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Journal articles on the topic 'Organization study'
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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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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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Bhattacharya, Dr Swaha, and Dr Monimala Mukherjee. "Organizational Climate and work Motivation - A Study on Private Sector Organization." Paripex - Indian Journal Of Research 2, no. 1 (January 15, 2012): 136–38. http://dx.doi.org/10.15373/22501991/jan2013/50.
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Desivilya, Helena Syna, and Dalit Yassour-Borochowitz. "The Case of CheckpointWatch: A Study of Organizational Practices in a Women's Human Rights Organization." Organization Studies 29, no. 6 (June 2008): 887–908. http://dx.doi.org/10.1177/0170840608088708.
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The present study aims to discern the ways whereby gender-role perceptions and women's perspectives on political conflict and peace processes inform the organizational development process, reflected in organizational structure and processes. In order to achieve this we studied CheckpointWatch, a women's voluntary organization devoted to monitoring and reporting human rights violations of Palestinians crossing Israeli military checkpoints. The research is a qualitative study. Data gathering was designed to collect information from two sources: (1) interviews with key informants in the organization, and (2) documents transmitted over the organization's internal communications network. The findings illustrate the complexities involved in the organizational development processes of a women's peace and human rights organization, its vacillation between transition into a more formalized NGO and its holding on to the social movement organization, grassroots stage. The study also demonstrates the significance of feminist ideology with its embedded complexity and internal paradoxes, which infiltrates into organizational structure, operational processes and activities. Finally, this research highlights the fundamental role of the cultural and sociopolitical context in women's organizational practices. Overall, the study contributes to organization studies by shedding light on the intricacies of organizational dynamics in women's Peace and conflict resolution organizations.
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Tilley, Elizabeth. "Management, Leadership, and User Control in Self-Advocacy: An English Case Study." Intellectual and Developmental Disabilities 51, no. 6 (December 1, 2013): 470–81. http://dx.doi.org/10.1352/1934-9556-51.6.470.
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Abstract This paper presents findings from a qualitative research project on an English self-advocacy organization. In light of recent political and economic developments that have threatened the sustainability of a number of self-advocacy groups for people with intellectual disability, I seek to explore how one particular organization managed to survive and grow. In particular, the paper explores themes of management, leadership, and user control, linking these to external perceptions about self-advocacy organizations. The organization in my study developed an “interdependent” governance model based on key organizational roles for nondisabled advisors and self-advocates, which proved popular with external funders. Despite the organization's notable achievements, its success raises questions for the wider self-advocacy movement, notably how leadership capacity can be developed among self-advocates.
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GÜVEN, Bülent. "A RESEARCH ON DETERMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL SUPPORT AND ORGANIZATIONAL CITIZENSHIP BEHAVIOR." Business & Management Studies: An International Journal 6, no. 3 (November 29, 2018): 275–92. http://dx.doi.org/10.15295/bmij.v6i3.304.
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Organizational support has become an increasingly important issue for organizations to become more productive and reaching targets. Members of the organization provide a significant contribution to the extent they feel they are supported by their organizations. However, an organization member who thinks that organizational support has been provided is one step ahead of their work. Organizational citizenship behavior (OCB) covers a number of factors based on voluntary but non-compulsory behaviors and attitudes of the organization's members. Whether the organizational support that employees perceive affects organizational citizenship behavior or not is subject worth to study. This study on the relationship between organizational citizenship behavior with its dimensions and perceived organizational support was revealed by a survey among glass factory employees operating in Ankara. In the study conducted, it was concluded that there is a positive relationship between organizational citizenship behaviors and perceived organizational support. In this context, as the perceptions of organizational support increase, the exhibitions of organizational citizenship behaviors towards the organization and individual also increase.
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Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and organizational performance (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 317–24. http://dx.doi.org/10.21511/ppm.14(3-si).2016.03.
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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 (24 questions) and Fazel’s (2012) organizational performance (13 questions). 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 organizational performance was calculated by 0.80 and 0.87. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of organizational performance included customer satisfaction, employee satisfaction, organizational effectiveness, and financial results and the market. Data were analyzed using descriptive and inferential statistics through SPSS software. The descriptive statistics included frequency, percentage, mean, and standard deviation and inferential statistics included Kolmogorov-Smirnov, Spearman’s rank correlation coefficient, Fisher’s z-distribution using SPSS software. Keywords: organizational citizenship behavior, employees, organizational performance, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M12, M10
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Ghosh, Saumyendu, Lauren Buckler, Mirosław J. Skibniewski, Sam Negahban, and Young Hoon Kwak. "ORGANIZATIONAL GOVERNANCE TO INTEGRATE SUSTAINABILITY PROJECTS: A CASE STUDY." Technological and Economic Development of Economy 20, no. 1 (January 28, 2014): 1–24. http://dx.doi.org/10.3846/20294913.2014.850755.
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Sustainable development represents a major challenge of the 21st century. Organizations use projects to implement strategic corporate objectives, exploring sustainable development from a project management perspective is imperative. While current project management techniques are well defined in terms of content and process to manage the budget-scope-time constraint, availability of organization resources and ability to adopt project governance strategies in a changing business environment, like incorporating sustainability in business process is ambiguous, literature has not explored how to cope with a normative situation like sustainability. We consider Small-to-Mid-Size-Construction-Organizations (SMSCOs), which makes up the largest portion of the project-based industry and are most impacted by new government regulations, as our population of interest. This paper addresses two primary objectives in relation to organizational resources available for SMSCOs: to identify an organization's shortcomings in undertaking a sustainable project, and to identify means for improving organizational readiness to cope with governance of sustainable projects. A case study with a SMSCO to understand activities, resource availability, and how to improve organization readiness to undertake projects related to sustainability is discussed. A conceptual framework is presented for the adoptive project governance process to ensure resource constrained organizations like SMSCO's can align better to govern such projects.
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HISAMUNE, Shuji, Koya Kishida, Yasushi Iwata, Tohru Ikegami, and Fumiko Matsuda. "The organizational ergonomics study on organization accident." Japanese journal of ergonomics 41, Supplement (2005): 338–39. http://dx.doi.org/10.5100/jje.41.supplement_338.
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Junita, Audia, and Muhammad Hermansyur. "Learning Organization Sebagai Prediktor Kesiapan Berubah Organisasi." Jurnal Dinamika Akuntansi dan Bisnis 1, no. 2 (September 1, 2014): 107–18. http://dx.doi.org/10.24815/jdab.v1i2.3579.
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As a public service organization, health center changes required to provide quality health services to the community better. One of the factors that affect the formation of organizational readiness for change is a learning organization. Ideally a learning organization can be a learning facility for its members on an ongoing basis and may direct the member to keep the environment abreast. The transform research is performed to assess whether the health center in the city of Medan has been transformed into a learning organization and how it affects the formation of learning organization change readiness of the organization. This research was the study of causality. Location of the study conducted in 13 health centers Inpatient scattered in the district in the city and sample Medan. Population of health workers in health centers is as much as 195 respondents. Data sourced from primary data and were collected using a questionnaire. The analysis technique used is regression technique. The research proves that the health center in the city of Medan has become a form of organizational learning organizations that do good, so too has the readiness to turn into public service organizations in the health sector in accordance with the demands of the times. Dimensions of organizational learning simultaneously changed significantly influence organizational readiness; with dimensions connecting the organization to its environment is the most dominant influence in shaping the organization's readiness for change.
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Kalaichelvi, S. Valentine Usha, Auxilia Antony, and A. Nelson Vimalanathan. "A STUDY ON ORGANIZATIONAL CULTURE." International Journal of Research -GRANTHAALAYAH 5, no. 8(SE) (August 31, 2017): 91–95. http://dx.doi.org/10.29121/granthaalayah.v5.i8(se).2017.2283.
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Organizational Culture is defined as the values and behaviors that contribute to the unique social and psychological environment of the organization. Organizational culture includes an organizations expectations, experiences, philosophy and values that hold it together and is expressed in its self-image, inner workings, interactions with the outside world and future expectations. This article is going to study about the organizational culture.
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Chaturvedi, Dr Rachna. "HRM Practices & Organizational Culture Have Positive Impact : A Study of Few Selected Organisations." SMART MOVES JOURNAL IJELLH 1, no. 1 (May 17, 2017): 1. http://dx.doi.org/10.24113/ijellh.v1i1.4.
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HR has an important role of play in Organisational Culture, as it is the people who work for the organization, who embrace and develop a particular culture within the organization, any desired changes to the culture of the organization has been made through the people and by the people. HR provides the organization with effective means of facilitating an organizational culture. The present study focuses on the positive significant relationship between HRM practices and organizational culture in few private sector organizations. There is a positive significant relationship between HRM practices and variables of organizational culture operationalised in terms of self-realization, status enhancement, inventive values and social economic support.
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Xu, You Quan, and De Dong Wang. "Study on Service-Oriented Organization of Large-Scale Construction." Applied Mechanics and Materials 357-360 (August 2013): 2614–20. http://dx.doi.org/10.4028/www.scientific.net/amm.357-360.2614.
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Based on the characteristics of the large-scale construction projects, analyze the drawbacks of traditional organizational model, definition of service science and service. With theory of service science and research methods, analysis of the characteristics of the service-oriented organization, study model of services oriented organizations, research provides a theoretical basis for the innovation of China's large-scale construction project management organizational model.
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Badruddozza Mia, Mohammad, and Magnus Ramage. "ICT-mediated organizational change in microfinance organizations: a case study." Problems and Perspectives in Management 16, no. 3 (July 6, 2018): 40–47. http://dx.doi.org/10.21511/ppm.16(3).2018.04.
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A strong research tradition on the economic and social impacts of microfinance intervention has been going on. But a dearth of studies on microfinance organizational and management perspectives is there, although the social and economic impacts of this development program largely depend on its organizational setup and intervention management. ICT (decipher!!!) has been used in microfinance organizations for quite a long period of time. This study looks into the ICT-mediated material and social changes that happen in this unique type of organization and its management. The study was conducted using exploratory case study in two organizations. A number of semi-structured interviews and focus groups have been conducted at different layers of the organizations. The study found that ICT has profound implications for change in different material and social aspects of microfinance organizations. As a catalyst, ICT causes organizational structure shrank both horizontally and vertically. Because of the use of ICT a loss-of-middle phenomenon emerges in organizational structure and a tendency of centralized decision authority prevails. It helps boosting up the operational performance and transparency and lowering the long-debated interest rate of microfinance. It engenders profound changes in human resources and socio-cultural aspects of microfinance organizations. However, if protective mechanism is not adopted then the use of ICT may have detrimental effects to the social performance of microfinance. This study contributes to the knowledge domain of ICT-mediated organizational change and the microfinance policy makers by exploring the implications of ICT to different organizational aspects. It contributes by unearthing the detrimental effect of ICT to the development outcome of microfinance intervention.
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., Anizar, Masyhudzulhak Djamil, and Anwar Rahim. "Organizational Culture, Work Discipline, and Compensation on Organizational Commitment (Case study : the Department of Agriculture in the city of Bogor)." Jurnal Manajemen 8, no. 1 (August 30, 2018): 12. http://dx.doi.org/10.32832/jm-uika.v8i1.734.
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<p>The results show the influence of cultural variables There are organizations, labor discipline, and compensation together (combined) to the organization's commitment to the Bogor Agricultural Department. The magnitude of effect was 69.8%. While the rest is 100% - 69.8% = 30.2% is a variable influenced the other is not examined in this study. These results indicate that when the variables of organizational culture, work discipline, and compensation together (combined) to increase the commitment of the organization will increase, and vice versa if the variables of organizational culture, work discipline, and compensation together (combined) decreased the commitment the organization will decline.<br />Variables influence organizational culture, work discipline, and partial compensation (their own) to the organization's commitment to the Bogor Agricultural Department, is as follows: (a) The influence of organizational culture on organizational commitment 33.1%, (b ) The influence of labor discipline on organizational commitment 37.1%, (c) The amount of the compensation effect on organizational commitment 31.8%, (d) effect of partial indicates that the variable of work discipline is the most dominant variable affecting organizational commitment. Path equation is: Y = 0.331 X1+ 0.371 X2 + 0.318 X3+C.</p>
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Koswara, Iwan. "Da'wah Organization Development Strategy Through Organizational Culture." Ilmu Dakwah: Academic Journal for Homiletic Studies 14, no. 1 (June 26, 2020): 21–38. http://dx.doi.org/10.15575/idajhs.v14i1.8830.
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This study seeks to examine and analyze how the development of the Muhamadiyah Islamic organization, through the Organizational Culture that takes place in it. The study was conducted using a qualitative approach that took the locus of Muhammadiyah organization. The data was obtained through observation and study of literature from books, journals and sites that are relevant to the research topic.. The results showed that organizational Culture for members of the Muhammadiyah organization was an important matter of how they adapted themselves to the organization's environment engaged in the religious field and built their integrity and commitment to the organization. Organizational Culture is a reflection of the existence of the organization itself. What is reflected in organizational Culture is the beliefs, values, norms, to the behavior of the members of the organization that is concerned. Research has an impact on the development of theory and the development of Islamic da'wah organizations in a practical way in the life of public and nationality.Penelitian ini mengkaji dan menganalisis tentang strategi pengembangan organisasi Islam Muhamadiyah melalui Budaya Organisasi. Penelitian ini menggunakan pendekatan kualitatif dengan metode studi kasus, teknik pengumpulan data dilakukan melalui observasi, wawancara, dan dokumentasi. Hasil penelitian menunjukkan bahwa, Budaya organisasi bagi anggota organisasi Muhammadiyah merupakan hal penting dalam mengadaptasikan diri terhadap lingkungan organisasi yang bergerak dalam bidang keagamaan serta membangun integritas dan komitmen diri terhadap organisasi. Budaya organisasi merupakan refleksi dari keberadaan organisasi yang berkaitan dengan keyakinan, nilai, norma, hingga perilaku para anggota organisasi yang bersangkutan. Penelitian berdampak pada pengembangan teori dan pembangunan organisasi dakwah Islam secar praktis dalam kehidupan keummatan dan kebangsaan.
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Margaretha, Meily, and Ardian Wicaksana. "The Relationship between Person Organization Fit Toward Organizational Commitment and Organizational Citizenship Behavior: Experiences from Student Activity Organization Members." INTERNATIONAL JOURNAL OF MANAGEMENT SCIENCE AND BUSINESS ADMINISTRATION 6, no. 3 (2020): 43–49. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.63.1004.
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Members of the organization are the organization’s central resource. Having loyal employees willing to perform tasks beyond their job description helps increase performance of the organization. However, those kinds of attitudes and behaviors arise when members of the organization perceive compatibility with the organization. This is known as a person-organization fit. This study aims to verify the influence of person-organization fit towards organizational commitment and organizational citizenship behavior in a sample of members of students’ activity organizations from private university in Bandung, Indonesia. To collect the data, we distributed a questionnaire to 108 students who become members of the student activity organization. The results of the study show that there are relationships between person-organization fit toward organizational commitment with 34.9% and person-organization fit and organizational citizenship behavior (17.7%). Based on the result, we provide some managerial recommendations; for instance, student activity organizations should organize more events to build members fit to the organization.
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Putri, Mariza Cindo, and Sri Raharso. "PENGARUH BUDAYA ORGANISASI TERHADAP KNOWLEDGE SHARING." Jurnal Riset Bisnis dan Investasi 2, no. 2 (October 10, 2016): 80. http://dx.doi.org/10.35697/jrbi.v2i2.75.
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Business organizations must have good characteristics and a differentiator from other organizations. Business organizations that have a strong organizational culture will be able to last a long time and can deal with change. An organizational culture consists of norms and values that guide the behavior of members of the organization. The behavior of members of the organization that occurred in the workplace one of them is knowledge sharing activities. In a learning organization, to gain new knowledge sharing activity is needed. With a strong organizational culture, knowledge sharing activities can be run successfully. This study aims to investigate the influence of organizational culture on knowledge sharing in PT Sandy Globalindo. The method used in this research is descriptive and associative, while the data collection techniques are to do interviews and distributing questionnaires to 135 employees by the census. The results of the descriptive analysis stating the organization's culture and knowledge sharing in PT Sandy Globalindo classified in either class. Based on the research that has been done, regression equation of Y = 9.790 + 0,608X. The study states that there is a positive relationship between organizational culture and knowledge sharing in PT Sandy Globlindo at 0.608 and organizational culture affects knowledge sharing of 36.9%.
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Nur L. Fikriah, Ikhsan Maksum, T. Hani Handoko,. "Group Cohesiveness on Performance: Mediating Effect of Collective Organization Citizenship Behavior." Jurnal Manajemen 24, no. 3 (October 1, 2020): 443. http://dx.doi.org/10.24912/jm.v24i3.678.
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Organizational Citizenship Behavior towards Organizations (OCBO) concerning the organization's benefits in general and Organizational Citizenship Behavior towards Individuals (OCBI) concerning specific benefits obtained by individuals in the organization and contributes to the organization. The research aims to examine the role of mediating the collective organizational citizenship behavior on the influence of group cohesiveness on group performance based on social exchange theory and social identity theory. The object of research is working groups on the creative industries in Yogyakarta. The study used field settings and cross-sectional study designs. Research respondents were 39 working groups consisting of 300 group members and using the regression analysis technique as a research hypothesis testing technique. The results showed that collective organizational citizenship behavior (OCBO and OCBI) partially mediated the effect of group cohesiveness on group performance.
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Tsuchiya, Koji. "Intervention in “time” of organization: Case study of organizational diagnosis during organization development." JAPANESE JOURNAL OF EXPERIMENTAL SOCIAL PSYCHOLOGY 56, no. 1 (2016): 70–81. http://dx.doi.org/10.2130/jjesp.si2-5.
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Shah, Snehal, and Anil Sachdev. "How to develop spiritual awareness in the organization." Journal of Management Development 33, no. 8/9 (September 2, 2014): 871–90. http://dx.doi.org/10.1108/jmd-07-2013-0098.
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Purpose – The purpose of this paper is to propose a theoretical model that leverages the practical wisdom of the Panch-Kosa framework of yogic philosophy to develop an awareness of spirituality in the organization. It also provides quasi-quantitative empirical evidence to demonstrate its potential application. Design/methodology/approach – A survey was designed and administered in four different organizations. Correlation, ANOVA and χ2 analysis were conducted to explore the applicability of the proposed framework. Findings – The results indicate that values, as reflected in the physical aspects of an organization such as its logo, symbols and organizational elements characterized as “practice of Fair Governance” and “HR Effectiveness”, influence employee-related outcomes. Further, the study found that when there is a perfect “alignment” between an organization's intent to honor values and its corresponding actions, employees perceive the highest levels of holistic engagement. Research limitations/implications – This study has an implication on how to leverage practical wisdom from Hindu philosophy to enable individuals and organizations to transform to a higher level of consciousness. Originality/value – The paper has ventured into an uncharted territory of integrating the yogic framework of Panch-Kosa to the organizational elements and has provided preliminary support for its applicability in organizations. Moreover, it operationalizes the notion of alignment between organization's value-centric strategy and actions and its impact on employee-related outcomes.
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Delbahari, Vahideh, Iraj Soltani, and Akbar Etebarian Khorasgani. "Designing an organizational engagement model using structural equation modeling: case study of National Iranian Oil Company." Problems and Perspectives in Management 17, no. 3 (July 11, 2019): 1–13. http://dx.doi.org/10.21511/ppm.17(3).2019.01.
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Today’s organizations need energetic and engaged employees, those who are interested in their jobs. Generally, the engaged ones love their job and do their job tasks well. If there is no engagement in the organizations, the organization is encountered with serious problems in this ground. This study aims to design engagement assessment model in the organizations and its applied purpose is creating new theoretical basics in the maturity of engagement in the organization and this helps the organizations for better perception and consistency of organizational goals with the goals of employees. The employees of the National Iranian Oil Company constituted the population for this research. The National Iranian Oil Company was selected as the context, because employee engagement has emerged as a critical problem confronting this sector. 356 employees of this company were selected by simple random sampling method and data were collected using a questionnaire. The researcher attempts to answer the question how we can design an engagement assessment model in the organizations. The different dimensions of engagement are identified at individual and organizational levels and then based on the findings, the employees are classified based on the individual and organizational engagement and the results of this study can help the researchers for better recognition of this internal variable and this helps the better understanding of researchers to use it.
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Maharani, Diajeng Puspa Arum, and Firda Nadia Roshandi. "DO TYPES OF ORGANIZATIONAL CULTURE CORRELATE WITH THE JOB SATISFACTION?: A STUDY ON EMPLOYEES’ PERCEPTION." Jurnal Administrasi Kesehatan Indonesia 7, no. 2 (October 28, 2019): 162. http://dx.doi.org/10.20473/jaki.v7i2.2019.162-169.
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Background: The Orthopaedic and Traumatology Hospital had an increase in employee turnover of 1.39% from January to June 2012. It occurred due to high resignation and employee unsatisfaction. Thus, an organizational culture that consists of clan, hierarchy, market, and adhocracy becomes one of the determinant factors for employee turnover.Aims: This study aims to analyze the correlation between organizational culture and the employees’ job satisfaction.Method: This study used descriptive quantitative with a cross-sectional design, and the data were analyzed with a correlation test. There were 52 employees as the data of this study. The instruments utilized were OCAI and JSS questionnaires.Results: Market-type organization correlated significantly with job satisfaction. Organizational culture type, such as clan-type organization, adhocracy-type organization, and the hierarchy-type organization did not correlate significantly with job satisfaction. The majority of employees perceived that the Orthopedic and Traumatology Hospital adopts a hierarchy-type organization orienting to regulation and leadership. On the other hand, they expected the hospital to apply clan-type organizations that concerned about teamwork and ownership.Conclusion: There is a correlation between the market-type organization and job satisfaction. Meanwhile, there is no correlation between the clan-type organization, adhocracy-type organization, hierarchy-type organization, and job satisfaction. The hospital should increase internal strength, such as teamwork, training, facilities, and policies that support work procedures and staff.Keywords: market, adhocracy, clan, hierarchy, employees’ job satisfaction.
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R, Dheera V., and Jayasree Krishnan. "A Study on Employee Attitude towards Organizational Change and the impact of Change Management on Organization Commitment." Restaurant Business 118, no. 3 (March 2, 2019): 158–69. http://dx.doi.org/10.26643/rb.v118i3.7639.
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Organizations that are aiming to successfully implement change needs the support and acceptance of employees who are their key stakeholder. This study analyses the influence of Employees` attitude towards organization change. The research also aims at evaluating the influence of employees’ attitude towards commitment to organization and job after the introduction of change in the organization. The study was conducted among 300 employees who belonged to executive and managerial category from different star rated hotels in Chennai, Tamil Nadu, India which are currently embracing organization changes. The findings indicate that employees of the study demonstrate a positive approach towards the change management in their organization. The observations also project that a positive approach by employees towards changes, is a very good indication for organizations to know that their workforce is committed towards the organizational goals. Hence with the support of change agents, adequate communications and by creating awareness about the need for change will result in sustainable growth in the organizations.
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Lopes, Fernando José, Vivian Gava malta de Abreu, Roberto Shizuo Kumasaka, and Alessandro Marco Rosini. "COMPETENCY MANAGEMENT, KNOWLEDGE MANAGEMENT AND CORPORATIVE EDUCATION: A STUDY ON BRAZILIAN COMPANIES." Journal on Innovation and Sustainability RISUS 11, no. 4 (January 8, 2021): 147–58. http://dx.doi.org/10.23925/2179-3565.2020v11i4p147-158.
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Competence is responsible and recognized act of knowing, that involves mobilizing, integrating, transferring knowledge, resources, skills, that adds economic value to the organization and social value to the individual. Knowledge management is the systematic and deliberated coordination of people, technologies, processes and organizational structure of the company with the purpose of adding value through use, reuse and innovation. The relationship between the two practices increases the organization's competitiveness potential. In order to understand this relationship, this research analyzed data on the practices related to knowledge management and corporative education and management by competences of Brazilian organizations through the database of the survey ‘As Melhores Empresas para Você Trabalhar’ - using an approach quantitative. The data analysis allows us to infer a positive relationship between the practices that can demonstrate a human resources area more active next to the business strategy and seeking to raise the competitiveness of the organization.
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Shironina, E. M. "Organization as an Object of Change." Economics and Management 26, no. 6 (August 25, 2020): 597–605. http://dx.doi.org/10.35854/1998-1627-2020-6-597-605.
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There is an understanding in the scientific community and business circles that the pace of change has never been as high as it is now, and organizational changes affect all organizations in all sectors of the economy. Change management involves creating appropriate representations of the organization as an object of change – hence the relevance of examining the conceptual models of organization.Aim. The presented study aims to examine the development and evolution of the conceptual models of organization in management theory and practice, with the definition of the type of organizational culture serving as a reflection of the dominant worldview that defines organizational management.Tasks. The authors systematize the conceptual models of organization, identify features and trends in the development of the conceptual models of organization, propose an information processing model for the formation of organizational management that would substantiate the diversity of the conceptual models of organization.Methods. This study uses general scientific methods of cognition and analysis of scientific works of foreign and Russian authors on management.Results. The conceptual models of organization are examined, and the type of organizational culture characteristic of each model is identified. An information processing model for the formation of organizational management is proposed, substantiating the genesis of the diversity of the conceptual models of organization. The study shows that there is no single universal model of organization.Conclusions. The concepts of “human-oriented” organizations are developing within the framework of the “entity – management entity” paradigm. The essence of “human-oriented” organizations is reflected in the following conceptual models: the learning organization (P. Senge, M. Pedler, J. Burgoyne, T. Boydell), the requisite organization (E. Jaques), the horizontal organization (F. Ostroff), the biological organization (F. Gouillart, J. Kelly), the yellow organization (C. Graves, D. Beck, C. Cowan), the green organization (C. Graves, D. Beck, C. Cowan, F. Laloux), the teal organization (C. Graves, D. Beck, C. Cowan, F. Laloux). Each organization creates its own organizational model and the corresponding organizational type of management of joint activities based on its history, cultural environment, and worldview of the organization’s members. The developed conceptual models of organization emphasize the transformative role of the organization’s members and the influence of transformative rather than reproductive processes.
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Ahmad, Farhan, and Isto Huvila. "Organizational changes, trust and information sharing: an empirical study." Aslib Journal of Information Management 71, no. 5 (September 16, 2019): 677–92. http://dx.doi.org/10.1108/ajim-05-2018-0122.
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Purpose While there is relatively plenty of evidence for the positive impact of communication on the perceptions of organizational change, how organizational changes affect information sharing is relatively unknown. The purpose of this paper is to investigate if a favorable perception of ongoing organizational changes has a positive impact on information sharing and whether trust mediates this relationship. Design/methodology/approach A questionnaire (n=317) was administered to the employees of a large Finnish multinational organization. Partial least square structural equation modeling was used to test the hypotheses based on earlier research findings. Findings The results show that a positive perception of recent organizational changes improves information sharing both directly and indirectly, mediated by trust. Consequently, when changes are perceived negatively, employees recoil from information sharing which is known to have negative implications for organizations. Research limitations/implications Data were collected in a single organization. The nature of the specific changes in the studied organization and its particularities undoubtedly had an effect on respondents’ perceptions. Originality/value This paper contributes to organizational information management research by elaborating on the relationship between organizational changes and interpersonal information sharing between employees. To the authors’ knowledge, this is the first quantitative study confirming the impact of the perception of organizational changes on employee information-sharing behavior.
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Fayaz Ahmad, Sayed, Muhammad Ibrahim, and Abid Hussain Nadeem. "IMPACT OF ETHICS, STRESS AND TRUST ON CHANGE MANAGEMENT IN PUBLIC SECTOR ORGANIZATION." March 2021 37, no. 01 (March 30, 2021): 43–54. http://dx.doi.org/10.51380/gujr-37-01-05.
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The aim of the study is to find out a successful way of managing the organizational change in public sector organizations. The research is based on a structured questionnaire survey. The data was collected in some of the top public sector organizations in Pakistan. The study suggests that Stress, Trust, and Ethics have a strong relationship with Organizational Change Management. Organizations must minimize the workplace stress, maximize trust of workers on management and organization and ensure ethics for organization change management. The managerial implication of the research is, bringing and making any organizational change is very difficult without employee-friendly working environment of the organization. The results of the study make it easy, how to put employees on the right track for achieving organizational goals and objectives in any Organizational Change by using Facilitation.
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Singh, Kavita. "PREDICTING ORGANIZATIONAL COMMITMENT THROUGH ORGANIZATION CULTURE: A STUDY OF AUTOMOBILE INDUSTRY IN INDIA." Journal of Business Economics and Management 8, no. 1 (March 31, 2007): 29–37. http://dx.doi.org/10.3846/16111699.2007.9636149.
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The extent to which the employees of an organization feel committed to their organization can be easily gathered from the strength of its culture. This points out that even though the culture is holistic, it can be strengthened by commitment. Culture can be managed by managing the employees of the organization and also by leader's actions and interventions and these are also understood as the targets of management of commitment. Management of commitment is also the management of culture, as it is commitment that binds people to organization's ideas and agents. With these notions in mind, the present study makes an attempt, firstly, to integrate different conceptual constructs of commitment and culture and secondly, to identify the relationship between organizational commitment and organization culture. The study is based on a sample of 382 executives from five automobile companies. The findings indicate that most of the dimensions of organizational culture are positively and significantly related to the dimensions of organizational commitment. Some of the dimensions of culture also made significant contribution to predict organizational commitment. The main issue that emerges from this study is that the importance of organizational culture in understanding organizational commitment can neither be underestimated nor overlooked.
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Rana, Geeta, and Pooja Garg. "Measuring Organization Culture in Different Organizations - An Empirical Study." Prabandhan: Indian Journal of Management 4, no. 2 (February 1, 2011): 34. http://dx.doi.org/10.17010//2011/v4i2/62095.
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Rana, Geeta, and Pooja Garg. "Measuring Organization Culture in Different Organizations - An Empirical Study." Prabandhan: Indian Journal of Management 4, no. 2 (February 1, 2011): 34. http://dx.doi.org/10.17010/pijom/2011/v4i2/62095.
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Bhattacharya, C. B., Hayagreeva Rao, and Mary Ann Glynn. "Understanding the Bond of Identification: An Investigation of its Correlates among Art Museum Members." Journal of Marketing 59, no. 4 (October 1995): 46–57. http://dx.doi.org/10.1177/002224299505900404.
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Identification is defined as the “perceived oneness with or belongingness to an organization” of which the person is a member. The authors propose that customers, in their role as members, identify with organizations. They use social identity theory to propose and test a model that relates members’ identification with the focal organization to (1) organizational and product characteristics, (2) members’ affiliation characteristics, and (3) members’ activity characteristics. Their empirical setting consists of the members of an art museum. Their survey findings show that members’ identification is positively related to perceived organizational prestige, donating activity, tenure of membership, visiting frequency, and confirmation of member expectations with the organization's services. However, members’ participation in similar organizations is negatively related to identification with the focal organization. The authors discuss how this study can be extended to other marketing contexts and how managers can use the notion of identification in implementing marketing strategies.
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Valiyan, Hasan, Alireza Koushki Jahromi, and Hasan Boudlayee. "The relationship between the central capabilities with the organization success (case study: standardization organization of Golestan province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 422–28. http://dx.doi.org/10.21511/ppm.14(3-si).2016.17.
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The intensification of changes in industrial and commercial environment in recent decades has challenged many traditional strategy approaches for the creation of organizational capabilities. Today, organizational capabilities play undeniable role in the development of organizational programs and their success. The aim of this study is to investigate the relationship between the central capabilities with the success of the organization in Golestan province. In this study, three subscales of the organization capabilities including strategic capabilities, structure capabilities, and knowledge capabilities as the independent variable and in order to measure organizational success, four subscales speed, flexibility, integrity and innovation were used. Result of hypothesis testing indicated that there is a positive and significant relationship between three central capabilities of organization including strategic capabilities (0.143), structural capabilities (0.110) and knowledge capabilities (0.231) with organizational success. Keywords: strategic capabilities, organizational structure, knowledge capabilities of the organization, organizational success. JEL Classification: D8, L22, M21, M31
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Luhn, André. "The Learning Organization." Creative and Knowledge Society 6, no. 1 (January 1, 2016): 1–13. http://dx.doi.org/10.1515/cks-2016-0005.
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AbstractWhy do organizations need to learn? This question will be discussed in this article, as well as the definition and characteristics of learning organizations. The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations. The final chapter will get an outlook that future learning processes within networks will have a stronger role, since it allows a better understanding between intraorganizational and interorganizational learning processes. Purpose of the article: This article will lead you within the topic of learning organizations. It will set a first input to different approaches how a learning organization can be defined and get established.Through this the reader will get an impression that a common vision is very important for these approches. So this article will set a first trigger for the interested reader for learning organisazations. Methodology/methods: Literature study for creation of new knowledge due to scientific work.Scientific aim: The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations due to literatur study. The article will show that there is still a lot of research potential to create a role model concept for the implementation of a learning organizsation. Findings: Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. Furher more a common vision is very important to establish a learning organization. Conclusions (limits, implications etc): Core issue lies in questioning how learning processes of individuals and within organizations are working. The various concepts for “learning organization” describing organizational learning, to constantly expand the learning ability of organizations and, consequently, the skills to solve problems from individuals and organizations itself. Here the integrative approaches e.g. the fifth discipline try to close the research gap and clarify the phenomenon of organizational learning. (cf. Liebsch 2011:124). Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. (cf. Unger 2002: 38). Different approaches showed the importance of communication within learning organizations as a fundamental component of those. Following the results of these concepts, it is important to promote collective learning processes so that organizational learning can occur. (cf. Unger 2002: 39). In future learning within networks will get a more and more important role, as it allows to forster the understanding between intraorganisational and interorganizational learning processes. (cf. Liebsch 2011: 124).
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Park, Chang-Soon. "A Study on the Efficiency of Fire Service Organization Operations by Nationalization of Fire Officers." Fire Science and Engineering 34, no. 6 (December 31, 2020): 114–24. http://dx.doi.org/10.7731/kifse.c816f055.
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This study aims to investigate the interrelationship between the efficiency factors and the fire service organization’s level of operation through an empirical survey on the organization’s efficiency after nationalization. The results of this study showed that significant variables (p < .05) affecting the perception of efficiency for the fire service organization’s operation were organizational structure and function, organizational system, recruitment, promotion, professional education and research, job classification, operation law and system, personal work environment, and internal work environment factors. The regression analysis results showed that the most influential factors on the efficiency level were the central fire service organization and internal environment factors. Based on the analysis, the following improvement measures were derived. The improvement of structure and function of the central and local fire service organizations; the unification of the organization and command system of the fire service organizations; the improvement of the efficiency level of the fire service organization operation by Specialization Fire Officers; the law･system and environmental conditions.
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Thiagaraj, D., and A. Thangaswamy. "THEORETICAL CONCEPT OF JOB SATISFACTION - A STUDY." International Journal of Research -GRANTHAALAYAH 5, no. 6 (June 30, 2017): 464–70. http://dx.doi.org/10.29121/granthaalayah.v5.i6.2017.2057.
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Job satisfaction is one of the important factors that have drawn attention of the organization as well as academicians. In view of the rising competition as a result of globalisation, managers have placed great importance on the construct of job satisfaction. This may be due to the findings of many studies that job satisfaction is a significant determinant of organizational commitment. Highly satisfied employees will exert extra effort and contribute positively to the effectiveness and efficiency of their organizations. Job satisfaction will lead to better performance and the employees will be more committed towards their organization. Hence, this study is focused to consolidate the theoretical concept about job satisfaction.
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Aslami, Mohammad Salim, and Aakanksha Uppal. "The Effects of the Stakeholders Relationship Management on Organization Performance." Revista Gestão Inovação e Tecnologias 11, no. 4 (September 16, 2021): 5454–67. http://dx.doi.org/10.47059/revistageintec.v11i4.2572.
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Partner management, partner relationship management examines have a significant spot in writing. We looked for their effect on organization performance through the Employee and Social parts of Company Evaluation interceding factors. Laborers were chosen to accomplish the objectives of the examination. Employees hold and as they are the internal stakeholders. Thus, it becomes necessary to explore their effect in stakeholder relationship management on organizational efficiency, which is highly competitive. The staff was essential to cover the organization's accomplishments. If they functioned as a gathering, the impact might be exceptional. The organization's management would comprehend the workers' prerequisites and aspirations, and a management style of advanced organization systems was resolved. It was found from the investigation that inside partner relationship management framework is organizational performance. Via the eyes of European multinational organizations, the thesis examines the relationship between corporate social responsibility (CSR) and organizational success. Furthermore, the study investigates the role of corporate reputation as a moderator in the CSR-organizational performance linkages. The final data set included 340 responses from senior executives/managers at European multinational corporations.
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SOCKEL, HY, and BRENDA MAK. "THE RELATIONSHIP OF PERCEIVED ORGANIZATIONAL INNOVATIVENESS (PORGI) ON IS&T EMPLOYEE CONTINUANCE: A LISREL MODEL." International Journal of Innovation and Technology Management 01, no. 04 (December 2004): 393–414. http://dx.doi.org/10.1142/s0219877004000295.
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This paper explores how employees' perception of an organization's innovativeness impacts their desire to continue an association with the organization. The study uses Structural Equation Modeling — LISREL to explore the relationship between latent constructs of the employees' Perceived Job Satisfaction, and Perceived Organizational Innovativeness (PORGI) with their desire for (employment) Continuance with the organization. PORGI is measured through perceived innovation management, organizational career culture, personnel and innovation management policies. The latent construct of "Employee Continuance" is measured through loyalty and a desire to stay. The latent construct of Job Satisfaction is measured by the perceived job satisfaction of the employees. A survey was conducted among Information Systems and Technology (IS&T) employees and the data was analyzed using LISREL confirmatory factor analysis. The results indicate that Perceived Organizational Innovativeness and Job Satisfaction have significant impact on employee retention. Employees that perceived the organization as being innovative demonstrated higher levels of loyalty and had a higher desire to stay connected with their organization. The study concludes that it behooves organizations to support innovative technologies, if only to improve employee retention. Additional organizational implications and technological adoption strategies to strengthen employee retention are discussed.
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Wang, Ya Ning, and Yi Hong Zhao. "Study on Organizational Design of Enterprise Project Management." Applied Mechanics and Materials 174-177 (May 2012): 2889–92. http://dx.doi.org/10.4028/www.scientific.net/amm.174-177.2889.
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Enterprise project management (EPM) is a new enterprise managing pattern, which organizational design of enterprise needs to fit with. The characteristics of project organization and enterprise organization are analyzed, and organizational requirement of enterprise project management are discussed. Based on these analyses, the paper puts forward organization forms of enterprise project management, and discusses how to select the enterprise project management organization (EPM organization).
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Santos, Jane Lucia Silva, and Andrea Valéria Steil. "Organizational learning and power dynamics: a study in a Brazilian University." Learning Organization 22, no. 2 (February 2, 2015): 115–30. http://dx.doi.org/10.1108/tlo-10-2011-0055.
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Purpose – This paper aims to describe and analyze organizational learning processes and power dynamics during the adoption and use of an information system (IS) at a Brazilian public organization. Design/methodology/approach – A case study was chosen as the research method. Data were gathered from documents and interviews with key informants. Findings – The results indicate the existence of two learning cycles during the adoption of the IS at the organization. In the first cycle, learning occurred only at the individual level. In the second cycle, cognitive and social processes of individual and group learning were associated with power dynamics, enabling learning at the organizational level. These results reveal a relationship between the organizational learning process and the specific modes of power, notably discipline, influence, force and domination. Originality/value – The study presents empirical evidence about the conceptual relation between the organizational learning process and different forms of power in organizations. There has been limited empirical research on this topic worldwide to date, and none in the context of Brazilian organizations published in Brazil or abroad.
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Pokharel, Mohan P., and Sang Ok Choi. "Exploring the relationships between the learning organization and organizational performance." Management Research Review 38, no. 2 (February 16, 2015): 126–48. http://dx.doi.org/10.1108/mrr-02-2013-0033.
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Purpose The purpose of this research is to evaluate the Dimensions Of Learning Organization Questionnaire (DLOQ) framework from the perspective of public sector organizations. We have used performance indicator data after organizational learning inspired intervention in a semi-autonomous network of public sector organizations. Design/methodology/approach This study used original administrative data to track the learning progress, as measured by a ratio of access to funding sources. The study also collected survey data using tailored DLOQ instruments and then determined the efficacy of DLOQ framework for public sector organizations. Several data analysis techniques were used to specify a final set for the learning organization instrument with construct validity and instrument reliability. Confirmatory factor analysis was selected to test the construct validity for the measurement of the dimensions of the learning organization and to verify the adequacy of the item to factor associations and the number of dimensions underlying the construct. Findings We found evidence that confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study extends the Watkins and Marsick’s (1993, 1996) learning–organization framework that helped to produce case-specific outcomes such as the extent of error reduction. This framework provides a useful structure for other researchers to study learning dimensions and their relationships with other organizational performance variables. The results also show evidence of internal consistency and the construct reliability of the dimensions of the learning organization. Research limitations/implications Care should be taken in generalizing the structural equation model identified in this study. Because of the multidimensional and complex nature of the learning organization, the research setting for this study might be only one of the possible settings that specify the relationships among different levels of the learning organization and performance outcomes. There are rather complicated interactions among these dimensions and in each attribute of a learning organization. Originality/value This study theoretically confirms that the organizational level (particularly the system connection) has a positive impact on organizational performance and a mediating effect on the relationships between the individual/group levels of learning organization characteristics and organizational performance. This study also methodologically shows evidence of internal consistency and the construct reliability of the learning organization measures along with significant efficiency gain in theory.
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Hult, G. Tomas M., S. Tamer Cavusgil, Seyda Deligonul, Tunga Kiyak, and Katarina Lagerström. "What Drives Performance in Globally Focused Marketing Organizations? A Three-Country Study." Journal of International Marketing 15, no. 2 (June 2007): 58–85. http://dx.doi.org/10.1509/jimk.15.2.58.
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In marketing, compared with other organizational dimensions such as leadership, culture, structure, and processes, relatively scant attention has been devoted to the effect of strategy on firm performance, especially in the global context. Rapid globalization of markets, along with ever-increasing dynamic demands on the marketing organization, necessitates a new examination. This article reports on a study that examines the role of strategy and other organizational forces on the performance of globally focused marketing organizations headquartered in Norway, Sweden, and the United States. The general findings indicate that (1) the constructs of leadership, strategy, and culture precede the globally focused marketing organization's structure; (2) strategy precedes structure; and (3) organizational structure and processes influence marketing and financial performance. Many relationships appear to be consistent across countries, and some are uniquely tied to the home-country markets.
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Dajnoki, Krisztina, György Norbert Szabados, and Éva Bácsné Bába. "A Case Study on Human Resource Management Practice of a Sport Organization." International Journal of Engineering and Management Sciences 3, no. 4 (September 30, 2018): 410–25. http://dx.doi.org/10.21791/ijems.2018.4.34.
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Human resource with the adequate ability and skills is of decisive importance in all organizations, irrespective of the field of activity in which they operate. It is no different with the life of sports organizations. The human resource management of sports organizations is peculiar which is influenced by, on the one hand, the operating form of an organization, on the other hand, the nature of employment. Those well-known jobs can be also found in the sport organizations which are necessary to operate an organization and carry out the general tasks, at the same time, the amateur or professional athletes turn up as specific human resources. Aim of the study is to explore the specific characteristics of the human resource management of a particular organization, namely Debreceni Egyetem Atlétikai Club Sport Nonprofit Közhasznú Kft. (University of Debrecen Athletic Sport Non-profit Public Benefit Purpose Ltd., hereinafter: DEAC Ltd.), primarily focusing on the traditional HR functions. After reviewing the domestic and international specialized literatures, the practice of the examined sport organization will be described by means of case study, document analysis and managerial interview methods. Based on the results, it can be determined that there is no separate HR manager in case of the examined sport organization, due to its size, but the managing director carries out the tasks as an economic and HR manager in one person. From the aspect of organizational operation, the practice of HR functions is similar to the practice of other SME business organizations, at the same time, the management of athletics as human resources means its specific characteristic where the managements of labour supply, career and talent has other interpretation.
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Kurniasih, Denok, and Anggara Setya Saputra. "Mendesain Ulang Organisasi Pelayanan Publik Melalui Digitalisasi Proses Bisnis." Jurnal Ilmu Administrasi Negara ASIAN (Asosiasi Ilmuwan Administrasi Negara) 5, no. 2 (April 2, 2018): 21–30. http://dx.doi.org/10.47828/jianaasian.v5i2.2.
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This study aims to analyze the design changes of public service organizations by taking cases on licensing service organizations in Banyumas Regency. The results show that merging and pruning organizational structure becomes the only way in organizational design changes. This has led to public service organizations stuck on simplifying organizational structures and neglecting business processes. Therefore, through this research obtained an explanation of the importance of redesigning public service organizations by prioritizing the simplification of key business processes within the organization. The integrated organizational design becomes the best choice to realize more responsive and accountable public services. To integrate the process of integration between units within the organization, technology plays a very important role. Any organization that wants to go forward needs to develop a digital-based organization design rather than using a hierarchical mechanism for control and coordination. Such designs require strategic alignment and the culture of digital technology within the organization. The "actors-oriented" principle is central to the design of a digital-based integrated organization. If this is implemented correctly, then the workplace where the members of the organization are located can become more productive
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Shafiee Kristensen, Saeedeh, Mitra Shafiee, and Sara Shafiee. "ORGANIZATION DESIGN IN MOTION: DESIGNING AN ORGANIZATION FOR AGILITY." Proceedings of the Design Society 1 (July 27, 2021): 2349–58. http://dx.doi.org/10.1017/pds.2021.496.
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AbstractIncreasingly competitive and multifaceted business landscapes and the accelerating pace of innovation require organizations to build in-house capability to evaluate the effectiveness of their design and redesign their organizational structure to drive agile product development. The purpose of this research is to examine how the ability of an organization to implement agile is affected by the organization design. A case study based on 35 semi-structured interviews and field observations at a leading, large-size, Danish software development company was carried out. Adopting the contingency perspective, this paper presents the relevant organizational elements that can increase organizational agility and how the companies can leverage the advantages of the design. Accordingly, it provides a framework that compromises eighteen core organizational practices grouped into four categories (organizational structure and governance, culture and people, IT tools and data infrastructure, and processes) to understand the effect of organization design on agile product development.
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Noermijati, Noermijati, and Ikhwan HS. "Organizational Commitment of Non-Profit Organization Volunteers: A Study on the Save Street Child (SSC) Organization in Malang City, Indonesia." International Business Research 11, no. 8 (July 25, 2018): 154. http://dx.doi.org/10.5539/ibr.v11n8p154.
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Save Street Child (SSC) is a nonprofit organization in which its main activity is focused on the empowerment of the street children. This research aims at analyzing the effect of organizational culture on organizational commitment, analyzing the job satisfaction as the mediating variable of the organizational culture’s influence on the organizational commitment, and analyzing the volunteering tenure as the moderating variable of the organizational culture’s influence on the organizational commitment. This research involved all of 63 volunteers in SSC organization in Malang City as respondents. Closed questionnaires were used to collect the primary data. Further, the data were analyzed by using the PLS (Partial Least Square). The research results show that the organizational culture affects the job satisfaction, whereas the organizational culture does not have any influence on the organizational commitment. In addition, the job satisfaction influences the organizational commitment, and it also becomes the mediating variable of the influence of the organizational culture on the organizational commitment. The last finding also shows that the volunteering tenure is not the moderating variable of the organizational culture’s influence on the organizational commitment. This study is useful for understanding organizational culture, job satisfaction, and organizational commitment in nonprofit organizations.
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Walden, Justin A., and Catherine Y. Kingsley Westerman. "Strengthening the Tie: Creating Exchange Relationships That Encourage Employee Advocacy as an Organizational Citizenship Behavior." Management Communication Quarterly 32, no. 4 (June 27, 2018): 593–611. http://dx.doi.org/10.1177/0893318918783612.
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This study investigates the communication elements within organizations that enhance social exchanges and influence an individual’s willingness to spread positive information about their employer. Findings from a survey of employees in a United States–based health care organization ( N = 223) indicate that organizational commitment mediates the relationship between employee-centered internal communication by organizations and employee advocacy. Employees with strong organizational commitment perceive that their organization values the exchange relationship, and employees, in turn, report they are likely to take extra steps to support their organization. To encourage organization-supportive employee advocacy behavior, organizations should engage in open and supportive communication with employees and cultivate lasting relationships with them.
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Chaudhary, Abdul Haseeb, and Anum Mukhtar. "Determinants of Relationship Continuity: A Mediational Study of Relationship Quality and Word of Mouth." International Journal of Business and Management 11, no. 12 (November 20, 2016): 230. http://dx.doi.org/10.5539/ijbm.v11n12p230.
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<p>Employees are claimed to be one the important strategic key asset of organization. In today's competitive world, departing of the skilled employees is immense dilemma for organizations especially at managerial level. Organizations not have only bear the cost of hiring and training of these mangers but also these managers act as intellectual capital as they possess knowledge and information of the key strategic areas. This study attempts to study the factors such as self-efficacy, work environment and workplace bullying behavior which governs the psychological patterns of employees in an organization. This paper studied behavioral factors of employees not only proves to be the reason for financial benefits of organization but also become a source of retaining skilled employees within organization which was referred to as relationship continuity in this paper. Structural Equation modeling technique is used to analyze the behavioral pattern of employees of Textile mills from Multan Region through Purposive sampling technique with resulting in 552 respondents. Thus, results from the study enfolded interesting insights identifying the factors which can be a source to improve and retain the skilled labor of the organization and utilizing them for creating the organizational image. </p>
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Boissoneau, Robert, and Paul Belton. "CEO Perceptions of Current Union Activity." Public Personnel Management 20, no. 4 (December 1991): 505–20. http://dx.doi.org/10.1177/009102609102000411.
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The purpose of this study is to examine the relationship between the organizational environment and unions as observed by chief executive officers in various industries. The organizational environment in which an executive functions is fruitful ground for management study. Organization theorists and organizational behaviorists are concerned with environmental concepts, structures and processes in analyzing organizational effectiveness. The focus usually is centered on several components of the organization. While undeniably important, such analyses often do not incorporate the antecedent considerations of the particular industry in which the organization is located. For example, the appendage of the medical staff in the hospital organization and the centrality of the faculty in the university organization undoubtedly influence the practice and behavior of the chief executive officer. Since hospital and university organizations are considered two of the most “democratic” organizations, do the CEOs of these institutions use certain management concepts, tools and techniques more than CEOs in other industries?
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Allen, Tammy D., Mark Alan Smith, Fred A. Mael, Patrick Gavan O'Shea, and Lillian T. Eby. "Organization-Level Mentoring and Organizational Performance Within Substance Abuse Centers." Journal of Management 35, no. 5 (March 17, 2009): 1113–28. http://dx.doi.org/10.1177/0149206308329969.
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Individual benefits to those who have been mentored are well documented. The present study demonstrates that organization-level mentoring relates to overall organizational performance. In a study of 589 employees of 39 substance abuse treatment agencies, the authors found that agencies with a greater proportion of mentored employees also reported greater overall agency performance. Organization-level mentoring also related to organization-level job satisfaction, organization-level organizational citizenship behavior, and organization-level learning. Results provide justification for organizational investment of time and resources into efforts designed to facilitate mentoring, as well as support the notion that mentoring may provide a competitive advantage to organizations.