Relevant bibliographies by topics / Assessing organizational culture

Contents

  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Assessing organizational culture'

Author: Grafiati
Published: 4 June 2021
Last updated: 14 February 2022

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Journal articles on the topic "Assessing organizational culture"

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FLEEGER, MARY ELLEN. "Assessing Organizational Culture." Nursing Management (Springhouse) 24, no. 2 (February 1993): 39???41. http://dx.doi.org/10.1097/00006247-199302000-00009.

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DeBode, Jason D., Achilles A. Armenakis, Hubert S. Feild, and Alan G. Walker. "Assessing Ethical Organizational Culture." Journal of Applied Behavioral Science 49, no. 4 (September 20, 2013): 460–84. http://dx.doi.org/10.1177/0021886313500987.

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Bellot, Jennifer. "Defining and Assessing Organizational Culture." Nursing Forum 46, no. 1 (January 2011): 29–37. http://dx.doi.org/10.1111/j.1744-6198.2010.00207.x.

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Fokina, Olga, and Yuri Krupnov. "Evaluation of the company's organizational culture." E3S Web of Conferences 210 (2020): 10007. http://dx.doi.org/10.1051/e3sconf/202021010007.

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The article considers the possibility of applying Western methods of assessing organizational culture for the analysis of Russian companies. The question is raised about the different perception of organizational culture by management and performers. The authors show the need to simplify the methods for the initial assessment by the company's management. The article proposes questionnaires for assessing the elements of organizational culture in two formats, for managers and for performers. The methodology was tested on the example of a construction company, which has a wide gap in communications and geographical location between administrative employees and construction workers.
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van Rooij, Benjamin, and Adam Fine. "Toxic Corporate Culture: Assessing Organizational Processes of Deviancy." Administrative Sciences 8, no. 3 (June 22, 2018): 23. http://dx.doi.org/10.3390/admsci8030023.

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Stohr, Mary K., Craig Hemmens, Peter A. Collins, Brian Iannacchione, Marianne Hudson, and Hailey Johnson. "Assessing the Organizational Culture in a Jail Setting." Prison Journal 92, no. 3 (June 19, 2012): 358–87. http://dx.doi.org/10.1177/0032885512448614.

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Sinha, Vinita, and Pratima Sheorey. "Assessing Organizational Culture in an Indian Manufacturing Firm." Global Business and Organizational Excellence 35, no. 5 (June 9, 2016): 71–78. http://dx.doi.org/10.1002/joe.21699.

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Hughes, Linda. "Assessing Organizational Culture: Strategies for the External Consultant." Nursing Forum 25, no. 1 (January 1990): 15–19. http://dx.doi.org/10.1111/j.1744-6198.1990.tb00833.x.

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Weston, Harold, Thomas A. Conklin, and Kristen Drobnis. "Assessing and Re-setting Culture in Enterprise Risk Management." Assurances et gestion des risques 85, no. 1-2 (September 17, 2018): 131–72. http://dx.doi.org/10.7202/1051319ar.

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Among the tenets of enterprise risk management (ERM) is the need to instill a risk-aware culture throughout the firm. Yet, how to actually interpret and change organizational culture is generally missing from the ERM literature. Prior surveys found risk managers lacked useful information about organizational culture and cultural change to implement a “risk aware culture.” Our survey of risk managers found this gap persists. The disciplines of organizational studies, business anthropology and sociology provide guidance on organizational culture, which involves identifying and interpreting the embedded assumptions, values, myths, artifacts, rituals, and stories that communicate and perpetuate a culture. The risk manager can use this knowledge to apply change to the culture. Changing behavior without changing culture may simply result in compliance without adoption. This article seeks to bridge the studies of organizational culture and change to the risk manager.
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Kartolo, Arief Banindro, and Catherine T. Kwantes. "Organizational culture, perceived societal and organizational discrimination." Equality, Diversity and Inclusion: An International Journal 38, no. 6 (August 19, 2019): 602–18. http://dx.doi.org/10.1108/edi-10-2018-0191.

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Purpose The purpose of this paper is to fill the gap in the literature by exploring the perceived societal discrimination as an antecedent of perceived organizational discrimination, and investigating the impact of organizational culture (i.e. constructive, passive-defensive and aggressive-defensive culture norms) on perceptions of discrimination in the workplace. Design/methodology/approach A total of 176 American employees completed three surveys assessing perceived societal discrimination, perceived organizational discrimination and organizational culture online through Amazon Mechanical Turk. Data were analyzed using hierarchical multiple regression method. Findings Results suggest individuals’ perceptions of discrimination in the workplace are influenced by both perceived discrimination in society and perceptions of behavioral norms related to organizational culture. Findings in the current study indicated individuals’ attitudes and beliefs manifested in the societal context were carried into, and reflected in, the workplace. Additionally, beliefs related to organizational discrimination were found to be amplified or minimized depending on organizational culture; specifically, organizations dominated by culture norms reflecting behaviors related to individual security needs predicted higher levels, and culture norms reflecting behaviors related to meeting employee satisfaction needs predicted lower levels of perceived organizational discrimination. Originality/value This paper tested theoretical frameworks debated in the literature by exploring beyond institutional boundaries in the study of perceived discrimination by exploring perceived societal discrimination as an antecedent to perceived organizational discrimination. This project also is the first study (to authors’ knowledge) to investigate the impact of organizational culture on perceived organizational discrimination.
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Dissertations / Theses on the topic "Assessing organizational culture"

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Bischoff, Lena. "Organizational culture persistence versus change : How organizational culture is interpreted and formulated in the work life of a company with a cultural focus." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-67408.

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Background:  Organizational culture is one of the most prominent topics in academia and has gained its status due to the transferability from academia into managerial practice. Today, organizational culture has become an institutionalized topic and scholars call for a need to revive the topic (Chatman & O'Reilly, 2016). Inconsistency with organizational culture and organizational vision, external market pressure and a changing composition of the workforce ask to adapt organizational culture to current times. Research question: How is culture formulated and the evolution of cultural values interpreted in the work life of a company with a cultural focus? Purpose: The purpose of this thesis is to describe how a multinational company with a strong focus on the management of culture and values re-interprets their core cultural values in the face of modernization and internationalization. At the same time, the preservation of the cultural core is investigated by looking at how culture is expressed at the case company. Method: The research design of this study is a qualitative case study with the collection of empirical data through interviews, observations, and organizational documents. Abductive reasoning was employed to serve the exploratory layout of the study. A constructivist ontological and interpretivist epistemological position was taken. Quality criteria, relevant for qualitative research studies were considered. Conclusion: The findings of my study show that organizational culture change and preservation ask for a differentiated point of view between promoted modification in cultural content such as formalized communication, and the degree of modification in cultural consensus, behavior and intensity of expression.The data shows a dissonance between communicated and exhibited change, where behavior does not meet the stage of textualized modification. The organizational culture at IKEA is characterized by stability and persistence with a notion of ethnocentricity. It is still expressed and experienced in the same way that it has been for many years despite attempts to reinvigorate it.
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Merican, W. Rohana A. "Organizational culture and change : assessing impact in British Higher Education." Thesis, University of Strathclyde, 1993. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21273.

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This study examines the efforts of British university management to cope with the rapid environmental change experienced during the past fifteen years. Central to these efforts has been the attempt to adopt a more business like approach to management and to inculcate a customer oriented culture amongst staff through training and development. This study explores key assumptions underlying this strategy of change. First, that organization cultures can indeed be managed by development and training initiatives. Second and more specifically, that training can produce the desired attitude towards customers. To do this, the literature on organization culture and change was critically reviewed to establish both a theoretical and empirical bases for the present study. From the review the operational definition of "culture as meaning" was developed and a distinctively eclectic methodological approach was created. Also an additional hypothesis was added, namely that research and instrument design crucially influence the recorded change in attitude and culture indicated by previous studies, that is, the apparent success of intervention was a function of the mode of measurement adopted. The results of the study indicate that, if measurement effects are controlled for, training has no systematic impact at all on attitudes. The key influence on attitude is the total experience of working within a particular organization (the "being there" factor), and that only a holistic approach to organizational development would be feasible. Ad hoc initiatives cannot bring about the desired change.
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Puppatz, Martin [Verfasser], and Jürgen [Akademischer Betreuer] Deller. "Assessing Organizational Culture and Investigating its Link to Organizational Effectiveness / Martin Puppatz ; Betreuer: Jürgen Deller." Lüneburg : Universitätsbibliothek der Leuphana Universität Lüneburg, 2017. http://d-nb.info/1131354249/34.

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Puppatz, Martin Verfasser], and Jürgen [Akademischer Betreuer] [Deller. "Assessing Organizational Culture and Investigating its Link to Organizational Effectiveness / Martin Puppatz ; Betreuer: Jürgen Deller." Lüneburg : Universitätsbibliothek der Leuphana Universität Lüneburg, 2017. http://nbn-resolving.de/urn:nbn:de:gbv:luen4-opus-144408.

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OZGULER, MUSTAFA. "COMPARING AND ASSESSING THE PREPAREDNESS OF POLICE ORGANIZATIONS IN COUNTER-TERRORISM (NETHERLANDS AND UNITED KINGDOM)." Kent State University / OhioLINK, 2008. http://rave.ohiolink.edu/etdc/view?acc_num=kent1219738755.

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Zwaan, Leigh. "Assessing organisational culture in a hospital in the Western Cape." Thesis, University of the Western Cape, 2006. http://etd.uwc.ac.za/index.php?module=etd&action=viewtitle&id=gen8Srv25Nme4_7485_1182227253.

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Organisational culture has been one of the most studied and theorised concepts in organisational development. New ways of working, globalisation, increased competition and change in technology have created a greater need for strategic innovation and co-ordination and integration across units (Schein, 1992). Culture is the single most important factor for success or failure and has the greatest potential to effect organisational improvements or hold it back (Deal &
Kennedy, 1982
Fowler, 2002). Research suggests that organisational culture, its assessment and management is increasingly viewed as a necessary part of healthcare improvements (Scott, Mannion, Davies &
Marshall, 2003). In the health care environment, organisational culture has been associated with several elements of organisational experience and initiatives that contribute to quality, such as nursing care, job satisfaction and patient safety (Boan &
Funderburk, 2003).

In order to implement strategic initiatives or performance improvement interventions, it is important that an organisation understands the current status of its organisational culture. The best way to gain understanding of the culture is by assessing it (Davidson, 2004). 
he aim of the research was to assess the organisational culture of a private hospital in the Western Cape. For the purpose of this study a quantitative methodology adopted used utilising purposive sampling. The sample (n = 221) was inclusive of males and females and comprised of permanent and contract employees extending across the following departments: Human Resources, Patient Administration, Pharmacy, Technical, Support Services and Nursing. The nursing department was the largest representative group of the sample. The sample also included of medi-staff, management and an additional small hospital that reports to the management team. The Denison Organisational Culture Survey was used to gather data for the study. The Survey measures four culture traits, namely, involvement, consistency, adaptability and mission. Descriptive and inferential statistics were used to analyse the data. Results indicated that employees perceived involvement, consistency, adaptability and mission positively. Furthermore, there were no significant differences found for consistency and sense of mission by employees in different departments. There were several limitations of the study. Amongst others, the results cannot be generalised to the broader population of all private hospitals as the findings are unique to the particular organisation. Secondly, the Denison Organisational Culture Survey has only been validated in a financial organisation in South Africa. A recommendation for further research would be to utilise quantitative as well as qualitative methodology to add to the existing body of knowledge.

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Juskiw, Peter. "Assessing the Implementation of Internal Branding Training in the Hotel Industry." ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3689.

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Internal branding (IB) evolved from marketing to engage employees in a company's strategic planning. IB has been studied extensively in the hospitality industry, but not with human resource (HR) departments. The purpose of this phenomenological study was to assess the effectiveness of corporate training designs in instilling IB corporate values in global employees of a multinational hotel chain to determine whether European core values could be transferred across different cultural backgrounds. Structured interviews on IB were conducted with 22 HR practitioners of a luxury hotel chain to capture essential information through the lived experiences of the participants, all of whom were involved in how the design of such training programs can instill corporate core values in employees across national cultures. Transcribed interview responses were analyzed using the simplified Stevick-Colaizzi-Keen method to generate textual and structured descriptions to capture IB from their perspectives. The analysis revealed (a) that the HR employees were sensitive to certain core values that did not readily translate to overall brand and employee loyalty, as well as good company-employee working relationships, and (b) the importance of designing effective yet standardized training materials that addressed cultural differences or could be adapted as needed. These findings can help to promote more effective global brand recognition and provide HR specialists with knowledge to educate trainers about better techniques to deliver training across different cultures and engage employees on core values. Employees will be happier performing their roles, have increased job satisfaction, and demonstrate improved levels of productivity.
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Santoriello, Anthony John. "Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change." PDXScholar, 2015. https://pdxscholar.library.pdx.edu/open_access_etds/2315.

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Extensive research suggests organizations have unique guiding principles, called core values, which play a central role in strategic decision making, sustaining high-performance cultures, and guiding organizational culture change. Although the Competing Values Framework (CVF) has been widely used to identify a standardized set of core values, it has not been used to identify unique core values at a given organizations. Unique core values help to distinguish organizations and drive market success. The present research focused on development of a technique to extend the application of the CVF to identify the core values unique to a given organization. The CVF-based Core Values Identification Technique (CCVI) was developed and empirically tested at three companies. Data collection methods included semi-structured interviews, review of documents, participant observation and the standard CVF-based Organizational Culture Assessment Instrument (OCAI). The data analysis employed grounded theory methods in conjunction with the standard OCAI analysis. The primary research result is the iteratively developed and empirically tested tool, the CCVI Technique. Secondary research results include the identification of unique core values at each of the three participating companies. Lessons learned and the rationale for making modifications to the technique based on the case studies, along with best practices for utilization and opportunities for informing organizational change efforts are discussed.
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Whitely, Ashley Lauren. "Getting To “The Pointe”: Assessing the Light and Dark Dimensions of Leadership attributes in Ballet Culture." Xavier University / OhioLINK, 2017. http://rave.ohiolink.edu/etdc/view?acc_num=xavier1493216425118529.

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Levendal, Arend Randolph Dimitre. "Assessing cultural readiness for lean implementation at an automotive component manufacturer in Port Elizabeth." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/18145.

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Automotive component manufacturers face significant competitive challenges in the global market and are constantly looking for means to improve their competitive advantage. Organisations then often acquire lean tools as an attractive option to achieve this. Research has however highlighted that the underlying “Lean Culture” is what is really necessary for organisations to achieve and maintain a competitive advantage. According to Rother (2010) lean implementation can be seen as a project or an initiation of an on- going development process where learning is taking place. This implementation implies a change in organisational culture from its existing state to a state where it reflects a lean culture. The literature review into Lean highlights the importance of establishing a Lean Culture. This research relied on an existing Lean Culture Causal Framework to assess cultural readiness for lean implementation at an automotive component manufacturer in Port Elizabeth (Company X). This was done utilising an empirical study which relied on an existing questionnaire associated with the said Lean Culture Causal Frame work. This Framework focuses on four broad categories of leadership actions; Awareness, Engagement, Consistency and Accountability.
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Books on the topic "Assessing organizational culture"

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Safety culture: Assessing and changing the behaviour of organisations. Surrey, England: Ashgate, 2010.

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Association, American Medical, and Coker Group, eds. Assessing and improving staffing and organization. Chicago: AMA Press, 2000.

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Bouthillier, France. Assessing competitive intelligence software: A guide to evaluating CI technology. Medford, N.J: Information Today, 2003.

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Rubin, Gary A. Fraud risk checklist: A guide for assessing the risk of internal fraud. Florham Park, N.J: Financial Executives Research Foundation, 2007.

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Hermans, Hubert, ed. Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1.

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Hemmelgarn, Anthony L., and Charles Glisson. Understanding and Assessing Organizational Social Context (OSC). Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780190455286.003.0003.

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This chapter describes the OSC measurement system. The OSC measure assesses culture, climate, and worker attitudes as the key components of OSC. Including multiple dimensions of culture and climate, the OSC measure provides a personality profile of organizations based on the responses of direct service providers within the work units that are assessed. Empirically derived, the dimensions and resulting measurement profiles allow users to assess the health of their organization’s social context using national norms for behavioral health and social service organizations. The authors explain the use of the OSC measure in their ARC organizational improvement process, and they integrate research and case examples to illustrate how the OSC measure can be applied for organizational assessment and change efforts. These efforts include using social context profiles to identify targets for change, action plans, and objectives to achieve within organizational development efforts.
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O'Reilly, Charles A. People and organizational culture: A profile comparison approach to assessing person-organization fit. 1991.

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Chidester, Thomas R. Creating a Culture of Safety. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199366149.003.0008.

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Safety culture focuses on who is responsible in what ways for patient safety, ranging from individuals and teams performing critical duties on the front lines to the context within which work takes place, and high-level organizational priorities. Though it is a recent concept, it represents growth in the understanding of accident causation, and offers additional and potentially more broadly effective preventive actions. Key concepts include organizational commitment, operational interactions, formal and informal safety indicators, and safety behaviors and outcomes. Measurement can be accomplished through benchmarked surveys, case analysis, field observation, and examination of procedures, manuals, newsletters, brochures, and performance evaluation criteria for their safety focus. Intervening to improve safety culture requires assessing an organization’s current state, communicating safety and minimizing patient risk as a core value in a methodical and sustained manner, deploying and monitoring standardized procedures by workgroup, establishing feedback systems, and reporting progress in safety alongside economic progress.
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Packard, Thomas. Organizational Change for the Human Services. Oxford University Press, 2021. http://dx.doi.org/10.1093/oso/9780197549995.001.0001.

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This book presents an evidence-based conceptual framework for planning and implementing organizational change processes specifically focused on human service organizations (HSOs). After a brief discussion of relevant theory and a review of key challenges facing HSOs that create opportunities for organizational change, a detailed conceptual framework outlines an organizational change process. Two chapters are devoted to the essential role of an organization’s executive or other manager as a change leader. Five chapters cover the steps of the change process, beginning with identifying a problem or change opportunity; then defining a change goal; assessing the present state of the organization (the change problem and organizational readiness and capacity to engage in change); and determining an overall change strategy. Twenty-one evidence-based organizational change tactics are presented to guide implementation of the process. Tactics include communicating the urgency for change and the change vision; developing an action system that includes a change sponsor, a change champion, a change leadership team and action teams; providing support to staff; facilitating the development and approval of ideas to achieve the change goal; institutionalizing the changes within organizational systems; and evaluating the change process and outcomes. Four case examples from public and nonprofit HSOs are used to illustrate change tactics. Individual chapters cover change technologies and methods, including action research; team building; conflict management; quality improvement methods; organization redesign; organizational culture change; using consultants; advancing diversity, equity, inclusion, and social justice; capacity building; implementation science methods; specific models, including the ARC model; and staff-initiated organizational change.
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Hermans, Hubert. Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations. Springer, 2016.

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Book chapters on the topic "Assessing organizational culture"

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König, Jutta, and Kate Clarke. "Dialogical Culture Coaching." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 115–32. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_7.

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Jawad, Wasnaa Kadhim. "Assessing an Organization Security Culture Based on ENISA Approach." In Advances in Intelligent Systems and Computing, 30–38. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-71187-0_3.

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van de Loo, Richard. "SCM-Organization: A Method for Assessing and Facilitating Organization Dialogue and Development." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 153–72. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_9.

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Nir, Dina. "Becoming the Leader of Your Decisions." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 1–17. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_1.

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Visser, Harmien. "Self-Confrontation Method: Assessment and Process-Promotion in Career Counselling." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 19–36. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_2.

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Lengelle, Reinekke. "What a Career Coach Can Learn from a Playwright: Expressive Dialogues for Identity Development." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 37–53. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_3.

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Konopka, Agnieszka, and Wim van Beers. "Compositionwork: A Method for Self Exploration and Development." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 55–73. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_4.

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van Loon, Rens, and Tessa van den Berg. "Dialogical Leadership." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 75–93. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_5.

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Krotofil, Joanna. "The Personal Position Repertoire method and Focus Group Discussion." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 95–113. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_6.

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Zomer, Peter. "The Team Confrontation Method (TCM)." In Assessing and Stimulating a Dialogical Self in Groups, Teams, Cultures, and Organizations, 133–51. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-32482-1_8.

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Conference papers on the topic "Assessing organizational culture"

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Balthazard, P. A., and R. A. Cooke. "Organizational culture and knowledge management success: assessing the behavior-performance continuum." In 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265577.

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Jean, Mark S., and Laura P. Zaleschuk. "Safety Culture Assessment and Continuous Monitoring Approach." In 2018 12th International Pipeline Conference. American Society of Mechanical Engineers, 2018. http://dx.doi.org/10.1115/ipc2018-78150.

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Safety culture is not a new concept, with origins dating back to 1986 and the Chernobyl nuclear disaster.[1] The recognition of safety culture in organizations and its influence on incidents has been growing, with gaps in safety culture having been cited as a major contributory factor to recent failures in the oil and gas industry including the Piper Alpha event nearly a quarter of a century ago and was most recently identified as a causal factor in the 2010 Deepwater Horizon disaster.[2] Many different approaches have been developed to measure and assess organizational attitudes and behaviours, with the goal of improving safety culture. Traditional approaches for measurement have focused on: ▪ Questionnaires or surveys. ▪ Interviews. ▪ Observations. ▪ Focus groups. ▪ Document analysis. While these approaches have provided valuable information regarding safety culture, more progressive approaches are being considered by leading companies. The establishment of Safety Culture Indicators and Continuous Monitoring as a method for improving safety culture is becoming more prevalent. This new approach enables companies to leverage the management systems that already are in place for managing their increasingly complex operating environments. Regulators have recognized this too and are beginning to recommend that continuous monitoring be included in a company’s toolbox as an additional approach to assessing internal safety culture. This paper describes a comprehensive safety culture maturity model created to provide organizations with a method to review their management system and assess their existing safety culture. The assessment aids the development of a suite of organization-specific indicators to facilitate application of a continuous monitoring approach for ongoing improvement of safety culture.
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Georgiadou, Anna, Spiros Mouzakitis, and Dimitrios Askounis. "Towards Assessing Critical Infrastructures’ Cyber-Security Culture During COVID-19 Crisis: A Tailor-made Survey." In 6th International Conference on Computer Science, Engineering And Applications (CSEA 2020). AIRCC Publishing Corporation, 2020. http://dx.doi.org/10.5121/csit.2020.101806.

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This paper outlines the design and development of a survey targeting the cyber-security culture assessment of critical infrastructures during the COVID-19 crisis, when living routine was seriously disturbed and working reality fundamentally affected. Its foundations lie on a security culture framework consisted of 10 different security dimensions analysed into 52 domains examined under two different pillars: organizational and individual. In this paper, a detailed questionnaire building analysis is being presented while revealing the aims, goals and expected outcomes of each question. It concludes with the survey implementation and delivery plan following a number of pre-survey stages each serving a specific methodological purpose.
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Masrek, Mohamad Noorman. "Assessing information security culture: The case of Malaysia public organization." In 2017 4th International Conference on Information Technology, Computer, and Electrical Engineering (ICITACEE). IEEE, 2017. http://dx.doi.org/10.1109/icitacee.2017.8257663.

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Thoring, Katja, Roland Mueller, and Petra Badke-Schaub. "Assessing and Changing an Organization’s Innovation Culture with the Workspace Catalyst Canvas." In Hawaii International Conference on System Sciences. Hawaii International Conference on System Sciences, 2020. http://dx.doi.org/10.24251/hicss.2020.052.

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Drozdov, Nikita. "Algorithm For Assessing The Extra-Sectoral Effect Of Improving Organization Quality." In SCTCMG 2019 - Social and Cultural Transformations in the Context of Modern Globalism. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.12.04.105.

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Senja, Novel Risca Puspita, and Bambang Pharmasetiawan. "Assessing the relationship among alignment business and information technology, organization culture, and information technology effectiveness." In 2017 International Conference on ICT For Smart Society (ICISS). IEEE, 2017. http://dx.doi.org/10.1109/ictss.2017.8288885.

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Martinčević, Ivana, Vesna Sesar, and Vjekoslav Kolar. "Risk management in the function of increase quality of banking operations." In Kvaliteta-jučer, danas, sutra (Quality-yesterday, today, tomorrow), edited by Miroslav Drljača. Croatian Quality Managers Society, 2021. http://dx.doi.org/10.52730/zgke9767.

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Abstract: Risk management is an indispensable part of the financial market and banking sector and consists of the identification of various forms of risk to which banking operations are exposed. Accelerated and constant market development, globalization and internationalization of the market and new technologies bring new challenges but also risks. Risk management in today's dynamic environment brings with it numerous obstacles but also poses new challenges and opportunities for companies, which implies the establishment of appropriate corporate management and risk culture. Through an adequate and appropriate risk management system tasks and responsibilities of the supervisory and management body and senior management, the system of internal controls, control functions, organizational chart and tasks of individual organizational parts and functions are defined. The banking sector and banking operations are exposed to many risks where several risks occur simultaneously, there is no risk that is only one or placement that carries only one risk, while an additional problem that the bank faces is the quantification of risk. Identifying, measuring, assessing, managing, monitoring and reporting on risks implies defining a risk management strategy which defines the basic guidelines for medium-term risk assumption and the development of risk management and control systems. The risk management strategy is aimed at defining a set of basic standards for sustainable and effective management and control of all identified risks to which the bank is or could be exposed in its operations, taking into account the quality of implementation and compliance with business plans and objectives. The aim of this paper is to present the potential risks that arise in regular banking operations and to show banks risk management system in order to increase the quality of bank operations. Sažetak: Upravljanje rizicima neizostavan je dio financijskog tržišta odnosno bankarskog sektora, a sastoji se od identifikacije različitih oblika rizika kojim je izloženo bankarsko poslovanje. Ubrzani i konstantni razvoj tržišta, globalizacija i internacionalizacija tržišta, nove tehnologije sa sobom nose nove izazove ali rizike. Upravljanje rizicima u današnjem dinamičnom okruženju nosi sa sobom brojne prepreke ali i stavlja pred poduzeća nove izazove i prilike što podrazumijeva uspostavu odgovarajućeg korporativnog upravljanja i kulture rizika. Upravo kroz adekvatan i odgovarajući sustav upravljanja rizicima definiraju se uloge, zadaci i odgovornost nadzornog i upravljačkog tijela i višeg rukovodstva, sustav unutarnjih kontrola, kontrolne funkcije, organizacijska shema i poslovi pojedinih organizacijskih dijelova i funkcija. Bankarski sektor i bankarsko poslovanje izloženo je mnogobrojnim rizicima gdje se nekoliko rizika javlja istovremeno, ne postoji rizik koji je samo jedan ili plasman koji sa sobom nosi samo jedan rizik dok je dodatni problem s kojim se banka susreće kvantifikacija rizika. Utvrđivanje, mjerenje, procjenjivanje, ovladavanje, praćenje i izvještavanje o rizicima podrazumijeva definiranje strategije upravljanja rizicima kojom se definiraju osnovne smjernice za srednjoročno preuzimanje rizika te razvoj sustava upravljanja i kontrole rizicika. Strategije upravljanja rizicima usmjerena je na definiranje skupa osnovnih standarda za održivo i učinkovito upravljanje i kontrolu svih identificiranih rizika kojima banka je ili bi mogla biti izložena u svojem poslovanju, vodeći računa o kvaliteti primjene i usklađenosti istih s poslovnim planovima i ciljevima organizacije. Cilj ovog rada je izložiti potencijalne rizike koji se javljaju u redovnom bankarskom poslovanju i prikazati načine na koje se banka nosi s njima, odnosno upravljanja rizicima u funkciji povećanja kvalitete poslovanja.
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Šliogerienė, Jūratė, and Tatjana Vilutienė. "The evaluation model of public buildings’ management efficiency with emphasis on social aspect." In Sustainable Decisions in Built Environment. VGTU Technika, 2019. http://dx.doi.org/10.3846/colloquium.2019.010.

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Today, state enterprises and municipalities are concerned about the non-effective use of public buildings. The optimization of their quantity, efficient management by ensuring rational use of resources and protecting the societal needs are complex tasks, therefore require the decisions, which based on the application of new knowledge. The article proposes a new knowledge-based management model, an original set of criteria for assessing the efficiency of public buildings use. The task of applying this original criteria system for assessing the efficiency of the use of cultural buildings of the exact municipality has been solved. With the help of the new model, municipalities will expand the possibilities for impartial decision-making and evaluate the efficiency of end-use of buildings with respect to social benefit criteria. The results are applicable to public sector organizations, especially for municipalities with particular problems associated with the management of a large number of public assets
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Arijs, Hilke. "I value, you value, we value… but what’s the value?" In SOIMA 2015: Unlocking Sound and Image Heritage. International Centre for the Study of the Preservation and Restoration of Cultural Property, 2017. http://dx.doi.org/10.18146/soima2015.2.09.

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Today‚ audiovisual collections account for a large portion of the world’s memory. They are part of museums, serve as research documents for various types of scientific institution, register history and provide us with a tangible witness of our most precious memories. Even though sound and image collections are generally accepted as being part of our cultural heritage, determining how to open such collections to a large audience is far from simple. Although value and signi cance assessments are increasingly used as collection management tools, they are labour intensive and organizationally demanding activities for collection managers and institutions. Nevertheless such assessments are vital to ensure proper collection management today and in the future. Likewise they provide us with an excellent tool in communicating about audiovisual collections, prioritizing in case of digitization and rendering their management comprehensible. This paper outlines a three-step methodology designed to facilitate assessing value in audiovisual collections.
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Reports on the topic "Assessing organizational culture"

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Black, Anne E., and Brooke Baldauf McBride. Assessing high reliability practices in wildland fire management: an exploration and benchmarking of organizational culture. Ft. Collins, CO: U.S. Department of Agriculture, Forest Service, Rocky Mountain Research Station, 2013. http://dx.doi.org/10.2737/rmrs-rn-55.

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Santoriello, Anthony. Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change. Portland State University Library, January 2000. http://dx.doi.org/10.15760/etd.2312.

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