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Relevant bibliographies by topics / Organization

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Academic literature on the topic 'Organization'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 December 2024

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Journal articles on the topic "Organization"

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Ahrne, Göran, and Nils Brunsson. "Organization outside organizations: the significance of partial organization." Organization 18, no. 1 (September 21, 2010): 83–104. http://dx.doi.org/10.1177/1350508410376256.

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Mackenzie, Kenneth D. "THE ORGANIZATION OF ORGANIZATIONS." International Journal of Organizational Analysis 9, no. 2 (February 2001): 116–48. http://dx.doi.org/10.1108/eb028930.

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Ackroyd, Stephen. "Organization Contra Organizations: Professions and Organizational Change in the United Kingdom." Organization Studies 17, no. 4 (July 1996): 599–621. http://dx.doi.org/10.1177/017084069601700403.

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Professions in the United Kingdom have been periodically marginalized and their growth suspended, but they have shown considerable capacity to adapt. The evolution of 'new model' professions at the end of the last century and the beginning of the present one, which occurred without governmental regula tion or patronage, was associated with the development of an effective and independent form of occupational organization for professional groups. This organization combines control of the labour market with informal cooperation and control within employing organizations, and is identified as a form of occupational 'double closure'. It is characteristic for occupations organized in this sort of way to become encapsulated groups or quasi organizations within formal organizations. This argument is developed in the body of the paper through a consideration of the contemporary situation of professionals in man ufacturing industry and the public services, where new model professions have established themselves firmly in the present century, and where there are some very similar informal structures. The influence of current social and economic change on these forms of professional organization is then discussed, and it is argued that although they are clearly embattled in some of the areas of their traditional strength, because of their developed organizational attributes, professional groups are likely to persist. Contemporary management of profes sional services is not without difficulty in these circumstances; and, in areas where professions are well-established, re-organization is taking place round encapsulated professional groups rather than by re-constructing them. Despite some superficial similarities, therefore, the management of services is different between traditional professional services and newer commercial ones. More over, if the account of professional self-organization developed here is a reli able guide, in the longer term we may expect it to extend to new services, despite current differences in their organization and forms of managerial control.

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CZAJA, Sally J. "Organizational Commitment? What Organization?" Japanese Journal of Administrative Science 13, no. 2 (1999): 63–70. http://dx.doi.org/10.5651/jaas.13.63.

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Phillips, Dennis D. "The Organizational Communication Organization." Speech Communication Teacher 5, no. 4 (August 31, 1991): 12–13. http://dx.doi.org/10.1080/29945054.1991.12289375.

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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31

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Yi-wei, Chu, and Ho Meng-chian. "Dynamics in Organization: Comparison Study of Learning Organization with Adaptive Organizations." Journal of Asian Multicultural Research for Social Sciences Study 2, no. 1 (February 2, 2021): 1–6. http://dx.doi.org/10.47616/jamrsss.v2i1.85.

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This article discusses the dynamics in organizations, specifically about the comparison of organizational learning with adaptive organizations. This study used a survey method by relying on observational reviews of Organizations X and Y. Data collection was carried out on all staff from 2 organizations totaling 100 people each, 50 respondents each. The results showed the level of activity in the use of Organizational Technology, especially during the COVID-19 era, the role of information technology was a challenge and an opportunity for organizational performance owners to adapt so that their organizational performance could remain productive and effective. The results showed that the dynamics of the organization require adaptive technology, information technology has an influence on organizational development. This condition requires organizations to continue to learn and provide training in accordance with the times, this is certainly relevant to the concept of learning organization with the impact that requires organizations to acquire and transfer organizational knowledge to individuals in the organization.

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Nagaldinne, Madan, and Shweta Shukla. "Organization Structures in new age Organization and Organizations of the Future." NHRD Network Journal 5, no. 2 (April 2012): 46–51. http://dx.doi.org/10.1177/0974173920120208.

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Prichard, Craig. "The Organization of Organizational Discourse." Management Communication Quarterly 20, no. 2 (November 2006): 213–26. http://dx.doi.org/10.1177/0893318906291979.

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Budzak, Danny. "The organization of organizational knowledge." Business Information Review 30, no. 4 (December 2013): 183–90. http://dx.doi.org/10.1177/0266382113520381.

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Dissertations / Theses on the topic "Organization"

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Warren, Taryn R. "Person-organization fit and organizational outcomes." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/29186.

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Strain-Bell, Sheila L. "Organizational conflict : in a performing arts organization." Thesis, Massachusetts Institute of Technology, 1985. http://hdl.handle.net/1721.1/77674.

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Thesis (M.C.P.)--Massachusetts Institute of Technology, Dept. of Urban Studies and Planning, 1985.
MICROFICHE COPY AVAILABLE IN ARCHIVES AND ROTCH.
Bibliography: leaves 161-165.
by Sheila L. Strain-Bell.
M.C.P.

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Harris, Cheryl Lynne. "Collaboration for Organization Success: Linking Organization Support of Collaboration and Organization Effectiveness." Thesis, University of North Texas, 2005. https://digital.library.unt.edu/ark:/67531/metadc4962/.

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What does it take for organizations to support people working together effectively? What does it mean for an organization to be effective? Does successful collaboration lead to more effective organizations? This study explored these questions both theoretically and empirically in an effort to help organizations understand the most important aspects to consider when attempting to achieve collaboration for organization success. The purpose of this study was to fill some of the gaps in the research by taking a broad, holistic approach to exploring the context required to support collaboration at levels of organizations broader than the team and exploring the links between organization support of collaboration and organization effectiveness. In preparation for the current study, the Organization Support of Collaboration model was developed to identify the broad organization design elements that are required to support collaboration. The Organization Effectiveness model was created to provide a holistic view of what it takes for an organization to be considered effective. The present study empirically validated these models and explored the links between them. Data was collected via a web-based questionnaire administered to a broad sample of individuals who work in organizations. Results supported a model of Organization Support of Collaboration with six factors (Connect to the Environment, Craft a Culture of Collaboration, Understand Work Processes, Design Using an Array of Structures, Build Shared Leadership, and Align Support Systems) and a model of Organization Effectiveness with six factors (Performance, Employee Involvement, Flexibility, Customer Satisfaction, New Customer Development, and Treatment of People). Connect to the Environment predicted five of the six Organization Effectiveness factors, and Craft a Culture of Collaboration predicted four of the six, notably with a connection to Performance. For the predicted relationships between the models, nine hypotheses were supported, six were not supported, and three unexpected significant relationships were found. Implications for practice and future directions are recommended.

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Borchert, R. Alistair. "Organizational fitness of a proposed network centric organization." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1998. http://handle.dtic.mil/100.2/ADA358976.

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Thesis (M.S. in Systems Technology) Naval Postgraduate School, December 1998.
"December 1998." Thesis advisor(s): Carl R. Jones, John H. Gibson. Includes bibliographical references (p. 129-131). Also available online.

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Fonseca, Rivera Cherisse. "Public Perceptions of Organizational Culture and Organization-Public Relationships." Scholar Commons, 2011. http://scholarcommons.usf.edu/etd/3105.

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Almost 30 years ago, public relations scholars began to process the idea that the concept of culture was important to public relations practices. In particular, scholars questioned what influence culture might have on the communication process and relationship building between organizations and their stakeholders. Yet, today culture is still an understudied concept in the public relations literature. The purpose of this study is to analyze how of organizational culture, as defined by Sriramesh, J. E. Grunig, and Dozier (1996), is significant to the relationship outcomes in public relations. The theoretical framework for this study consists of organizational culture theory and organization-public relationship theory. A quantitative survey was used to measure an external public's perceptions of organizational culture and organizational-public relationships within an academic department. The research measures of authoritarian/participative culture to determine how it is related to the dimensions of organizational-public relationships, including control mutuality, trust, satisfaction, commitment, communal relationships, and exchange relationships. The results suggest how an organization can utilize perceptions of organizational culture and relationship management from external publics to develop and implement effective communication strategies.

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SA, VANESSA BURJACK MARANHAO GOMES DE. "ORGANIZATION FIT AND SOCIALIZATION ORGANIZATIONAL: A CASE S STUDY." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2012. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=21541@1.

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Este estudo teve como objetivo analisar se os valores transmitidos pela Companhia foram internalizados pelos empregados. Foi realizado um estudo de caso em uma empresa de economia mista cujo processo de recrutamento e seleção ocorre via concurso público. Os recém-chegados passam por um período de iniciação, conhecido por Ambientação, a partir do qual valores, comportamentos e normas da Empresa são transmitidos. Depois, participam do Curso de Formação com o objetivo de alinhar conhecimentos básicos e técnicos. Em seguida, ocorre a alocação efetiva na área, a partir da qual os empregados passam a ter contato mais direto com a cultura da Empresa. Durante este estudo, foram realizadas dezesseis entrevistas em profundidade, com empregados que já possuem aproximadamente seis anos de casa e que participaram juntos da Ambientação e do Curso de Formação, objetivando verificar se as táticas de socialização contribuíram para alinhar as expectativas dos empregados às necessidades da Empresa bem como os valores individuais aos valores organizacionais. Os principais resultados da pesquisa sugerem: a) com base nas expectativas dos entrevistados, os empregados ao aceitarem entrar na empresa, enxergavam que poderiam se encaixar no perfil desejável pela Companhia; b) com relação aos valores declarados explicitamente pela Companhia, especialmente, durante a Ambientação e o Curso de Formação, os entrevistados, em geral, compartilham desses valores. Nesse caso, o processo de socialização teve seu papel fundamental em prol do alinhamento cultural; c) com relação aos valores não explícitos, mas presentes na Cultura da Companhia há divergência entre os valores individuais e os organizacionais. A Companhia - ainda que defenda que privilegia competências técnicas, transparência, mobilidade e meritocracia - na prática - apresenta práticas organizacionais diferentes do Discurso.
With this study, we try to analyze if the employees learned about the organizational values. A case s study was conducted in a Brazilian mixed economy Company, where the recruiting process occurs by a public contest. The new employees have to go through a period of initiation, known as Ambientação, from which values, behaviors and rules are transmitted by the Company. Afterwards, they have a training course to get acquaintance with basic and technical issues. Then, they start working on a specific area where, for the first time, they really have contact with the Company s culture. During this study, there have been 16 in-depth interviews with the newcomers who have already worked for 6 years in the Company and attended the same training course when they joined the organization. These interviews were the instrument to measure if the socialization tactics were sufficient to achieve the expectations of the newly employees and the Company needs and also the individual values and organizational values. The results that were achieved suggest: a) based on the employees expectations, they figured that they could fit the company s employees profile; b) according to the Company s explicit values informed during Ambientação and the Training Course the employees accept these values. In this case, the socialization process was important to the cultural alignment; c) concerning the inexplicit values, there is some disagreement between individual and organizational values. The Company although defends technical practices, transparency, mobility and meritocracy really uses different organizational practices.

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Larsson, Tatiana. "Communication in Organizational Change : Case of a public organization." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2020. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-96613.

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Communication is usually seen as a tool for success with organizational change. What makes communication so important is that it lays the foundation for the understanding and perception of the organization and the process of change. This study is about communication between the manager and the employee at times of change. The purpose of this study is not primarily to streamline communication in organizational change, but first and foremost to understand how communication works, what perceptions and reactions create communication between both the manager and the employee. The most important lessons come from six people: three managers and three employees' experiences and perceptions of communication in organizational change in a public organization. In this study, I explore how managers and employees perceive organizational change, what roles they have in change itself, how their communication works. Here I also discuss what it means to lead change for a manager and to follow the leader for an employee. The results of this study show that there are uncertainties in communication and the desire to improve it. Thanks to this study, it is possible to understand how a lack of communication affects the employee in organizational change, while good communication creates the conditions for successful organizational change.

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Young, Lester, Thomas Lee II Harris, and Thomas E. Reynolds. "Organizational strategic planning and execution: should governmental organizations rely on strategic planning for the success of the organization." Monterey, California. Naval Postgraduate School, 2007. http://hdl.handle.net/10945/10230.

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Joint Applied Project
Strategic planning in both Government and private organizations is a standard practice for improving the organization's overall performance. However, there are several studies that indicate the effectiveness of the strategic planning and execution process in private industry is questionable in many cases and for various reasons. At times, the utilization of this tool yields positive results in many companies and organizations. On the other hand, the strategic plan is not utilized and becomes a costly paperweight on a table in the executive suite. Nonetheless, Government agencies have embraced the private sector's ideology of employing the strategic plan and have plowed headlong into the use of this methodology. The goal is to provide the organization with a tool that could help change or improve the direction of the organization. This project examines the implementation of strategic planning in several Government organizations that lacked the requisite direction and vision necessary to improve their performance. Accordingly, this research uncovers difficulties that some Government (Federal) agencies experienced before the implementation of strategic planning. We made note of the strong leadership and visioning that was key in guiding some of the organizations through the development of the strategic planning process. Overall, this project focuses on factors that led to new directions for Government organizations that were in dire need of this tool. It also focuses on the relationship between these factors and the degree of publicness of the agencies, and points out and describes techniques used by Federal agencies to overcome those difficulties and improve their performance.

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King, Ivis Renee. "Organization Sustainability Strategies among Small Nonprofit Organizations in Metropolitan Atlanta." DigitalCommons@Robert W. Woodruff Library, Atlanta University Center, 2017. http://digitalcommons.auctr.edu/cauetds/87.

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The primary purpose of this study is to explore financial management strategies among administrators of small nonprofit social services organizations. This study addresses the gap in empirical literature with a specific focus on small nonprofit organizations. This study avers that the available literature on social service organizations is fundamentally flawed. It argues for a reevaluation of the available literature based on apparent errors in methodology and research design. The literature reveals that nonprofit organizational empirical research excludes small nonprofit organizations and disproportionately presents a representation of large- and medium-sized nonprofit organizations as the norm for social service organizational financial operations. Previous studies that explore nonprofit organizational sustainability select organizations with annual revenues or assets at a minimum of $100,000. Furthermore, the empirical research excludes small non-profit organizations by design and offers findings that include generalizations that are erroneously attributable to all nonprofit organizations. This dissertation outlines the aforementioned errors in the first two chapters. In order to appropriately investigate the aforementioned, this study draws upon the Afrocentric Perspective to supplement the dominate focus of the available literature on small nonprofit financial management. In chapter three, this study explains the study’s design rationale and presents this study’s significance to the field of social work administration. Additionally, chapter three elucidates this study’s contributions to nonprofit social service organizational research and knowledge. The research questions consider possible correlations between small nonprofit organizations’ sustainability strategies and social work mangers’ education and experience. The study’s research questions also consider how financial management strategies affect organizational sustainability. The research design notation O occurs through the developed questionnaire titled “Nonprofit Organization Sustainability Survey.” Statistical procedures examined grouped questions by themed content and computed the group variables scales: financial management, business experience, educational influence, organization sustainability strategies, entrepreneur activities, and budget planning. More than two-thirds of respondents reported that they had experiences with establishing a nonprofit organization; however, they are more comfortable working with clients than conducting financial management tasks. Additionally, while nearly all of the respondents believed that they can secure funding for the organization, 60% reported that their organization had challenges with securing funding.

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Karakurum, Muge. "The Effects Of Person-organization Fit On Employee Job Satisfaction, Performance And Organizational Commitment In A Turkish Public Organization." Master's thesis, METU, 2005. http://etd.lib.metu.edu.tr/upload/12606110/index.pdf.

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The notion of person-organization fit (P-O fit) is concerned with identifying the antecedents and consequences of compatibility between employees and the organizations in which they work, as part of interactional psychology. Literature on consequences of P-O fit has demonstrated significant relationships with various individual outcomes. The main purpose of the present study was to examine the effects of P-O fit operationalized as value congruence between the employee and the organization, on job satisfaction, organizational commitment and performance of employees working in a public organization at both individual-level and cross-level analysis by utilizing multiple measures of fit. The secondary purpose was to compare multiple measures of fit in terms of their power in predicting individual outcome variables and investigate the level of association between direct and indirect fit and whether direct fit contributed to prediction over and above indirect fit measures. One hundred and eighty employees of a public organization filled out the questionnaire. Cross-level analysis could not be performed because of inadequate level of agreement between respondents. Results revealed that both direct and indirect fit measures were significant predictors of individual outcome variables at individual-level analysis except for supervisor ratings of task performance and overall performance, which were solely predicted by direct fit. Direct fit was the most consistent and effective predictor of individual outcome variables and made a consistent unique contribution to prediction of outcome variables over and above indirect fit measures. The results and implications of the study were discussed and limitations of the study were addressed.

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Books on the topic "Organization"

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Lapygin, YUriy. Organization theory and organizational behavior. ru: INFRA-M Academic Publishing LLC., 2017. http://dx.doi.org/10.12737/23755.

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Nahavandi, Afsaneh. Organizational behavior: The person-organization fit. Upper Saddle River, N.J: Prentice Hall, 1999.

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G, March James, ed. Handbook of organizations. New York: Garland Pub., 1987.

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Child, John, ed. Organization. Chichester, United Kingdom: John Wiley and Sons Ltd, 2015. http://dx.doi.org/10.1002/9781119176862.

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Brown, Brown Wilfred. Organization. Aldershot: Gower, 1986.

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Arndt, Sorge, ed. Organization. London: Thomson Learning, 2002.

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Ahrne, Göran, and Nils Brunsson, eds. Organization outside Organizations. Cambridge University Press, 2019. http://dx.doi.org/10.1017/9781108604994.

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Brunsson, Nils, and Mats Jutterström. Markets, Organizations, and Organization. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198815761.003.0001.

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Formal organizations and markets constitute the basic forms of the economy. In social science a sharp distinction has usually been made between these forms, even treating them as opposites, and the study of them has been concentrated in different disciplines. We argue that such a perspective is rarely useful. Markets and organizations share at least one characteristic: they are both organized. We define market and organization and describe how markets and formal organizations are connected and similar in several respects. We present questions about the organization and reorganization of markets that will be discussed in the book, and the way we have used empirical examples in our analyses. Finally, we provide an overview of the rest of the book.

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Barnes, M. Company Organization (RLE: Organizations). Routledge, 2013. http://dx.doi.org/10.4324/9780203547861.

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O'Shaughnessy, John. Business Organization (RLE: Organizations). Routledge, 2013. http://dx.doi.org/10.4324/9780203623534.

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Book chapters on the topic "Organization"

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Tschacher, W., and E. J. Brunner. "Organization and Self-Organization." In Springer Proceedings in Physics, 382–91. Berlin, Heidelberg: Springer Berlin Heidelberg, 1992. http://dx.doi.org/10.1007/978-3-642-84781-3_20.

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Braschler, Martin, Thilo Stadelmann, and Kurt Stockinger. "Organization." In Applied Data Science, 99–100. Cham: Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-030-11821-1_7.

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Maier, Ronald. "Organization." In Knowledge Management Systems, 404–45. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24779-1_13.

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Maier, Ronald. "Organization." In Knowledge Management Systems, 133–230. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-24779-1_6.

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Taylor, Calvin. "Organization." In Performance Perspectives, 176–201. London: Macmillan Education UK, 2011. http://dx.doi.org/10.1007/978-0-230-35680-1_7.

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Duncan, Christopher. "Organization." In Unite the Tribes, 115–36. Berkeley, CA: Apress, 2012. http://dx.doi.org/10.1007/978-1-4302-5111-8_7.

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Bac, Mehmet. "Organization." In Encyclopedia of Law and Economics, 1537–42. New York, NY: Springer New York, 2019. http://dx.doi.org/10.1007/978-1-4614-7753-2_358.

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Bac, Mehmet. "Organization." In Encyclopedia of Law and Economics, 1–7. New York, NY: Springer New York, 2014. http://dx.doi.org/10.1007/978-1-4614-7883-6_358-1.

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Koskinen, Kaj U. "Organization." In Knowledge Production in Organizations, 7–11. Heidelberg: Springer International Publishing, 2013. http://dx.doi.org/10.1007/978-3-319-00104-3_2.

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Duncan, Christopher. "Organization." In UNITE THE TRIBES, 87–106. Berkeley, CA: Apress, 2013. http://dx.doi.org/10.1007/978-1-4302-5873-5_6.

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Conference papers on the topic "Organization"

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Zakaitė, Ernesta, and Rita Jakutienė. "Analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the social network Facebook." In Applied Scientific Research. Šiaulių valstybinė kolegija / Higher Education Institution, Lithuania, 2023. http://dx.doi.org/10.56131/tmt.2023.2.2.164.

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In a modern organization, successful communication is an extremely important process in order to achieve set goals and aspirations. Proper communication can contribute to the formation of the image, the organization's marketing strategy, reaching target audiences, maintaining relations with the public, and attracting sponsors. The growing popularity of social networks encourages organizations to use this tool more and more actively and communicate in an interactive space. The article analyzes the concept of communication, types, channels and tools of organizational communication. The concept of social networks and their benefits for organizational communication are clarified. A practically conducted quantitative study presents an analysis of the communication of the non-governmental organization "Unikalus gyvenimas" on the Facebook social network. The study revealed how respondents evaluate the communication of "Unikalus gyvenimas" on the social network Facebook, conclusions and recommendations are presented. Keywords: organizational communication, external communication, social networks, Facebook.

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Mazin, Aleksandr, Aleksandr Egorshin, Irina Guskova, and Anna Troitskaya. "Attractiveness of the organization for highly qualified employees: indicator and key organizational factors." In Human resource management within the framework of realisation of national development goals and strategic objectives. Dela Press Publishing House, 2022. http://dx.doi.org/10.56199/dpcsebm.asvb5574.

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The article is devoted to the analysis of organizational factors that affect the attractiveness of an employing organization for employees with a high level of professional qualification. Such employees must not only be attracted initially, but also be retained further, which requires their desire to cooperate with the employer for a long time. As an indicator of attractiveness, the authors consider the willingness (or unwillingness) of employees, who rated the level of their own professional skills by 4 or 5 points out of 5, to change their current job. Using econometric calculations based on polls conducted by the authors in 2011 and 2018 among employees of organizations in the Nizhny Novgorod region, authors have identified factors that have a statistically significant effect on the indicator of an organization’s attractiveness, and have formulated conclusions and proposals on possible adjustments to the organization’s personnel policy, depending on whether the organization has problems with some of these factors.

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Conger, Dorian S. "Can Safety Culture Be This Important?" In 2014 22nd International Conference on Nuclear Engineering. American Society of Mechanical Engineers, 2014. http://dx.doi.org/10.1115/icone22-31241.

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Organizational culture has been extensively studied since the 1950’s. The research consistently demonstrates that an organization’s culture has a direct and immediate impact on the behaviors of the people working within the organization. For many years, the culture of an organization was not a part of the evaluation process when performance deficiencies or incidents were evaluated. In some instances, organizations were even told specifically that such ‘soft’ issues were not to be considered. Now, it seems that the pendulum has swung completely in the opposite direction. Organizations are encouraged and sometimes even required to consider safety culture contributions to performance problems and accidents/incidents. Few systematic methods exist to evaluate the contributions of safety culture to incident and accidents as part of a root cause analysis. This paper explores several questions related to the importance of safety culture and how it can be evaluated and changed for the betterment of the organization(s) involved. Some of the critical questions are: 1) How is it possible that safety culture has become so important in evaluating the performance of an organization? 2) Whether in terms of deficiencies or accident/incidents — can safety culture be reliably measured, particularly during a root cause analysis? 3) If it can be measured, how can it be changed? 4) Does organizational culture change have to take years to accomplish?

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Andreis, Federico de, and Federico Leopardi. "MEMBERS AND CULTURE, AN INTERWOVEN DICHOTOMY IN ORGANIZATIONS." In 5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times. Association of Economists and Managers of the Balkans, Belgrade, Serbia, 2021. http://dx.doi.org/10.31410/eman.2021.325.

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This thematic review discusses how Organizational Culture can develop and improve Human Resource Management strategies, procedures and tools to support and motivate new staff to meet organization, management and stakeholder expectations in a changing and competitive environment. Organizations are made by people; their value is created by the staff. Strategies involving human resources should have not only a supportive function, but definitely a central one. Organizational culture represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization. It finds fulfilment in the behaviours, values and relationships that characterize the organization itself, both internally and with the external environment. In the modern organization culture represents a topical issue; it is considered an essential ingredient for the success of companies and organizations. It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational theory, were proposed as a coherent set of fundamental assumptions that a certain group has invented, discovered, or developed within an organization. This research aims to demonstrate how culture could influence the members of organization and, in the same way, that the latter influences culture. Particular attention will therefore be paid to the success of organizations that is also based on this fundamental cultural assumption. Organizational culture, in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be related to the internal environment of the organization. The new human resources are in fact involved in the cultural process of the organization, which, even if not desired, develops anyway. For this rea¬son, attention to new resources must include a continuous approach to organizational culture and the promotion and support of the one which is best suited to organizational objectives.

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Di Maddaloni, Francesco, Roya Derakhshanalavijeh, and Rodney Turner. "FOSTERING JUSTICE AND CARE IN COMPLEX PROJECT SYSTEMS: AN EMPIRICAL STUDY." In 10th IPMA Research conference: Value co-creation in the project society. International Project Management Association, Serbian Project Management Association, 2022. http://dx.doi.org/10.56889/nsev1595.

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While projects are becoming increasingly more complex in their organizational, technological, and environmental dimensions; complex systems are deemed by being unjust by nature. Previous research has suggested that heedful interconnection among the actors of the system can enhance organization’s capability in ethical coping with complexity. However, project-based organizations tend to cope with complexity through developing adaptive capacity within the borders of the organization and marginalizing the demands and concerns of some stakeholders. By investigating the controversial project of Rome Metro Line C and drawing on ethics of care and ethics of justice, this article suggests that coping with complexity is attainable by extending the organization’s border to include all stakeholders of the network. The empirical study proposes that by fostering the interrelation of a broader range of stakeholders with the organization through a decentralized decision making will improve the extended organization’s capability in identifying and absorbing complexity.

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Mukti, Dyah Puspo, and Nidya Dudija. "Organizational Change Dynamics : A Learning Organization Process toward World Class Organization." In 3rd International Seminar and Conference on Learning Organization. Paris, France: Atlantis Press, 2016. http://dx.doi.org/10.2991/isclo-15.2016.15.

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Vrecl, Nike, and Simona Sternad Zabukovšek. "Issues of the Implementation of ERP in Manufacturing Companies." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.33.

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An enterprise resource planning (ERP) solution is a system that combines business functions with the management and organization of data and information. Its purpose is to facilitate the flow of information between all business functions within an organization and to manage the organization’s connections with external stakeholders. Proper information management helps an organization to connect organizational units, which further encourages the process of communication and the immediate exchange of information between members of the organization, thus leading to improved organizational processes and better decision-making at all levels. It is important to be aware of the complexity of implementing an ERP solution. Without the support of top management, a proper business plan and vision, business process transformation, effective project management, user involvement, and education and training, organizations cannot reap the full benefits of such a complex system. For implementation to be successful, it is crucial to consider the critical success factors. Identifying these factors is important as it allows companies successfully implement an appropriate ERP solution. The purpose of this study is to discuss the implementation of ERP solutions in the manufacturing industry. The manufacturing industry has discovered the effectiveness of ERP, however, it also faces some challenges in its implementation.

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Al Majzoub, Khaled, and Vida Davidavičienė. "ORGANIZATION BEHAVIOR CHANGES CAUSED BY INFORMATION AND COMMUNICATION TECHNOLOGIES." In Business and Management 2018. VGTU Technika, 2018. http://dx.doi.org/10.3846/bm.2018.15.

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The development and use of Information and communication technology(ICT) is growing at a rapid speed across the world. The number of internet (as well as other technologies) users increased by 27,750% from 1993 (14 million) until 2017 (3,885,567,619) users according to internetworldstats. ICT is becoming essentials in all organization, and organizations cannot survive or compete without using these technologies. Although some researches were done on the effects of these technologies on organizations behaviours, they still in initial stages. The following article examine the effect of ICT on organizational behaviours, especially on Organizational Design how ICT changes the organizational structure and what are the organizations formed, Intelligence in what way knowledge is created and strategically used, and Decision Making how it will affect the speed and accuracy of decision making. Methods used in the article are scientific literature analysis, synthesis and comparison.

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Abramihin, Cezara. "Human Resource Competitiveness On The Labor Market." In 27th International Scientific Conference “Competitiveness and Innovation in the Knowledge Economy”. Academy of Economic Studies of Moldova, 2024. http://dx.doi.org/10.53486/cike2023.34.

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In this article we highlighted a key aspect of organizational success - the competitiveness of human resources. The statement emphasizes the critical role that human resources play in driving innovation and overall growth within an organization. Let's break down the key points in this statement. The success of an organization relies on having a workforce that is competitive and skilled. The skills and capabilities of the workforce can be cultivated and improved over time, offering a reliable foundation for success. A competitive workforce contributes to the organization's ability to stay ahead in its industry. Employees who are competitive are more likely to think creatively, propose new ideas, and drive the development of innovative processes and products. The connection between human resource competitiveness and scientific/technical innovations is highlighted. Organizations with skilled and competitive employees are better equipped to push the boundaries of what is technologically and scientifically possible. In a competitive environment, organizations need to continuously adapt and evolve, which requires a workforce capable of driving such changes. Competitive workforce is vital for an organization's innovation, growth, and survival. To remain competitive, organizations need to invest in employee development, foster a culture of innovation, and ensure that their workforce is equipped to handle the challenges of a dynamic business environment.

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NEAMȚU, Gheorghe, Aurel Mihail ȚÎȚU, and Petrică TERTEREANU. "Road transport organization, integrated part of knowledge based organizations." In Strategica, 420–33. Faculty of Management - SNSPA, 2023. http://dx.doi.org/10.25019/str/2023.031.

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The scientific work outlines a practical investigation conducted by the authors to put into practice some concepts of a technical and managerial nature. Aspects relating to organizations in general and the road transport organization, in particular, are presented, and their components and features are systematically analyzed. In this way, those interested can learn about the current state of an organization's structure and its relationships with the environment. The concept of the knowledge-based organization and the learning organization are further discussed. The road transport organization is analyzed, where its main elements and characteristic features are presented. Finally, the conclusions in the addressed field are presented.

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Reports on the topic "Organization"

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Kingsbury, Penelope. Analysis of Learning Organization Theories and their Application to Public Organizations. Fort Belvoir, VA: Defense Technical Information Center, April 1999. http://dx.doi.org/10.21236/ada364145.

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McGuire, John, Charles Palus, and William Pasmore. Transforming your organization. Center for Creative Leadership, July 2015. http://dx.doi.org/10.35613/ccl.2015.1026.

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Jovanovic, Boyan, and Peter Rousseau. Vintage Organization Capital. Cambridge, MA: National Bureau of Economic Research, March 2001. http://dx.doi.org/10.3386/w8166.

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Atkeson, Andrew, and Patrick Kehoe. Measuring Organization Capital. Cambridge, MA: National Bureau of Economic Research, January 2002. http://dx.doi.org/10.3386/w8722.

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Deal, Jennifer, Kristin Cullen, Sarah Stawiski, William Gentry, and Marian Ruderman. World Leadership Survey Biannual Report on Employee Commitment and Engagement 2013–2014. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2048.

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" From the Executive Summary: ""The purpose of the World Leadership Survey (WLS) is to provide a window into how professionals, managers, and executives view their life within the organization. This view of the employee experience will help leaders of organizations understand what employees experience, and what the organization can do to improve commitment and reduce turnover. The good news for organizations in the United States and Canada (the sample for this report) is that respondents are mostly committed to their organizations, satisfied with their jobs and their pay, work more than the typical 40-hour workweek, and do not currently intend to leave their jobs. The professionals, managers, and executives surveyed feel supported by their organization and by their direct supervisor, and think that their organizations are economically stable. Unfortunately they also feel overloaded, with their work disproportionately interfering with the rest of life, and that there is a high level of political behavior within their organization. Both overload and overt political behavior can reduce individual and organizational effectiveness. This report describes the current employee experience, and what organizations can focus on to maintain and improve commitment and engagement."

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Leson, Joel L. Organization and Functions Guide. Fort Belvoir, VA: Defense Technical Information Center, March 2001. http://dx.doi.org/10.21236/ada402276.

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Kosenko, T. G., and M. A. Kosenko. ORGANIZATION OF EFFECTIVE BREEDING. LJournal, 2017. http://dx.doi.org/10.18411/fl215ff254-015v.

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Kraynova, O. S., and T. E. Lebedeva. Organization operation in tourism. Ljournal, 2015. http://dx.doi.org/10.18411/kray-2015-book-00076.

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Marshak, Ronni. Pan American Health Organization. Boston, MA: Patricia Seybold Group, December 2006. http://dx.doi.org/10.1571/i12-14-06cc.

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Carley, Kathleen M., and Jeff Reminga. ORA: Organization Risk Analyzer. Fort Belvoir, VA: Defense Technical Information Center, July 2004. http://dx.doi.org/10.21236/ada460034.

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