job satisfaction and decision to leave the organization by studying fitness staff. Organizational culture is commonly recognized as the values, beliefs and basic assumptions, which could help guide and coordinate member behavior. MacIntosh and Doherty (2010) developed the Cultural Index for Fitness Organizations (CIFO) to measure organizational culture in the fitness industry. Exploratory factor analysis disclosed eight factors, which represent cultural dimensions common to this context including staff competency, atmosphere, formalization, connectedness, sales, etc. They also used path analysis to examine the relationship among the organizational culture factors, job satisfaction and intention to leave.
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INVESTIGATION THE EFFECT OF ORGANIZATIONAL SPIRITUALITY ON EMPLOYEE ENGAGEMENT THROUGH THE MODERATING ROLE OF ORGANIZATIONAL EXCELLENCE (CASE STUDY:  SADERAT BANK)

INVESTIGATION THE EFFECT OF ORGANIZATIONAL SPIRITUALITY ON EMPLOYEE ENGAGEMENT THROUGH THE MODERATING ROLE OF ORGANIZATIONAL EXCELLENCE (CASE STUDY: SADERAT BANK)

Therefore, any individual practices, collective activities, cultural characteristics, or any process that promotes and perpetuates excellence in an organization may lead to organizational excellence (Etemad and Rahman Seresht, 2015). Organizational excellence enhances social capital through greater participation of individuals and their stronger relationships and sharing of valuable resources and information in people. The positive functions of organizational excellence in developing the ability of the organization to cope with the major problems that the organization faces, as well as the expansion of organizational excellence, reduce the negative effects of failure. Positive emotion and the creation of social capital are promoted by organizational excellence and will synchronize the performance of individuals and organizations (Barclay et al., 2008) and understand the drivers of positive behaviors in the environment. It is a work that can empower organizations to grow to higher levels of success (Malik, 2012). Spirituality in the organization, employees’ work engagement, and organizational excellence are recent issues in the field of organizational behavior that have attracted the attention of many management and organization experts at different levels. Management studies suggest that the notion of spirituality in the workplace, employees’ work engagement, and organizational excellence may be the answer and solution to the decline of organizational functions such as alienation, stress, overconfidence, and personality decline for employees and also a strategy to increase productivity and improve performance in the organization. So the general question of the research is “what effect does organizational spirituality have on employees’ work engagement, given the moderating role of organizational excellence?”
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The non-sharing of organizational culture : a case study examining the management perspective

The non-sharing of organizational culture : a case study examining the management perspective

[...] about the way the internal service of the Asylum, in charge of Madam Regent, is managed, information that is very unfavorable to her for the failures and irregularities found in the visits often made, against expressed determinations of the Regulation. Besides what is recorded in the book of visits, this board member [member of Board of Directors] made several considerations about the solutions to give to such a lack of respect for the Regulation of the House, and pointed out to the Board that other very important faults may happen, which the board members may not be aware of, considering the sensitive nature of the Establishment that deals with female children’s education, where there cannot be a strict supervision at any time of day or night, to all rooms, reminding, thus, the convenience to retry the creation of positions of “Inspectors”, performed by ladies that the Board [of Directors] relies on, and that the Regulation establishes, and which is the only means that the Board possesses to be aware of the education and intimate nature of the asylees’ gender, and how they are subject to the rules of good hygiene and “toilette”, which the same board member believes to be neglected by the current Regent (regular session of January 5, 1918, in the minutes of Confraria de Santo António de Padua e Asylo de Infância Desvalida da Horta. From 27-10-1912 to 4-3-1921).
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Organizational Culture and the Financial Performance of Manufacturing Firms

Organizational Culture and the Financial Performance of Manufacturing Firms

The results of the third hypothesis reveals the existence of a positive relationship between market culture and the financial performance. This finding is completely supported by other studies. Ghallagher et al. (2014) have shown that a stronger market culture leads to a more efficient performance. Shahzad et al. (2012) have examined the effect of different cultures on the performance of an organization. The findings indicated a positive relationship between the two variables. Chatman et al. (2011) in a study titled “Organizational culture and performance in high- technology firms” have shown that if the norms are properly adapted to the environment and the cultural norms are commonly shared by the members there will be a strong culture which can improve the performance in dynamic contexts. Similarly, Muriel and Alvin (2009) have used the correlation coefficient test in their study to show that improving market culture increases the
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Portuguese Validation of the Negative Acts Questionnaire Revised (NAQ-R) Nº 62008

Portuguese Validation of the Negative Acts Questionnaire Revised (NAQ-R) Nº 62008

The great difference between the levels of bullying reported according to the two strategies employed may be an indication of the little awareness of the phenomenon in Portugal and may also be due to cultural reasons. That is, the respondents don’t identify the behaviours as bullying but, otherwise they may be considered as part of the organizational culture and accepted as “normal” in an organizational environment characterized by frequent changes, job insecurity and changes in management. This finding is in line with Salin (2001) study conducted amongst business professionals (which may be considered to have common characteristics with the main features of the banking sector, in terms of job description and competitive work environment). In that Finnish study, she also found a higher level of prevalence in the “objective” criterion, i.e. a level of prevalence of 24,1% against a percentage of 8,8%, in the subjective criterion or proposed bullying definition. Here, a point should be made regarding international data: direct comparisons amongst the several research studies carried on in different European countries 5 are often difficult because of discrepancies in definitions and measurement criteria. Notwithstanding this, where results are comparable, the figures reached in the current study are in line with other studies carried in Europe: in Norway (8,6%, Einarsen & Skogstad, 1986) or Sweeden (8%, Leymann, 1996).
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Leader - Member Exchange in Different Organizational Cultures and  Effects to Organizational Burnout

Leader - Member Exchange in Different Organizational Cultures and Effects to Organizational Burnout

For examining organizational structure contributing with studies of Cameron and Quinn (1992) of four different types of culture, is built in organizations argued. Cameron and Quinn (1992) with the typology based organizational culture at one end internal orientation at the other non-orientation where an axis at one end, the flexibility and dynamics at the other end stability and control that contains another axis cutting caused by the four different types can be seen. These four different cultures, human relations and development (clan) culture, bureaucracy (hierarchy) culture, market culture and adapt to the external environment (adhocracy) culture. In this study, our aim was to measure the impact on the organizational burnout by reference to the structural differences of organizational culture, leader - member exchange. Cameron and Quinn (1992) according to the typology of organizational culture are inherently bipolar. On the one hand the flexibility and participation, with an emphasis on "organic" culture of an organization (clan and adhocracy) on the other side control, order, balance and rationality, which emphasizes a "mechanical" organizational culture (hierarchy and market), is located (see Figure 1).
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Validation of the Hospitality Culture Scale in the context of hotel industry

Validation of the Hospitality Culture Scale in the context of hotel industry

creating an organizational environment that makes employees feel valued, which can impact job satisfaction. However, job satisfaction cannot be considered part of the values shared by members of an organization, because it is linked to each individual employee's belief regarding working conditions. The configurational invariance of the structure and of the scale parameters between Brazil and Portugal was also verified for the three-factor model. The constrained model showed significantly worse adjustment than the model with free parameters. Only the factor’s weights did not differ significantly between groups, assuming that the model has a weak invariance measure. This result shows that there are inconsistencies that need to be better tested and understood for the improvement of the scale.
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Organizational culture in the health field: a bibliometric study

Organizational culture in the health field: a bibliometric study

ABSTRACT The article aims to identify the characteristics of research studies in the healthcare field on organizational culture published in Brazilian journals. The search was carried out in the Virtual Health Library from the search term ‘organizational culture’, in the period between 2007 and 2016. Thirty (30) articles were found in national journals rated Qualis A1, A2, B1 in the following Capes (Coordination of Superior Level Staff Improvement) assessment areas: nursing, collective health and psychology. The results showed the prevalence of quantitative articles, and the application of a large variety of instruments to analyze organizational healthcare culture, which broadens the possibilities of investigation and analysis of different aspects of the theme.
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A survey relation of organizational culture and organizational citizenship behavior with employees’ empowerment

A survey relation of organizational culture and organizational citizenship behavior with employees’ empowerment

In this study, the cognitive empowerment model of Thomas and Velthouse is used to construct the basic model of the research. There are four cognitions or task assessments as the basis for worker empowerment including sense of impact, competence, meaningfulness, and choice (Thomas & Velthouse, 1989). They adopted an interpretive framework and used the resulted framework to describe cognitive processes. Widespread use of the empowering has come at a time when global competition and change have forced a search for alternative forms of management (Thomas & Velthouse, 1989). A facilitative management style, which encourages commitment, risk-taking, and innovation must be used to enhance the new competitive forces in the external environment (Thomas & Velthouse, 1989). This trend has been apparent in the fields of leadership and organizational culture where different investigation have indicated that leaders could energize workers (Thomas & Velthouse, 1989).
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The effect of emotional intelligence and organizational dependency on the performance of the staff of the Agricultural Bank in Tehran.

The effect of emotional intelligence and organizational dependency on the performance of the staff of the Agricultural Bank in Tehran.

performance and affect its effectiveness (Ali Ahmadi et al., 1383, p. 87). Therefore, using emotional intelligence can enhance an organization's organizational belonging and thus improving organizational performance and effectiveness of staff provided. Attached is the organizational commitment relationship. Organizational attached is the amount that an employee's identification with their work, actively worked in his job and his job performance as something important for your valuable prizes, given that (Robbins, 2001). Randall and Kohut (1991) in their studies have described the organizational accrued income or organizational commitment, and job prerequisite. The findings of the study results Tapia and Marshall (2003) have shown that emotional intelligence is higher in women than men, is consistent. The findings of the study by Goleman's research results Datnyl 1995 between age and work experience with emotional intelligence was directly expressed, differ. That relationship was reversed. this means that with age and experience has been less emotional intelligence Perhaps it can be explained this way Or research environments in previous research (University) attributed, The findings of this study with the results of Brown and colleagues (2003) Karsv, Meyer and Salur (2002) have shown that emotional intelligence related field of work and education, in line withInterpretation of results Organizations enhance employee performance and its members are seeking various purposes. It enables increased performance that failure to assess the skills of employees and using educational programs to enforce it. aside from this can be used to increase the performance of the base or basis for the allocation of the reward. Traditional methods of performance enhancement are often used with two main objectives of the organization are: One use of it, deciding issues such as bonuses, promotions, demotions, transfers and retention of employees. Since the most important tool to assess and measure system performance boost skills and activities of individuals in each organization, as a result, the system has an important role in achieving the goals of human resource management The results of this study, the
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A study on relationship between organizational culture and communication apprehension

A study on relationship between organizational culture and communication apprehension

Sallinen‐Kuparinen et al. (1991) made comparisons between Finnish persons and persons from other populations, particularly those from the United States, on a variety of common measures of communication orientations. They reported that differences between Finnish and United States samples did exist, but the differences were primarily restricted to willingness to communicate and introversion. Data relating to communication apprehension and self‐perceived communication competence for the two cultures were very similar. However, these two variables seemed to be much less predictive of willingness to communicate for Finns than they were for Americans.
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THE LINK BETWEEN ORGANIZATIONAL CULTURE AND CORPORATE PERFORMANCE – AN OVERVIEW

THE LINK BETWEEN ORGANIZATIONAL CULTURE AND CORPORATE PERFORMANCE – AN OVERVIEW

First of all it is assumed that organizational culture is directly related to performance but the study conducted by Ogbinna and Harris (2000, 2002) shows the opposite: the only variable that had a purely direct effect on performance was innovative culture while the competitive culture had both a direct and indirect effect. Moreover measures of bureaucratic and community culture had a purely indirect effect on performance. Also, except for a few studies (Marcoulides and Heck, 1993; Ogbinna and Harris 2000, 2002), all the other studies that examined the culture-performance link failed to discuss the influence of other variables such as organizational structure or leadership. For this reason the future investigations of this relationship have to take into consideration and remove the effect of other factors (Scott et al., 2003).
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Validation of the organizational culture assessment instrument.

Validation of the organizational culture assessment instrument.

As a means of adding to and clarifying the existing literature on the psychometric properties of the OCAI [8,9], the current study examines the factor structure and validity of the current version of the OCAI. Building on the broad approach to sampling across organizational strata by Helfrich et al. [17], the current study will also address employee perceptions of organizational culture from both an ideal and current culture approach similar to that seen in the Person-Organization (P-O) fit literature (e.g., [7]). Asking employees to provide details of their ideal and current organiza- tional culture along the OCAI dimensions provides the basis for examining consistencies in culture conceptualisation across employee perspectives. This is one of the areas seemingly assumed but rarely tested according to Jung et al.’s [1] review of the culture instrumentation literature. None of the previously outlined CFA- based validation studies examined model invariability across the ideal and current organizational culture perspectives, thereby warranting its inclusion in the validity examination of the OCAI in this study. As Cameron and Quinn’s [8,9] OCAI asks participants to assess current and ideal preferences for culture (the equivalent of perceived organizational and individual preferences respectively), it is an oversight that the model’s adequacy has not been tested across these two data perspectives. Therefore the following model validation aspects of OCAI are proposed for examination: 1a. Using ideal culture data, the OCAI will demonstrate adequate
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Changing IT   Culture, Leadership & Employee Engagement – a basis to leverage IT  Organizational Excellence

Changing IT Culture, Leadership & Employee Engagement – a basis to leverage IT Organizational Excellence

All the critical tasks of this dimension have been completed with success, being evident all intervenient satisfaction – from oral informal feedback and, also, from recorded employees’ testimonial (available at the program’s site). The bottom-up communication mechanism – created by all employees and reciprocated by top-management – has generated a very significant dynamics towards improvement action’s implementation. There were been 12 the most significant actions – with distinct impacts at internal organization, processes and service quality levels. From those, IT Academy and IT Portal are the most significant. As a consequence of this work, it has emerged a significant change on the perceptions about internal forms of IT communication. Undoubtedly, the results measured on the internal culture survey evidenced a global shift towards more flexibility in information / communication within the IT Unit.
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The mutual impact of organizational culture and structure

The mutual impact of organizational culture and structure

he simple organizational model can be found in small and young organizations, primarily privately owned. It is characterized by simplicity (hence the name). he second important characteristic of this model is its lexibility. his organizational model enables a company to react quickly and readily to changes in its environment, as well as to adapt its operating modes. he third signiicant characteristic of this organizational model is its orientation toward the leader. In the simple organizational model everything is oriented towards and depends upon the company’s leader. Labour distribution in this organizational model is highly undeveloped, and the level of specialization is low. Practically, everyone does everything, i.e., they do what the organization’s leader directs them to do. his contributes to the organization’s lexibility, but it also decreases its productivity and, consequently, its eiciency. he degree of centralization in decision-making is very high. Practically all important decisions, not just those of strategic but also those of operative importance, are made by the leader, alone or with the aid of his closest associates. his is the reason why this model is restricted to small businesses: in large companies, the number of necessary decisions exceeds the intellectual capacities of a single person. Unit grouping is functional and undeveloped. Coordination is conducted through the direct control of the leader, who supervises and controls everything by himself. Formalized systems of control and coordination are not yet developed.
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ORGANIZATIONAL LEARNING AND ORGANIZATIONAL DESIGN

ORGANIZATIONAL LEARNING AND ORGANIZATIONAL DESIGN

knowledge (Burton and Obel, 2004). These professionals have very rich and different past organizational positions. Many come from information technology departments, human resources departments, or intellectual property areas, but they all have a strategic and multifunctional vision of the organization, that is superior to the specific area of specialization they were in. Generally speaking, we can find these positions of CKO’s in centralised, top-down and big dimension structures, but they should also exist in any organization that proposes to develop knowledge management initiatives (Greco, 1999). As a consequence of this, we are able to understand that the existence of a knowledge leadership and the human charisma of the CKO may have a role to play in the organizational design for knowledge management, but still there are some organizational factors the CKO has to face with. Albers and Jerke (2004) present, in a much systematised way, the organizational factors that have significant impact in knowledge management: 1. The organizational culture (the values reflected in shared behaviour and shared attitudes) 2. The organizational leadership (the actions, the words, the ethics and the examples that leaders set).
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The impact of pay dispersion on organizational performance

The impact of pay dispersion on organizational performance

The second objective of the present study was to understand if a relationship between pay dispersion and performance actually existed, and if it was positive or negative. Despite the fact that studies focusing on vertical pay dispersion mostly pointed at a positive impact (e.g. Eriksson, 1999; Hibbs and Locking, 2000; Lallemand et al., 2004; Heyman, 2005; Ding et al., 2009) – with a few exceptions found by Cowherd and Levine (1992), Hibbs and Locking (2000) for dispersion between firms, Beaumont and Harris (2003) for UK-owned plants, Martins (2008), Hamann and Ren (2013) for non-profit firms, Firth et al. (2015), and Connelly et al. (2016) for long-term performance – and that studies on horizontal pay dispersion mostly pointed at a negative one (e.g. Shaw et al., 2002; Frick et al., 2003; DeBrock et al., 2004; Jewell and Molina, 2004; Ding et al., 2009; Kepes et al., 2009), the present study did not find only linear relationships – hump-shaped (Winter-Ebmer and Zweimüller, 1999; Grund and Westergaard-Nielsen, 2008; Mahy et al., 2009; Mahy et al., 2011; Yang and Klaas, 2011) and U-shaped relationships (Grund and Westergaard-Nielsen, 2008; Hunnes, 2009) were also found. For hump shaped relationships, this points to tournament effects being effective up until a certain of dispersion, with fairness effects being more prevalent after that point is reached (the opposite for U-shaped relationships).
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Organizational culture, internal marketing, and perceived organizational support in portuguese higher education institutions

Organizational culture, internal marketing, and perceived organizational support in portuguese higher education institutions

The role of organizational culture and internal marketing showed in this study, as others previously but in a different contexts (i.e., Gounaris, 2008) as antecedents of IM programs, does a contribution for both scholars and practitioners that those are important keys to consider, before developing a more pragmatic and functional internal marketing program, which translates into investing the understanding what are each employee’s values, employees committed to their job, as well as clients/students, who are the driving force of companies and universities. Another point of view that could be better understood in future studies refers to the analysis of different kinds of employees, as the literature suggests the actions of supervisor in constructing the levels of perceived organizational support are determinant (Rai & Prakash, 2016).
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Elements of organizational culture leading to business excellence

Elements of organizational culture leading to business excellence

and decision-making. Good quality communication is a two-way or even a multi- way process, enabling the use of common experience of a team and reaching solutions that cannot be achieved by an individual alone. The main problem for the chief executive in dealing with questions brought up is to keep himself informed (Mintzberg, 1973). While communicating, the team recognizes, notices, analyses and solves problems, takes decisions and coordinates the work of an individual. Good quality communication in teams is open and spontaneous (Daft, 2000). Interpersonal relations are a relection of organizational climate (atmosphere), which is deined as a perception of all those aspects of the work environment (events, procedures, relations) which are psychologically sensible to all participants in an organization. Good interpersonal relations in an organization are relected in employee satisfaction as a desirable or positive emotional state which is the result of an individual’s work evaluation and his work experience (Miklavčič Šumanski et al., 2007). Writers on organizational behavior (Payne and Mansield, 1973; Woodman and King, 1978; Sparrow and Gaston, 1999; Schneider, 2006; Walsh and Dewar, 2007) recognize the need to develop a theoretical framework that allows systematic movement from one level of analysis to another.
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A study on the effects of inter-organizational factors on the supply chain performance

A study on the effects of inter-organizational factors on the supply chain performance

The main goal of managers in organizations is reaching to organizational goals like making profit for stakeholders. Undoubtedly, the predetermined goal is not reachable without defining and designing a suitable supply chain management based on value creation for customers. To do so, they try to utilize the internal variables of supply chain management like organizational structure; organizational culture and organizational strategy align with the variables that are effective on the measurement of supply chain performance. Hence, product quality, customer satisfaction, gross profit and market share. Therefore, determination of the relationships between criteria is one of the main problems that managers face. On the other hand, today, there are different statistical and decision making techniques for solving this problem. In this paper, we have determined important factors influencing inter-organizational factors on the supply chain performance using DEMATEL technique. The results showed that organizational structure impacts on organizational culture and strategies, product quality, customer’s satisfaction and market share; organizational culture impact on organizational structure and strategies, product quality, customer’s satisfaction, gross profit and market share; organizational strategy impact on organizational structure, product quality, customer’s satisfaction, gross profit and market share. Customer satisfaction influences on organizational culture and strategies; gross profit influences on organizational culture and strategies; market share influences on organizational structure and strategies. On the other words, organizational culture is a dominance factor and product quality is a permeable criteria.
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