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... Further highlights include the psychological impediments entrepreneurs must be aware of and avoid that can stall the entrepreneurial process and the business from successfully launching and sustaining life long-term. Lastly, the authors demonstrate the similarities between the McKinsey 7s framework (Peters & Waterman, 2004) and the servant leadership style (Greenleaf, 1977), revealing how adopting a more formidable entrepreneurial approach involves "putting the people first" rather than solely focusing on strategy and complex numbers. ...
... Moreover, entrepreneurs can experience psychological impediments, but it is crucial to minimize these obstacles for the business and the entrepreneur to thrive. Additionally, by utilizing the diagnostic business tool, the McKinsey 7s framework (Peters & Waterman, 2004), and a servant leadership style (Greenleaf, 1977), entrepreneurs can cultivate a mindset of prioritizing people over solely focusing on strategy and complex numbers. This shift in perspective is beneficial for the organization's overall improvement (Conroy, 2001;Vliamos & Tzeremes, 2012). ...
... Based on the review of previous creativity studies, as shown in Table 1, a gap was found that did not fully unpack the strategic execution of a process, product, or organization. This research helps to bridge this gap by providing a method of combining the McKinsey 7s framework and the servant leadership style into an entrepreneur's business planning and behavior in which "putting the people first" instead of focusing solely on strategy and complex numbers provides a more formidable entrepreneurial approach to practice (Greenleaf, 1977;Northouse, 2022;Peters & Waterman, 2004). ...
The origination of business ideas for new products or services occurs through the creative process. For example, an entrepreneur initially has a business idea for a new product or service that begins in mind. However, the idea needs to be successfully and strategically executed to become a sustainable reality. This research provides a variety of examples concerning conceptualizations of creativity that entrepreneurs can tap into further to enhance their creative abilities for business ideation generation. Further highlights include the psychological impediments entrepreneurs must be aware of and avoid that can stall the entrepreneurial process and the business from successfully launching and sustaining life long-term. Lastly, the authors demonstrate the similarities between the McKinsey 7s framework (Peters & Waterman, 2004) and the servant leadership style (Greenleaf, 1977), revealing how adopting a more formidable entrepreneurial approach involves "putting the people first" rather than solely focusing on strategy and complex numbers.
Keywords: creativity, entrepreneurship, McKinsey 7s framework, servant leadership, strategic execution
... In Chapter 3, we present and discuss theoretical approaches and existing models on organisational effectiveness. We describe and examine five different models -the internal system approach to organisational effectiveness, the Command Team Effectiveness (CTEF) Model [28], the Star Model [30], the 7-S-Model [58] and the Behavioural Engineering Model (BEM; [33]). We evaluate their conceptual ideas and advantages for the purposes of our research, and based on that, we create a new theoretical model to study organisational effectiveness of coalition HQs. ...
... The 7-S-Model of Peters and Waterman Jr. (1982) [58] divides organisations into "hard" and "soft" factors. The hard factors refer to those concrete elements of an organisation documented with policy papers, plans and documentation on the development of the organisation; they are: a) Strategy; b) Structure; and c) Systems. ...
... In practice, it is often the case, however, that leaders only focus on the hard factors. Peters and Waterman Jr. (1982) [58] argue that the most successful organisations devote their attention to the optimum balance amongst the soft factors, which can be decisive for success because new structures and strategies can barely be built on completely opposed cultures and values. This praxis proven model has the advantage that it: a) Takes into consideration hard as well as soft factors; and b) Emphasizes the importance of a balance amongst those factors. ...
In this chapter we present five theoretical models and approaches of organisational effectiveness:
• The Command Team Effectiveness (CTEF) Model [28];
• The Star Model [30];
• The 7-S-Model [58];
• The Behavioural Engineering Model (BEM) [33]; and
• The internal system approach to organisational effectiveness [44].
Following the presentations of these theoretical model and approaches, we elaborate upon their conceptual
ideas and advantages for our purposes and, present a model tailored to a NATO coalition HQ.
... Here, the study of cultural values is quite complex. The idea of cultural studies within organizations was introduced in the 1960s, has evolved over time, and has now been the focus of attention in the management and international business fields for decades [48][49][50][51][52][53][54][55][56]. One remarkable example in this regard is the work by Hofstede and his various colleagues [56][57][58]. ...
This paper examines the strategic management of people within enterprises as a driver of sustainable growth. As strategic people management (SPM) is founded on the Eastern knowledge workers’ perspective, we integrate SPM with the Confucian perspective to analyze the factors underlying the sustainable success of Chinese management. In so doing, we review the literature on sustainability, SPM, Chinese management, and the integration of Confucian cultural values. We utilize the qualitative case research method to examine 20 successful Chinese enterprises across five sectors. The results of the case analysis reveal three types of sustainable SPM associated with Confucian values: responsible people management, paradoxical people management, and humanistic people management. We propose a conception of sustainable SPM combined with Confucianism to be relevant in the Chinese business context, where a high degree of dynamism can be seen. The findings of this study could be extended through analyses conducted in other contexts with a high level of complexity, such as emerging markets, disruptive technology, unexpected crises, or any aggregated interactions of such contexts.
... Values provide a common direction for all employees, and to guide their behaviour. 'People way down the line knows what they are supposed to do in most situations because the handful of guiding values is crystal clear' (Peters and Waterman, 1982). Organisational values are the accumulated beliefs held about how work should be done, and situations dealt with, that guide employee behaviour. ...
This Paper focuses on the strategy of developing organizational culture in the public Research and Development Organization. The aim of the research is to know the strategy for developing organisational culture in R & D organisation in Indonesia. The study uses qualitative approach. It starts exploring the topic of organisational culture, collecting the data, then describes the phenomenon occurs in the organisations, analyses based on the theory and makes conclussion. Informants of this study were the stakeholders involved in the organization of R developing the value, norm and belief of the organization is developing, instilling and sharing to the members through the activities of the main business of the organization to obtain the realization of the organization vision and mission. The process of instilling and making habit working culture in the public R and D in Indonesia is based on regulation.
... Autores como Peters & Waterman (1982), Deal & Kennedy (1982), Ouchi (1981), entre outros, declaram que a força da cultura está associada ao desempenho organizacional: "... uma cultura forte tem sido quase sempre a mola propulsora que está atrás das companhias de sucesso (Deal & Kennedy, 1982:5). ...
... First, Martin [9] developed the elements of integrative thinking based on interviews with successful leaders from industry, the arts and the not-for-profit sector arguing that these people can simultaneously maintain opposing ideas in their mind in order to creatively generate a superior solution. As with many concepts influenced by pragmatism (e.g., [13][14][15]), the justification for integrative thinking is based on accepting evidence that works [16]. With sustainability being characterized by wicked problems, integrative thinking is able to integrate reason and logic based on empirical evidence and scientific understanding but also imagination and ability to create a better vision for the future. ...
This article expands the evidence about integrative thinking by analyzing two case studies that applied the collaborative decision-making method of deliberative democracy which encourages representative, deliberative and influential public participation. The four-year case studies took place in Western Australia, (1) in the capital city Perth and surrounds, and (2) in the city-region of Greater Geraldton. Both aimed at resolving complex and wicked urban sustainability challenges as they arose. The analysis suggests that a new way of thinking, namely integrative thinking, emerged during the deliberations to produce operative outcomes for decision-makers. Building on theory and research demonstrating that deliberative designs lead to improved reasoning about complex issues, the two case studies show that through discourse based on deliberative norms, participants developed different mindsets, remaining open-minded, intuitive and representative of ordinary people’s basic common sense. This spontaneous appearance of integrative thinking enabled sound decision-making about complex and wicked sustainability-related urban issues. In both case studies, the participants exhibited all characteristics of integrative thinking to produce outcomes for decision-makers: salience—grasping the problems’ multiple aspects; causality—identifying multiple sources of impacts; sequencing—keeping the whole in view while focusing on specific aspects; and resolution—discovering novel ways that avoided bad choice trade-offs.
... person sales force and its 99.5% service level" (Peters & Waterman, 1982;MacMillan, 1983). ...
This paper follows the footsteps of ten studies that have tried to analyze the competitive profile of U.S. consumer markets: Men’s Shaving Gel, Beer, Shampoo, Shredded/Grated Cheese, Refrigerated Orange Juice, Men’s Razor-Blades, Women’s Razor-Blades, Toothpaste, Canned Soup, and Coffee.Porter associates high market share with cost leadership strategy which is based on the idea of competing on a price that is lower than that of the competition. However, customer-perceived quality—not low cost—should be the underpinning of competitive strategy, because it is far more vital to long-term competitive position and profitability than any other factor. So, a superior alternative is to offer better quality vs. the competition.In most consumer markets a business seeking market share leadership should try to serve the middle class by competing in the mid-price segment; and offering quality better than that of the competition: at a price somewhat higher, to signify an image of quality, and to ensure that the strategy is both profitable and sustainable in the long run. Quality, however, is a complex concept consumers generally find difficult to understand. So, they often use relative price, and a brand’s reputation, as a symbol of quality.In 2008 the U.S. retail sales for the Potato Chip market were $3.07 Billion. The pack sizes varied from 0.8oz to 50oz, with the 9-13oz packs being the most popular with a 33% share. So, we have focused cluster analysis on this size.In 2008 the U.S. Potato Chip market was highly competitive—notwithstanding the dominance of Pepsi Co.’s Lay’s brand family—with a total of 254 brands.Using Hierarchical Cluster Analysis, we tested two hypotheses: (1) That the market leader is likely to compete in the mid-price segment, and that (2) Its unit price is likely to be higher than that of the nearest competition. Employing U.S. retail sales data for 2008 and 2007 we found that the results supported Hypothesis I; both the market leader Lay’s Plain Potato Chip brand--and the runner-up Pringles Original Potato Chip brand--were members of the mid-price segment. However, while the unit price of the market leader was somewhat higher than that of the runner-up for 2008—as we have hypothesized--this was not the case for 2007, although the price difference between the two brands did not seem statistically significant.We found that relative price was a strategic variable, as hypothesized.We also discovered four strategic groups in the industry.This is the eleventh in the study of U.S. consumer markets we have cited above. In eight of these—that exclude Men’s and Women’s Razor-Blades, and Ground Coffee—a pattern has emerged. In all eight cases the market leader was a member of the mid-price segment, as we have hypothesized.Finally, in the words of Dirk Burhans, the author of Crunch, it is important to realize that a “potato chip could be such a subtle, delicate experience”.
For thousands of years, humans and horse have co-habitated on the earth. From the steppes of Mongolia to the shores of Ireland and Iceland, horses gradually became an increasingly integral part of the social fabric, as they offered their services to humans in exchange for domesticated survival. In this article, we trace the equestrian iconography of power and leadership from its origins in ancient times through to modern times and identify the transitory position of contemporary management, moving into a post-centaurian age in which the complex iconographic reservoir of meanings and figures is supplanted by new forms of managerial reasoning, founded in the long legacy of the anthropocentrism of the Enlightenment. Through an explorative approach, the systems theoretical approach of Niklas Luhmann is extended to include the modus operandi of pre-modern societies with its abundance of non-human actors such as demons, gods, angels and horses. In conclusion, the article demonstrates how the widely used idea of post-heroic leadership is a severe misconception of historical concepts of heroes; rather, post-heroic deeds are in adherence with equestrian treatises of heroic leadership which promoted the demonstration of heroic excellence in the equestrian manège. As the horses and the heroes of modernity are seemingly relegated to the confinements of history books, the reservoir of equine-heroic semantics and concepts is still with us today and continues to resonate in semantic figures of power, framing the life of the post-centaurian manager, politicians, Ukranian soldiers and the plethora of societal realms still using the language connected to equestrian semantics.
Digitization tests organizations with an unusual new competitive environment. In order to survive in this environment, organizations; they try to get creative thinking and innovative opportunities. The way to do this is through the adoption of innovative attitudes and behaviors by organizational leaders and employees at all levels. Leadership factors provide cultural, environmental and individual perspectives to both employees and organizations. Studies on leadership contribute to the understanding of an effective way to significantly improve organizational performance. In this study, first of all, leadership and leadership approaches are discussed conceptually. In this direction, an evaluation was made on the leadership characteristics of Steve Jobs, the cofounder of Apple, one of the most valuable companies in the world, and Tim Cook, the current CEO; on the basis of studies in the literature, Steve Jobs has more entrepreneurial and transformational leadership characteristics; It has been understood that Tim Cook is more prone to interactionist and visionary leadership characteristics.
The paper presents results of theoretical research about approaches to human capital as a basis for population trust in Russian regions. The main goal was to look through general approaches to form a strategy of empirical analysis of different aspects of human capital in the modern conditions of transforming reality. A basis for theoretical research were works by foreign scientists, describing economic, social and emotional dimensions of human capital and networks between notions of human and social capital, social, human and intellectual capital. Concluded that economic dimension will provide analysis of institutional conditions of formation of human capital, working out of multi-factor model of estimation of potential and security of social trust basing on use of social-economic indexes of development of regions. Sociological dimension will prove new knowledge about qualitative and quantitative characteristics of a human capital and intellectual potential of different social-demographic groups of regions of Russia, comparative analysis of a human capital and intellectual potential of population and territorial (regional) dimensions. Psychological dimension will present subjective characteristics of a human capital, including characteristics of motivation sphere, adaptive strategies, and peculiarities of social and psychological integration of population for transforming social reality.KeywordsHuman capitalTrustSocial capitalIntellectual capitalConceptSocial trust
El coronavirus, genero severas exigencias al sector salud para salvaguardar la vida del ser humano. posicionándolo en las agendas políticas y sociales buscando un sistema sanitario que garanticen la prevención, detección y seguimiento para favorecer un estado de saludable y de bienestar, siendo esto un sinónimo de progreso de los países. Para qué una organización funcione y responda a las necesidades del entorno, la cultura organizacional es fundamental, ya que a través de ella se cultiva en los integrantes de la organización; creencias, hábitos y costumbres que se forman por medio de la convivencia laboral impactando en la productividad. Ante este panorama el Sindicato Nacional de Trabajadores de la Secretaría de Salud Sección 37 Guanajuato, México (SNTSA 37) efectúa permanentemente procesos de capacitación continúa apoyados por Tecnologías de Información y Comunicación (TIC)proporcionando así habilidades, competencias y capacidades de manera holística a los profesionales sanitarios públicos. El objetivo de la presente investigación es realizar un análisis retrospectivo del periodo anual 2019 al 2021 de las capacitaciones realizadas en SNTSA 37. La metodología fue exploratoria, descriptiva y cuantitativa, para el análisis estadístico se utilizó el software SPSS versión 22. Los resultados obtenidos demuestran un incremento un 72% del personal capacitado, resalta que un 34% de las capacitaciones se ofertaron al público en general. En conclusión, SNTSA 37 le apuesta a la innovación y capacitación continua como base de la cultura organizacional, cumpliéndolas exigencias del entorno al ser una institución socialmente responsable convirtiéndose en un referente a nivel nacional e internacional.
Der oft beschworene Aufstieg der Managementberatung zu einem integralen Bestandteil von Unternehmensführung besitzt eine selten beachtete Seite: Managementberatung ist nicht nur zu einer anerkannten Praktik der „guten Regierung“ des Unternehmens geworden, sondern zugleich zu einer legitimen Form der Produktion von Managementwissen. Im Folgenden soll dem Wandel der diskursiven Praxis der Produktion von Managementwissen nachgegangen und seine Bedeutung für den Wandel der Praxis der Unternehmensführung eruiert werden. In einem ersten Schritt sind die Praxis des Managements und ihre Logik zu skizzieren, um einerseits den Alltag des Managements zu begreifen und andererseits zu verstehen, dass in diesem Alltag die Möglichkeit diskursiven Wandels angelegt ist.
This chapter provides a basic, yet compact introduction to change management. In particular, answers are given to the following questions: What is change management? Why has the importance of change management increased? Why does change often fail in practice? What are the success factors for implementing change with as little resistance as possible?
This paper explores the pedagogical benefits of teaching students to dress up like a firm and develops an experiential exercise to be used in teaching small business management and personal strategic management courses. Much can be gained from teaching students to view themselves as small businesses and applying the lessons of organizational research to enhance their personal strategic management skills. Globalization has changed the competitive landscape, increasing the need for all to become more competitive. Students must be able to internalize key strategic and financial lessons to gain and sustain a competitive advantage. To be successful, students need to be able to view the world through the eyes of a firm
Organizational culture is an elusive concept. It has remarkable face validity – everyone seems to understand what culture is – but often that understanding is vague and/or incomplete, and there can be as many definitions of culture as there are people studying it. This entry defines organizational culture through a popular framework or tool for analysing culture. It is descriptive but also practical. It emphasizes something senior and seasoned leaders appreciate – how understanding the organizational cultures they actually maintain, not just the ones they wish for, is crucial to effective strategic management.
Bu çalışmanın amacı, örgütün kültürel sıkılık/esneklik boyutunun girişimcilik yönelimine etkisinin belirlenmesidir. Kültür yazınında sıkılık/esneklik boyutunun örgütsel seviyede girişimcilik ve yenilikçilik gibi değişkenlerle kuramsal olarak anlamlı olumlu ilişkileri gösterilmiştir. Örgüt kültürünün sıklık ve esneklik boyutunun örgüt çalışanlarının girişimcilik yönelimini olumlu/olumsuz etkilediği birçok çalışmada araştırılmıştır. Ancak, Türkiye’ de örgüt kültürü yazınında tekrar detaylandırılarak araştırılmasının konunun güncellenmesine ve örgütsel süreçlerde yön göstermesine katkı sağlayacağı düşünülmektedir. Çalışma kapsamında örgütün sıkılık eğilimi ve girişimcilik yönelimi eğilimleri incelenmiştir. Bu kapsamda oluşturulan modelde sıkılık eğilimi ve girişimcilik yönelimi eğilimlerinin Türkiye’ deki örgütlerin kültürel perspektif temelindeki yapısına etkisinin her bir boyut düzeyinde araştırılması gerçekleştirilmiştir. Örneklemini Borsa İstanbul’ da işlem gören firmaların oluşturduğu bu çalışmada; Ölçek güvenirlik analizleri SPSS 23 analiz programı kullanılarak yapılmıştır. Araştırmada kullanılan ölçeklerin yapısını test etmek için AMOS 24 programında Yapısal Eşitlik Modeli kullanılarak doğrulayıcı faktör analizleri yapılmıştır. Son olarak, Yapısal Eşitlik Modeli yol analizi kapsamında AMOS 24 programında teorik model testi ve regresyon analizi yapılmıştır. Sonuç olarak, sıkılık esneklik ile girişimcilik yöneliminin yenilikçilik boyutu arasında pozitif anlamlı ilişki bulunmuştur.
This paper, which is the result of an investigation that began in 2003, focuses on public administration in Venezuela from a broader political-administrative perspective. It assumes the actors’ point of view taking into consideration their biases and heuristics. Therefore, the epistemological postures that have been assumed are Phenomenology and Hermeneutics seeking the comprehension of the actors and the situations they are involved in. The theoretical foundation has been developed from Institutionalism and Behavioral Economics; the political, administrative, and organizational theories used throughout the analysis have been approached from the epistemology of History of Ideas developed by Cambridge University. The construction of the arguments in this chapter has three steps. First, it takes into consideration the law that regulates Venezuelan public administration, the functioning of the public sector, as well as the analysis that has been developed from political economy and democratic development. Second, it describes some experiences in the public sector and what they mean regarding the Venezuelan public culture. Third, the paper summarizes some political-administrative reflections as guiding ideas to configure a realizable agenda for institutional change. The main foundation of the investigation and argumentations praise the active presence of all political-administrative actors from a cooperative and emancipatory perspective.
Entrepreneurship and innovation are at the heart of doing business in any progressive society. Countries invest considerable resources in R&D to accelerate innovation, technological progress, new firm formations and economic growth. Drawing on Schumpeterian economics, this chapter examines the relationship between innovation and entrepreneurship, from a theoretical and an empirical perspective. It uses data covering the period 2006–2018 from a selected set of countries. Entrepreneurship is proxied by new business registrations and innovation is proxied by registered patents. In examining this relationship, a Pearson correlation analysis and Granger causality tests are performed between the entrepreneurship and innovation. Among the BRICS and Southeast Asian economies, there appears to be a consistently positive and significant correlation between entrepreneurship and innovation. While the relationship is positive and highly significant for India, it is positive for South Africa, but not significant. Surprisingly Japan and Sweden show negative significant correlations; a data-related explanation is posited. The Granger causality test results show that Algeria, Singapore, and Indonesia have generated statistically significant unidirectional causality, indicating that registered patents by domestic residents there cause new business formations. Entrepreneurship in these emerging economies thus tends to be driven by innovation. For the other countries, there is no conclusive evidence of causality running in either direction. However, the results are to be treated with caution, owing to limited data availability.
Dieses Kapitel handelt von Exzellenz. Es beschreibt Erfolgsfaktoren für eine erfolgreiche Entwicklung und Positionierung von nachhaltigen Geschäftsmodellen. Als Grundlage für die Darstellung der Erfolgsfaktoren dienen zahlreiche praxisnahe Studien und wissenschaftliche Quellen.
It is no longer possible to avoid the current digital transformation. This opinion seems to be shared by the majority of scholars and practitioners, when considering the recent attention paid to the challenges and opportunities related to this growing and diffused phenomenon. In addition, the industry 4.0 is depicted and considered as providing benefits for employees, for the environment, and for the processes as well as it creates new business venues (Müller et al. 2018).KeywordsDigital transformationTechnologiesWorkforce transformation
This chapter examines the effects of workplace cyberbullying in organizations that are done with criminal intent with subtle means and explores various research reports as the remedial measures to control this social menace. It explores workplace cyberbullying as a hate crime and harassment at the workplace by the perpetrator with criminal intent. The chapter justifies with evidence gathered through research across the world, as to how workplace cyberbullying is perpetrated with subtle means. It also explores with various research studies how workplace cyberbullying is growing as a social menace. The menacing effects are categorized into psychological, social, and organizational in the chapter and are analysed as to how the perpetrator plans their modus operandi to inflict pain in the workplace.
Kommunernes brug af struktur- og styringstænkning kommer til udtryk i hybride pakker, hvoraf nogle karakteriseres som modeller. Udviklingen er karakteriseret først af divergens imellem forvaltningsmodellen og virksomhedsmodellen og siden af konvergens i retning af koncernmodellen. Den historiske udvikling, hvorigennem kommunerne tilpasser sig ændrede vilkår og forventninger, forklares som funktionel og strategisk tilpasning koblet med læringsteori og teori om institutionel isomorfi. Kommunernes tilpasning er bemærkelsesværdigt ens i betragtning af deres relativt store autonomi. Med udviklingen af hybride modeller bliver lederne nødt til at manøvrere i kompleksitet og flertydighed.
In this study, we identify the relationships between a strong and balanced organizational culture, and its effects on overall employee attitudes, organizational competencies, and organizational performance. We define a strong and balanced organizational culture as one that rates highly in terms of both flexibility and stability, and we hypothesized its effects on organizational performance, further predicting that these effects are mediated by overall employee attitudes and organizational competencies. Data were collected through the Korea Research Institute for Vocational Educational & Training’s panel survey of 2013, based on 3530 employees and 1167 managers from 163 companies. Our analyses suggest that a strong and balanced organizational culture has a significant positive relationship with organizational performance, and that this effect is mediated by employee attitudes and organizational competencies. Our findings underscore the importance for managers of cultivating a culture that concurrently balances the twin goals of internal- and external-oriented flexibility and stability.
Chapter 3 addresses the emergence and further development of culture in organizations. It discusses the central characteristics of the major phases with their respective characteristics and challenges. These phases include culture development, maturing, the mature phase, and a potential crisis. When a culture develops, potential subcultures are likely to emerge that may have different effects on organizations. Furthermore, cultural knowledge develops with recipes of success and failure. The chapter discusses the impact of increasing over-determined behavior during the mature phase, which may lead to a crisis. Depending on the actions taken in the mature stage, rejuvenation or demise of an organization and its culture may follow.
Chapter 2 provides the theoretical background for the concept of culture in the context of organizations. Three major approaches exist in the organization and management literature. They are based on different interests and related expectations regarding the concept of culture in the context of organizations. In this chapter, I define organizational culture with its various functions and characterize its different facets. Organizational culture is distinguished from organizational identity, organizational climate, image, reputation and, branding and linked to concepts such as corporate strategy, organizational design, and management systems. The chapter discusses different functions of organizaitonal culture and their implications. Furthermore, this chapter points out what the concept of organizational culture does not entail. The chapter closes with an introduction of an organization’s cultural context that consists of culture at different levels: the regional, national, supranational, and industry level.
Chapter 7 addresses the topic of culture assessment. A culture assessment entails gaining knowledge about an organization’s culture by analyzing it and its evaluation. First, the chapter outlines those characteristics of organizational culture relevant to its analysis because analysts’ conception of culture and its characteristics influence the approach they choose for a culture analysis, including methods. Second, the chapter explores different kinds of data collection methods, including their strengths and related challenges, for collecting information about an organization’s culture. Third, the chapter addresses standards helpful in evaluating the quality of a given culture, and it provides two examples of a culture assessment in practice.
Chapter 5 explores the relationship between an organization’s culture and organizational performance. First, the chapter addresses the different ways used to measure both culture and performance. This information provides the readers with an understanding of the multifaceted nature of the relationship between culture and performance. The following five sections focus on: (1) research that investigated the direct link between culture and performance indicators; (2) research that investigated cultures perceived to be different and their impact on performance indicators; (3) studies that found an indirect link between culture and performance; (4) research that proposes an interaction effect; (5) non-linear and reciprocal relationships between culture and performance. The chapter closes with a discussion if strong cultures tend to be better for organizational performance, as some authors and practitioners claim.
This chapter addresses how positive psychology coaching is delivered in an organisational setting, highlighting the key differences from how individual coaching is delivered in a community setting. Individual coaching in organisations is driven by dual motivations (personal and organisational), involves multiple stakeholders and is conducted across multiple levels. The coaching relationship is triadic rather than dyadic. Reporting relationships are to the client and sponsor, as well as to the coachee. The roles played by these three key stakeholders (coachee, client and sponsor) are explained, as is the role of HR professionals in arranging the ‘chemistry’ match between coach and coachee. HR is responsible for selecting external coaches to a coaching panel based on specific selection criteria. The stages in the ©AIPC Organisational COACHing model are presented: contracting and preparation, assessment and feedback, conducting the coaching session using the ©AIPC COACH model, and evaluating the coaching. Organisational coaching has been found to decrease workplace stress, increase job satisfaction and team morale, and assist employees cope with and manage change. How to measure the success of the coaching using formative and summative methods of evaluation are outlined.
This chapter introduces coaching as a vehicle for transformational, cultural culture. It reviews research into organisational culture and details ways that coaching, when applied consistently throughout the organisation, can be used to communicate, operationalise and monitor transformations which change the culture of the entire organisation. Culture refers to the deep structure, normative beliefs, and shared behavioural expectations within an organisation which reflect, in large part, the values and behaviours of the senior executive team. Organisational culture informally coordinates and controls behaviours, actions, and decision-making across the organisation. To implement transformational change, executives set the direction from the top within a strategic framework and engage the people below. They focus simultaneously on the hard (structure and systems) and soft (culture and people) issues. They plan for innovation and encourage experimentation and the use of ‘risk-free’ zones. Incentives reinforce the changes rather than drive them. Organisations which invest resources into making coaching a strategic priority during a transformation and cultural change program reap the benefits by transitioning more smoothly and quickly to their desired future. The expertise of executive coaches acting as consultants is used as a resource to assist senior executives map-out and plan the transformation.
This chapter presents a case involving the organization of teams for inter-professional coordination of care. We explore knowledge-sharing processes by discussing the practical dilemmas when organizing teams, drawing on interventionist research at a hospice. Management had organized the hospice into four single-professional teams of nurses and one cross-professional team comprising all other professionals. This set-up caused tension and a sense of exclusion among the nurses. Based on focus group interviews, observations and meetings during a four-month period, one of the authors proposed an alternative team organization, with inter-professional teams including nurses. However, the management rejected this proposal. We use this incident as a jumping-off point for a discussion of the dilemmas when organizing inter-professional teams. We draw on Follett’s notion of coordination as integration to discuss knowledge sharing across teams. In line with Follett, we see the challenge when coordinating between different groups as a matter of integrating differences, which always implies a re-evaluation of interests. She outlines three factors that may help coordinate unity among difference: (1) an understanding of integration as a method of settling differences; (2) a system of cross-functioning that allows both horizontal and vertical lines of communication within organizational hierarchies; and (3) a sense of collective responsibility for ensuring the interweaving of differences. We discuss these three factors as sensitizing lenses in relation to three discourses concerning inter-professionalism identified at the hospice. This chapter’s contribution is to highlight three dilemmas that may complicate the coordination of inter-professional teams: (A) differences in tasks and time, (B) a different sense of responsibility, and (C) knowledge hierarchies. Hereby, the chapter brings forward an understanding of coordination as knowledge sharing relations across differences that involve and engage learning accomplished not only through consensus, but also through tensions and conflict.
In diesem Kapitel erfolgt eine grundlegende, aber zugleich kompakte Einführung zum Change Management. Dabei werden vor allem Antworten auf die folgenden Fragen gegeben:
This chapter explores where personal values-guided strategy has been, where it is now and emerging trends in the field. Firstly, the subject as an academic discipline is mapped onto the issue lifecycle in a historical management context to assess where it is now. Next, emerging trends in personal values-guided adaptive strategies is discussed in the context of values-aligned generative business models. Finally, emerging links with moral orientations with practical application to stakeholder governance is illustrated by ex-Unilever CEO Paul Polman’s personal values-led Sustainable Living strategy.
Organizational culture plays a key role in the performance of individuals, teams, systems and organizations. The cultures of healthcare organizations are complex and influenced by historical silos that can negatively affect healthcare delivery. The elements that make up an organization’s culture may not be well understood by leaders of an organization. Simulation, especially in situ simulation, can provide significant insight into both how work is done and the relational aspects of the work in an organizational unit. More important, simulation and the associated debriefing offers a way for healthcare workers to better understand the diverse perspectives of other members of the healthcare team.
Globalization, digitalization, demographic changes, and the convergence of technology and culture of the new millennium to the concept of “Future of Work” will force many organizations to make radical changes. The familiar methods of traditional change management are suitable for implementing these massive changes only to a limited extent. Uncertainty about how to react to this problem leads to frustration and sheer fear or to boundless optimism and euphoria. Emotions just as much as the general emotionalization of customer relationships by the platform economy must be taken into account in the internal company context. Agile change is becoming the new paradigm of digital transformation. What will be required and demanded of digital leaders in the future will differ drastically from the traditional job profiles of managers of the past.
Organizational culture is the sum of all conscious and unconscious elements that are experienced as a rule or norm in companies. An overview of three conceptualizations of organization culture by Schein, Müller, and LaLoux illustrate different views and the relevance of culture in the context of digital transformation. The interdependence of culture and change management is explained in a description and explanation of the role of emotions and the corresponding culture-related “display rules.” Finally, concepts relevant to designing and changing organizational culture, including emotion, will be provided. The central insight is that emotions within and between teams or groups motivate people to perform certain activities that relate to specific situations in the group.
In this chapter, we analyze the characteristics of continuous development. This is a kind of a baseline for development—as opposed to high growth (Chap. 6) or downfall (Chap. 7). A permanent continuous development leads to longevity. We propose a theoretical concept that longevity is not based on superior performance in certain success factors—as it is stated in various concepts on strategy. Rather, we see longevity as a consequence of meeting certain minimum prerequisites to a satisfactory degree.
РЕЗЮМЕ:
В тази книга са представени различни подходи към изясняване същността на фирмената култура, важни дефиниции, равнища, модели, класификации и други. С цел затвърждаване на придобиваните знания към отделните глави са включени рубрики, представящи сбито основните акценти и понятия, тестове за проверка на индивидуалното равнище на усвояване на разглежданата тематика, придружени от отговори на съдържащите се в тях въпроси и списък с литература, препоръчвана за по-задълбочено навлизане в съответна, по-тясна сфера при нужда. Придобиването на определени умения от обучаваните е осигурено чрез включване към отделните глави на въпроси за обсъждане, казуси за анализиране, задачи за решаване и курсови проекти за изпълнение.
Книгата е предназначена преди всичко за студентите в УНСС, изучаващи дисциплината Фирмена култура. Но тя може да бъде полезна и за мениджърите и специалистите от практиката независимо от сектора на икономиката, където допринасят.
Авторът с благодарност ще приеме всички препоръки за усъвършенстване на това първо издание.
ABSTRACT:
This book presents different approaches to clarifying the nature of firm (company, corporate) culture, important definitions, levels, models, classifications and more. In order to consolidate the acquired knowledge, the individual chapters include sections summarizing the main accents and concepts, tests to check the individual level of mastery of the subject, accompanied by answers to the questions contained in them and a list of literature sources, recommended for more in-depth penetration into a relevant, narrower area when needed. The acquisition of certain skills by the trainees is ensured by including in the separate chapters questions for discussion, cases for analysis, tasks to be solved and course projects for creation.
The book is intended primarily for students at UNWE studying the module of Firm (Corporate, Organizational) Culture. But it can also be useful for managers and employees, regardless of the sector of the economy where they contribute.
The author will gratefully accept all recommendations for improvement of this first edition.
ЦИТИРАЙТЕ ПО СЛЕДНИЯ НАЧИН:
Димитров, К., 2012. Фирмена култура, 227 стр., София: Издателски комплекс – УНСС, ISBN 978-954-644-281-9.
ABSTRACT:
The current article explores the image of success in the contemporary business environment, embedded in organizational settings as the “exponential organizations”. The essence of exponential human resource management is outlined based on critical review of the continuum of revolutions (evolution) in this functional sphere in business organizations. Strong attention is paid to human resource management practices, adopted by these companies, smoothly operating under the conditions of exponential growth.
CITE AS:
Dimitrov, K. 2019. Human resource management in business organizations under exponential growth conditions, VANGUARD SCIENTIFIC INSTRUMENTS IN MANAGEMENT (VSIM), vol. 15, no. 1, 2019, ISSN 1314-0582, 31pages, available at: https://ideas.repec.org/a/zbw/espost/234833.html
The aim of this chapter will be to consider how safety practices are learned and carried out in situ. The employees at the production site having been newly acquired are required to learn new ways of practising safety. The chapter explores the espoused safety narrative and culture of the organisation and the reality of the everyday practice of safety and how managers, in particular, re-learn to practise safety and reconcile the difference between espoused safety and practice. The chapter will draw upon Communities of Practice theory, especially the ideas of noncanonical communities (Brown and Duguid, Organizational learning and communities of practice: Toward a unified view of working, learning and innovation. In E. L. Lesser, M. A. Fontaine, & J. A. Slusher (Eds.), Knowledge and communities (pp. 99–121). Oxford: Butterworth Heinemann, 1991) and newcomers as legitimate peripheral participants (Lave and Wenger, Situated learning: Legitimate peripheral participation. Cambridge: Cambridge University Press, 1991) and how this might inform SasP.
HRD is vital to any organization, by which the management can make the workers to achieve the desired organizational goals. The main aim or need of the study to know HRD in Textile Industries. When an employee is made to develop his skill, the target will be achieved quickly. The study clearly portrays the human resource development in the company and where it needs to improve. The study has been made with the help of interview schedule including personal data with OCTAPAC (Openness, Confrontation, Trust, Autonomy, Proaction, Authenticity, Collaboration) culture, general climate HRD mechanisms. The recommendations have been given wherever the HRD needed improvement.Â
ResearchGate has not been able to resolve any references for this publication.