Search

Governments, companies, universities, institutes, and individuals all over the world have prioritized innovation on their agenda and some have declared innovation as a strategic goal, but for a few of them, innovation has been a way of life. Organizational development depends on human capabilities more than ever. Not just intellectual, emotional, executive, experiential, and physical quotients of human capacity, but also creative, spiritual, passionate, motivational, and social quotients now need to be considered. When an invention is valued, it becomes an innovation. Although, innovation began with human, it is hard to pinpoint the first inventor in history. Transformation from a learning organization to a thinking organization is needed to be able to sustain innovative culture. At this point, the hard question is how? A smart, creative and dynamic innovation culture will help organizations to see the value of invention. In this study, a brief review is first made on the historical backgrounds of universities, institutes, industrial revolutions, and management systems in order to understand the evolution of the concept of innovation. Then, IVALUE7, a management model for dynamic, smart innovation organizational culture, will be introduced and discussed.

The purpose of this research is to determine the relationship between the demographic structure of the branch teachers and their schools and the aspects of these school cultures. The research was carried out with 237 branch teachers in the middle schools located on the district of Fatih, Istanbul. In this research the data has been collected and evaluated by means of ‘’ the scale of the school culture’’ developed by Ali Rıza TERZİ. According to the teachers genders it ranges as 148 of female, 89 of male. T- Test has been used for comparing the continuous data between the two independent sample groups. As for the other independent groups which are more than two, the one way ANOVA test has been used. In addition to these Scheffe test has been used as a supplement Post-hoc analysis. According to the results of this research the aspect of ‘’Duty Culture’’s frequency rate was higher comparing to other cultures.It hasn’t been found any important difference between school culture dimensions ant gender factor in the research conducted.It has been found impotant differences between school culture dimensions with age and working factor in the same school.

Hasta no hace mucho la empresa y el medio ambiente eran elementos totalmente opuestos. Las actividades de una organización (construcción o industria) no podían verse frenadas frente a la preocupación ambiental. Está perspectiva ha empezado a cambiar como respuesta a la creciente intranquilidad mundial por el cambio climático, de ahí que naciese un concepto denominado "desarrollo sostenible" ante la necesidad de dejar atrás una concepción productivista que llevan a la crisis plantearía (destrucción de la capa de ozono, pérdida de biodiversidad, contaminación de recursos vitales, entre otros). En esta dirección el siguiente informe objetara un análisis sobre cuáles deberían ser las prácticas y estrategias sostenibles que se deberían llevar a cabo en las organizaciones del siglo XXI. Es en este contexto global, donde surge la necesidad de determinar, cuáles son los esfuerzos de una empresa por salvaguardar el medio ambiente que representarán una ventaja competitiva en el mercado y el reconocimiento por ser socialmente responsables con el entorno y pasar a ser eco eficiente. Until recently, business and the environment were totally opposed to each other. The activities of an organization (construction or industry) could not be held back by environmental concerns. This perspective has begun to change in response to growing global concerns about climate change, hence the emergence of a concept called "sustainable development" before the need to leave behind a productivist conception that leads to the crisis would pose (destruction of the ozone layer, loss of biodiversity, pollution of vital resources, etc.) the next report presents an analysis of what should be the practices and strategies to be implemented in the organisations of the 21st century, So it is in this context that the need arises to determine how a company’s efforts to safeguard the environment will represent a competitive advantage in the global market, because more and more companies are seeking recognition for being socially responsible to the environment and becoming eco-efficient. Administrador de empresas http://unidadinvestigacion.usta.edu.co Pregrado

Bu araştırmanın amacı, meslek liselerinde görev yapan öğretmenlerin örgüt kültürü ve öğrenen örgüt algıları arasındaki ilişkiyi belirlemek ve öğretmenlerin örgüt kültürü ve öğrenen örgüt algılarının cinsiyet, yaş, mesleki kıdem ve branş değişkenlerine göre değişip değişmediğini saptamaktır. Araştırmanın çalışma evreni, 2019-2020 öğretim yılı İstanbul ili Büyükçekmece ilçesinde yer alan Meslek Liselerinde görev yapan meslek ve branş öğretmenlerinden oluşmaktadır. İstanbul İli Büyükçekmece İlçesinde 2019-2020 öğretim yılında ilçe milli eğitim müdürlüğü verilerine göre toplam 8 resmi Mesleki ve Teknik Anadolu Lisesi bulunmakta ve bu okullarda yaklaşık 290 Öğretmen görev yapmaktadır. Araştırmanın çalışma grubunu 2019-2020 öğretim yılı güz (Birinci) döneminde İstanbul ili Büyükçekmece ilçesinde görev yapan toplam 195 meslek ve branş öğretmeni oluşturmaktadır. Araştırmada veri toplama aracı olarak Şahin (2011) Örgüt kültürü ölçeği ve Şahin, Çakır ve Öztürk (2014) tarafından Türkçe'ye uyarlanan Öğrenen Örgüt Profili Ölçeği (ÖÖPÖ) kullanılmıştır. Araştırmada iki ölçekten elde edilen verilerin analizinde kullanılacak istatistiksel yöntemleri belirlemek amacıyla öncelikle ölçeklerin ve alt boyutlarının normallik dağılımları incelenmiştir. Elde edilen sonuçlar doğrultusunda verilerin analizi için normal dağılım varsayımına dayalı istatistiksel yöntemler kullanılmıştır. Çalışma grubunda yer alan öğretmenlerin demografik bilgileri frekans ve yüzde dağılımları çıkarılmıştır. Birinci alt problem için örgüt kültürü ve öğrenen örgüt ölçeklerinin aritmetik ortalama ve standart sapma puanları hesaplanmıştır. İkinci, alt problemler için örgüt kültürü ve öğrenen örgüt algılarının cinsiyet ve branş değişkenine göre değişimini belirlemek amacıyla bağımsız örneklem t testi analiz kullanılmıştır. Yaş, mesleki kıdem değişkenine göre değişimlerini belirlemek amacıyla ilişkisiz örneklemler için tek faktörlü varyans analizi kullanılmıştır. Tek yönlü varyans analizi sonucunda gruplar arasında anlamlı bir farklılık bulunduğunda, farkların kaynağını (hangi gruplar arasında olduğunu) belirlemek üzere post-hoc çoklu karşılaştırma teknikleri kullanılmıştır. Üçüncü ve son alt problem için öğretmenlerin örgüt kültürü (tüm boyutlarda) ile öğrenen örgüt algıları (tüm boyutlarda) arasındaki ilişkiyi belirlemek için korelasyon ve regrasyon analiz tekniği kullanılmıştır. Araştırmanın sonucunda, öğretmenlerin örgüt kültürü algılarının "Yüksek" düzeyde, öğrenen örgüt algılarının ise "orta" düzeyde olduğu sonucuna ulaşılmıştır. Araştırmada öğretmenlerin örgüt kültürü ve öğrenen örgüt algılarında cinsiyet, branş, yaş ve mesleki kıdem durumlarında anlamlı ayrışma olmadığı sonucuna ulaşılmıştır. Araştırmada öğretmenlerin örgüt kültürü (tüm boyutlarda) ile öğrenen örgüt algıları (tüm boyutlarda) arasında pozitif yönde 'orta' seviyede bir ilişki olduğu sonucuna ulaşılmıştır. This research is to determine the relationship between the organizational culture of teachers working in vocational high schools and their perceptions of learning organizations and to determine whether teachers' perception of organizational culture and learning organization varies according to gender,age professional seniority and branch variables. Target population of the study consists of vocational and branch teachers working in Vocational High Schools located in Büyükçekmece district of Istanbul province in 2019-2020 Academic year. According to the data of District Directorate of National Education, there are 8 official Vocational and Technical Anatolian High Schools in Istanbul Province Büyükçekmece District in the 2019-2020 academic year and approximately 290 teachers work in these schools. Target population of the study consists of 195 vocational and branch teachers working in Büyükçekmece district of Istanbul in the fall (first) semester of 2019-2020 academic year. In the research, Şahin (2011) organizational culture scale and the learning organization profile scale (LOPS) adapted to Turkish by Şahin, Çakır and Öztürk (2014) were used as data collection tool. In order to determine the statistical methods to be used in the analysis of the data obtained from the two scales, firstly the normality distributions of the scales and their sub-dimensions were examined. In line with the obtained results, statistical methods based on the normal distribution assumption were used to analyze the data. The frequency and percentage distributions of the demographic information of the teachers in the study group were created. Arithmetic mean and standard deviation scores of organizational culture and learning organization scales were calculated for the first sub-problem. For the second sub-problems, independent sample "t" test analysis was used to determine the change in perception of organizational culture and learning organization according to gender and branch variable. One-factor variance analysis was used for unrelated samples to determine the changes according to age, professional seniority variable. When there is a significant difference between groups(between which groups) as a result of one-way analysis of variance, "post-hoc" multiple comparison techniques were used to determine the source of the differences. For the third and last sub-problem, correlation and regression analysis technique was used to determine the relationship between attitudes towards teaching profession and work life balance and motivations. Following the research, it has been concluded that teachers' perceptions of organizational culture are at "High" level and their perception of learning organization is at "medium" level. In the study, it was concluded that there was no significant differentiation between teachers' perceptions of organizational culture and learning organization in terms of gender, branch, age and professional seniority. In the study, it has been concluded that there is a positive relationship between the organizational culture (in all dimensions) and learning organization perceptions (in all dimensions) of the teachers at a "medium" level.

This diploma thesis deals with the role, position and profession development of quality managers in the social service of personal assistance. It describes the emergence of this role in the context of the development of legislation in the Czech Republic and its changes after the entry into force of Act No. 108/2006 Coll. on social services, which regulates their provision. It reveals the importance of the quality manager's role in the personal assistance service from the point of view of its directors, social and management staff and quality managers, in context with the requirements for its fulfilment. Based on interviews with participants, the research identifies the role of the quality manager as a "quality teacher", a "motivator" and a "protector". The author also briefly deals with the stories of quality managers and their experience from methodological practice. Furthermore, the research shows the possibilities of grasping the quality manager's position in the organization, the preconditions for its fulfilment and aspects of the organization's culture, which have an influence on the fulfilment on the role of quality manager. Based on the research, the author further identifies problems which the participants face practice, namely: setting the position of the quality manager, introducing...

Ideę turkusowego stylu zarządzaniah organizacją spopularyzował Frédéric Laloux, autor książki Pracować inaczej. Organizacja turkusowa to najbardziej rozwinięta i efektywna forma współdziałania ludzi, którzy wypracowują satysfakcjonujące efekty na podstawie samozarządzania. Celem głównym w tej pracy jest przedstawienie podstawowych cech Ewolucyjnego Turkusu jako nowoczesnego i efektywnego stylu zarządzania organizacją na tle innych stosowanych podejść o różnej skuteczności. Z uwagi na fakt, że to właśnie informacja i wiedza uchodzą za kluczowy zasób i czynnik sukcesu organizacji turkusowych, jako cel badawczy w pracy przyjęto (1) ustalenie wzorca zarządzania informacją i wiedzą w modelu turkusowym oraz (2) próbę jego implementacji do praktyki biznesowej przedsiębiorstwa X, które przechodzi proces transformacji i poszukuje nowoczesnych metodyk zarządzania oraz inspiracji dla stylu pracy. Scharakteryzowano procesy informacyjne i komunikacyjne zachodzące w różnych typach organizacji badanych przez F. Laloux. Zastosowano wywiad nieustrukturyzowany z zamiarem poznania opinii i koncepcji pracowników przedsiębiorstwa X odnośnie do kultury organizacyjnej firmy, którą współtworzą. Wywiadu udzielił także coach i doradca specjalizujący się w tematyce organizacji turkusowych. Na potrzeby poznania opinii i przemyśleń właścicieli firmy X na temat wydarzających się zmian odwołano się do autoetnografii - metody badawczej służącej utrwaleniu autorefleksji badacza, uczestnika zdarzeń. Wyniki pokazują, że łatwiej jest przyjąć model zarządzania turkusowego na etapie tworzenia organizacji, budowania zespołu, aniżeli przystosować do niego organizację przyzwyczajoną do funkcjonowania w modelu tradycyjnym. Wszystko jednak jest możliwie i zależy tylko od ludzi. The idea of the teal (turquoise) style of organization management was popularized by Frédéric Laloux, author of Reinventing Organizations. Turquoise organization is the most developed and effective form of cooperation among people who generate satisfactory results based on self-management. The main goal of this paper is to point out the main attributes of the Evolutionary Turquoise as a modern and effective style of organization management when compared to other approaches of varying effectiveness. Because information and knowledge are considered to be the fundamental resource and success factor of turquoise organizations, the research objective in this study was (1) to describe the information and knowledge management model in turquoise organizations, and (2) to attempt to implement it into the business practice of company X undergoing a transformation process and looking for both modern management methodologies and inspiration for effective working style. The author presented information and communication processes occurring in various types of organizations studied by F. Laloux. An unstructured interview was applied to gather opinions of company X’ employees and their concepts regarding the organizational culture of communication and information in the organization. The interview was also held with business advisor and coach specializing in turquoise organizations. Opinions of the company X owners on the changes taking place were collected by means of autoethnography, a research method aimed at establishing self-reflections of researchers and subjects participating in an event. The results indicate that it is easier to adopt the turquoise management model at the stage of creating an organization or team building than to adapt to it an organization already used to the traditional model. This is possible, however, and depends exclusively on the people involved.

Purpose – The purpose of the study is to create an understanding of the factors contributing to deviations in the internal document handling at a manufacturing company. When minimising the faults in the document it leads to higher effectiveness for the company. Method – A case study has been conducted at a company. The methods that were used to collect empirical data were interviews and document studies. The theoretical framework was found using a systematic review of what has been studied before. By combing the empirical data and the theoretical framework the studies purpose will be able to be reached. Findings – The study shows that a manufacturing company need to make sure that they use the employee’s competences since they have the best knowledge on how to manufacture the product. To use their competences the management of the company need to organize the company so that they can get a better view of the employee perspective. To minimise the faults, the disturbing elements need to be removed from the work environment since these distractions cause deviations. The digitalisation of the documents will remove most of the simple document faults, but the digital system must use continuous improvements to maximise the use of the system. Several different underlying factors play a role in why deviations occur, why it is important to monitor and work to improve all factors that cause deviations. From a sustainability perspective, there are reasons to expect a more well-functioning and pleasant workplace that increases social sustainability. Handling the document correct lowers the risk for disposal of products because of document deficiencies, and less raw material and energy will be wasted. Not wasting resources will also save money for the company since they will not need to throw away products. Implications – The results of the study can be used as guidance for organizations that operates in a similar situation with the same prerequisites as the case company. With the support of the study, a business can find the deviations in their document handling and learn how to reduce these. Limitations – The case study has been conducted on one company. If the case study had covered multiple companies, it would have reached greater reliability. Since several factors were considered significant to the study the depth of each factor has been limited. Syfte – Studiens syfte är därför Att skapa en förståelse för de faktorer som bidrar till att avvikelser uppstår i den interna dokumenthanteringen hos ett tillverkande företag. Detta leder till en högre effektivitet genom att dubbelhanteringen av dokument minskar. Metod – En fallstudie har genomförts med intervjuer och dokumentstudie. Den insamlade empirin har analyserats mot studiens teoretiska ramverk för att besvara forskningsfrågorna och slutligen uppnå studiens syfte. Resultat – Människan har en central roll i hanteringen av dokument och det är avgörande att stödja människan i arbetet för att fel inte skall uppstå. Studien har kommit fram till att företag måste nyttja medarbetarnas kompetenser i större utsträckning då det är medarbetarna som ser vad som fungerar i praktiken. För att nyttja medarbetarnas kompetens behöver företagsledningen organisera verksamheten på ett sådant sätt att de skapar en större förståelse och närhet till verksamheten. Det är även viktigt att aktivt arbeta med att förbättra arbetsmiljön då stress och störande moment är faktorer som leder till att misstag uppstår. Utöver detta bör dokumentationen digitaliseras och ständigt förbättras eftersom en digitalisering tar bort majoriteten av de mänskliga felen genom att införa larm och kontrollpunkter som fångar upp misstag. Det finns flera underliggande faktorer som påverkar varför avvikelser sker. Det varierar mellan vilka faktorer som påverkar vid ett visst tillfälle och det är därför viktigt att arbeta för att förbättra samtliga. En välfungerande och trivsam verksamhet ökar den sociala hållbarheten på arbetsplatsen. Dessutom innebär en korrekt dokumenthantering minskad risk för kassering av icke användbara produkter. Att inte behöva kassera produkter som är färdigtillverkade förbrukar mindre råmaterial och energi, vilket både är dåligt för miljön men även för ekonomin. Implikationer – Studiens resultat kan komma att fungera som en vägledning för verksamheter som verkar i en liknande situation med samma förutsättningar som fallföretaget. Med hjälp av studien kan företag hitta orsaker till avvikelser i sin egen dokumenthantering och därefter minska dessa. Begränsningar – Studien har genomförts på ett företag. Om fler företag hade undersökts hade en större reliabilitet kunnat nås. Då flertalet faktorer ansågs vara viktiga att ta med i studien har djupet för varje faktor fått begränsas i omfattning.

Public Health Management EVALUATION OF HOSPITAL N’S STAFF‘S ATTITUDE ON CULTURE OF ORGANIZATION AND MANAGER'S RELATIONSHIP WITH EMPLOYEES Aušra Balsytė Supervisor: Prof. Dr. Mindaugas Stankūnas Department of health management, Faculty of public health, Lithuanian university of Health Sciences. Kaunas, 2019. 81 p. Primary goal: to evaluate hospital N’s staff’s attitude on organization culture and manager’s relationship with employees. Tasks: 1. To evaluate the staff’s attitude on the organization culture present at hospital N. 2. To reveal hospital N’s staff’s attitude on the manager’s relationship with employees. 3. To research hospital N’s staff’s atttude on the needs and possibilities of organization culture improvement. Methodology. Research topic: hospital N’s organization culture and the significance of the manager. In December 2018, with the approval of the head of the organization and bioethics and the calculation of a sufficient sample volume (N=262) for N hospital staff (N=819), 320 anonymous questionnaires were distributed, correctly filled in and returned 283 questionnaires, which were suitable for further analysis. Response rate 34.6% .SPSS Statistics (ver. 20) was used for data analysis. Results. The research on organization culture revealed that involvement was the dominant feature (score’s mean 3.30), consistency and mission were found to be the weaker features (means of scores were 3.01 and 3.04, respectively). The least pronounced is the adaptability (score‘s mean 2.91). Evaluating employees attitudes towards managerial relationships with them, there is statistically significant difference between the position the occupy and the seniority of the supervisor among the workers and the statistically significant difference between the position occupied and the positive atmosphere created by the manager at work. Regarding possible workplace improvement, the participants wanted to have their opinions and wishes taken into account more and to have more focus on improving cooperation and teamwork, to organize more informal meetings, to introduce new traditions, to remind about the values of the organization and to introduce the culture of the organization. Conclusions: 1. The evaluation of the staff’s attitude on the organization culture present at hospital N revealed that involvement was the dominant feature (mean 3.20), with mission and consistency being less prominent. The weakest feature was found to be adaptiveness (mean 2.91). 2. Evaluating employees attitudes towards managerial relationships with them, there is statistically significant difference between the position the occupy and the seniority of the supervisor among the workers and the statistically significant difference between the position occupied and the positive atmosphere created by the manager at work. 3. According to the participants, the hospital should have more focus on considering their opinions and concentrate more on improving teamwork. Moreover, according to the participants, the hospital should organise more informal meetings, introduce new traditions and customs, remind everyone of the hospital’s core values and introduce the meaning of organization culture.

Za uspešno poslovanje podjetja in doseganje strateških ciljev je pomembno, da so cilji in vizija podjetja skladni s cilji in vizijo zaposlenih. Vse večji pomen zato pripisujemo notranjemu marketingu, ki ustvarja marketinško naravnano organizacijsko kulturo. Njegova naloga je izobraževanje, usposabljanje, motiviranje zaposlenih in usklajevanje njihove vizije in delovnega procesa. Razumevanje koncepta notranjega marketinga pomeni zavedanje, da so lahko zaposleni vir konkurenčne prednosti. Notranji marketing teži k povečevanju zadovoljstva zaposlenih, saj le zadovoljni zaposleni lahko zadovoljstvo širijo med zunanje odjemalce. Cilj notranjega marketinga je zadovoljiti potrebe zaposlenih na delovnem mestu in jih motivirati za zadovoljevanje potreb zunanjih odjemalcev. Gre za ustvarjanje marketinško naravnane organizacijske kulture. Takšno osredotočanje notranjega marketinga na menjavo med podjetjem in zaposlenimi na notranjem trgu imenujemo notranja tržna naravnanost. Obravnavajo jo številni avtorji, ki zagovarjajo njene prednosti in pozitivne učinke na podjetja. V magistrskem delu smo se lotili merjenja notranje tržne naravnanosti v malem slovenskem podjetju, rezultate pa predstavili in interpretirali. Povprečne ocene rezultatov raziskave so pokazale, da je notranja tržna naravnanost v podjetju prisotna in jo zaposleni tudi zaznavajo. Zadovoljstvo na delovnem mestu je v povprečju visoko, splošno so zaposleni zadovoljni na delovnem mestu. Ugotovili smo, da so komponente notranje tržne naravnanosti med seboj povezane, ter da so vse tri komponente povezane tudi z zadovoljstvom zaposlenih. Podjetju smo predlagali, da neprestano stremi k izboljševanju komunikacije med zaposlenimi in managementom, ter izboljša usposabljanje zaposlenih, kjer so bile povprečne vrednosti odgovorov nižje. With a view to ensuring successful business operation along with reaching strategic goals of a company it is essential to make company vision and goals compatible with those of the employees. Internal marketing is therefore gaining an ever more important ground as it creates market-oriented organization culture. Internal marketing (IM) is responsible for the employees' education, training and motivation together with coordination of their vision and the work process. Understanding the IM concept means awareness of the human resource being a potential source of competitive advantage. IM aims at enhancing the employees' satisfaction since the latter proves to be a vital requirement for spreading the spirit of contentment among the company’s external customers. The goal of IM activities is to satisfy the needs of the employees at work and to encourage them to meet the demands of external customers. The intention is to create market-oriented organization culture. IM focus laid on the exchange between the company and its employees within the internal market is referred to as internal market orientation. The topic has been explored by numerous authors who speak in favour of the internal market orientation benefits and a positive impact exerted on the companies. The current Master's thesis encompasses internal market orientation assessment within a small Slovene company along with the presentation and interpretation of the results. Average result estimation of the research points to the presence of the company internal market orientation which is also perceived by the employees. Work satisfaction average rating proves to be high the employees are generally satisfied at their work place. The findings demonstrate a correlation of the internal market orientation components, with all three of them being also cross-connected to the employees’ satisfaction. Our recommendation to the company involves permanent striving towards improving the communication between the employees and the management, in addition to making headway in the domain of employee training which shows lower average response assessment values.

Submitted by Sara Ribeiro (sara.ribeiro@ucb.br) on 2019-11-20T20:27:47Z No. of bitstreams: 1 AndreRorizCoelhoBarrosDissertacao2018.pdf: 1093981 bytes, checksum: abf1f33cc3a7b3c11147895b56f3f4d3 (MD5) Approved for entry into archive by Sara Ribeiro (sara.ribeiro@ucb.br) on 2019-11-20T20:28:01Z (GMT) No. of bitstreams: 1 AndreRorizCoelhoBarrosDissertacao2018.pdf: 1093981 bytes, checksum: abf1f33cc3a7b3c11147895b56f3f4d3 (MD5) Made available in DSpace on 2019-11-20T20:28:01Z (GMT). No. of bitstreams: 1 AndreRorizCoelhoBarrosDissertacao2018.pdf: 1093981 bytes, checksum: abf1f33cc3a7b3c11147895b56f3f4d3 (MD5) Previous issue date: 2019-04-24 The DevOps methodology is a paradigm aiming to approximate the software development (Dev) and software operation (Ops) areas, residing to Information Technology (IT). Cultural gap enforces software development and software operation teams a distant relationship, diverging in relation to direction and perspective. Through cultural factors, there is a latent incentive to increase interaction between software development and operation teams, in order to reduce complexity and barriers during the process of building and delivering solutions. The goal of this research project was to evaluate the cultural factors that could promote and make possible the implementation of DevOps. The evaluation was performed through cultural analysis in IT companies starting this process. Cultural factors and values related to DevOps were identified. Later, the types of organizational culture were evaluated through the Organizational Culture Assessment Instrument (OCAI) proposed by Cameron and Quinn (2011) in the competing values model. Three private companies in the IT field were evaluated in this research, in order to identify the predominance of types of organizational culture. A metodologia DevOps ?? um paradigma que visa a aproxima????o das ??reas de desenvolvimento (Dev) de software e opera????o (Ops) de software, pertencentes ?? Tecnologia da Informa????o (TI). Lacunas culturais imp??em ??s equipes de desenvolvimento e opera????o de software uma rela????o distante, divergindo em rela????o ao direcionamento e perspectiva. Por meio de fatores culturais, h?? um incentivo latente para o aumento de intera????o entre os times de desenvolvimento e opera????o de software, com a finalidade de diminuir a complexidade e as barreiras durante o processo de constru????o e entrega de solu????es. Este projeto de pesquisa objetivou avaliar os fatores culturais que podem promover e viabilizar a implanta????o de DevOps. A avalia????o foi realizada em empresas de TI que est??o iniciando este processo. Foram identificados os fatores culturais relacionados ao DevOps e os valores culturais de DevOps. Em seguida, foram avaliados os tipos da cultura organizacional, por meio do Instrumento de Avalia????o da Cultura Organizacional (OCAI) proposto por Cameron e Quinn (2011) no modelo de valores concorrentes. Tr??s empresas privadas no ramo de TI foram avaliadas nesta pesquisa, com a finalidade de identificar a predomin??ncia dos tipos da cultura organizacional.

Work is an integral part of everyday life, as it is our livelihood or career or business. On an average we spent twelve hours daily life and it is the one third of our entire life. The Preference of work in selected garment industries is very important by considering the factors like Infrastructure, pay scale, Transportation, company locations , Interpersonal relationship with Superiors and Housing facilities of the organization. The preference of job is the important aspect for the human resource for selecting the new venture in the organization. The Quality of work life is considered for both the employees and organization and it is involved with job satisfaction, productivity, job involvement, job enrichment etc. Every organization's success is highly dependent on how it attracts recruits, motivates, and retains its workforce. Todays organizations need to be more flexible so that they are equipped to develop their workforce and enjoy their commitment. In this study the Researcher analyze the preference of selecting job in Tirupur garment industries and certain recommendations given to the fresher's to give preference for effective job in Garment industries. P. Sankarakarthikeyan | Balaji. M | K. Prabha Kumari "Job Applicants Preference Towards Selection of Employment- A Study in Tirupur Garment Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-3 , April 2019, URL: https://www.ijtsrd.com/papers/ijtsrd21767.pdf

Using a solution focus approach, we qualitatively examined peer effects and labor productivity in four firms which organization cultures are clan, adhocracy, hierarchy and market. We showed that the productivity improved in all firms. Because workers not only monitored each other but also accredited each other constantly by sending a positive message, they worked diligently. In addition, because coworkers became more collaborating by follow-up activities, their skills and knowledge were improved faster. We confirmed that the solution focus approach is an easy, enjoyable and empowering tool, unlike reward system or structural reform which could inflict pain on organizations.

In this study,the author investigate the relationship of leaderhip, organization culture and work satisfaction toward organizational citizenship behavior on employee in PT Batavia Prosperindo Finance,Tbk. In the company’s life, there are several holders an important role in the company itself. Employee can give a contribution to productivity in the firm by extra role without compentation.Researcher use leadership, organization culture, work satisfaction, and also OCB as the variables. Researcher use SPSS version 22 to descriptive analyses and also structural equation model (SEM) by lisrel 8.8 software. The research show there is influence leadership, organizational culture and work satisfaction to OCB on employee with R determination 0,43. Keywords: leadership, organization culture, work satisfaction and OCB

The article is about the question of information transparency as the quality characteristics of the organizational culture. The author describes the new properties of the organizational culture arising in the conditions of informatization of economic relations, the relation between information content and organizational culture, the role and functions of information transparency in a modern company. In study elaborated a model of interaction between the components of organizational culture through information transparency.

Syftet med detta examensarbete var att, med hjälp av kunskap och färdigheter som förvärvats under utbildningens gång samt nyförvärvad kunskap, utveckla och förbättra två tidigare identifierade förbättringsområden hos LKAB. För att säkerställa att syftet uppfylldes användes frågeställningar gällande hur organisationens erfarenhetsåterföring skulle kunna förbättras samt hur deras kommunikation till medarbetare som påverkats, eller kommer att påverkas, av förändringar till följd av projekt kan förbättras. När arbetet påbörjades saknades ett strukturerat arbetssätt för erfarenhetsåterföring i organisationen samt riktlinjer för hur kommunikationen till medarbetare berörda av förändringar skulle gå till. Detta ledde till att båda delarna var bristfälliga och hade stor förbättringspotential. Litteraturstudier utfördes med hjälp av redan erhållen kurslitteratur, bibliotek och databassökningar. För insamling av data användes semistrukturerade intervjuer med sex stycken subjektivt utvalda medarbetare inom organisationen. Insamlad data kartlades och kategoriserade sedan med hjälp av en matris. Resultatet visade att majoriteten av medarbetarna såg flera brister inom de två valda områdena och önskade förbättring. Den lilla erfarenhetsåterföring som var styrd, i form av slutrapporter, var mycket mager och sällan hjälpsam för andra samt mycket svår att hitta då det inte gick att söka efter slutrapporter med nyckelord. Medarbetarna hade många förslag på förbättringar, däribland en sökfunktion, mer struktur och speciella träffar endast för erfarenhetsåterföring. Gällande kommunikationen vid förändringar framkom att den varierar och medarbetarna veterligen fanns ingen kommunikationspolicy eller andra riktlinjer att följa vid denna typ av kommunikation. Samtliga medarbetare föredrog muntlig kommunikation vid förändringar som skulle komma att påverka deras dagliga arbete men vittnade om att det ofta kom information via intranätet Arena eller mail. Slutsatserna som drogs från detta var att, för att kunna förbättra dessa två områden behövdes strukturella förbättringar, ökad förankring hos medarbetarna och förståelse för de vinster som är möjliga att göra i och med att de införs. För att förbättra erfarenhetsåterföringen vid projektarbete måste slutrapporterna bli sökbara, erfarenhetsåterföringen måste ske löpande underprojektarbetet, slutrapporter måste överföras vid byte av arkiveringsstruktur, erfarenhetsåterföringens innehåll bör specificeras och innehålla såväl hårda som mjuka delar samt att värdet och nyttan av erfarenhetsåterföring måste förankras hos såväl medarbetare som ledning i organisationen och ses som en naturlig del av projektets leverans. För att förbättra kommunikationen vid förändringar uppkomna till följd av projekt måste en kommunikationspolicy upprättas och förankras hos medarbetarna, kommunikationsplanen i projekt skall grundas på en ordentlig intressentanalys, kommunikationen bör vara muntlig förökad förståelse hos mottagaren samt att kunskap om hur kommunikation blir ett kraftfullt verktyg måste erhållas. The purpose of this degree project was to develop and improve two earlier identified areas within LKAB in which there was potential for improvement. Thiswas done by the use of earlier acquired and newly obtained knowledge. To ensure that the purpose of this degree project was fulfilled two questions was designed: “How can the organization’s knowledge management improve?” and “How can the organization’s communication to employees affected by changes resulting from projects improve”. When the degree project was initiated there was no structured way of work for knowledge management nor was there any guidelines concerning how this type of communication was to be executed. Literature studies were accomplished by the use of already obtained course literature, libraries and databases. Data was collected through semi-structured interviews with six subjectively selected employees within the organization. The collected data was mapped out and categorized with the use of a template. The results showed thatthe majority of the employees saw multiple flaws within the identified areas and wished for improvement. The tiny part of the knowledge management that was structured was the one within the final project reports. The shared knowledge within the project reports was very thin and not always helpful for others as well as hard to find due to the reports not being searchable by the use of key words. The employees had many suggestions regarding how the knowledge managementcould improve. These included adding a search function, more structure andspecial gatherings for sharing knowledge only. Regarding the communication surrounding changes resulting from projects it was said that it varies and as far asthe employees knew there was no policy or guidelines to follow. All employees preferred verbal communication when being informed about changes that would affect their daily work but also shared that information often came to them through their intranet Arena or e-mail. The conclusions drawn from this was that structural improvements was needed in both areas, improvements must be established amongst the employees and a better understanding for the profits made possibleby the implementation of these improvements must be acquired. To improve the knowledge management the final project reports must be searchable, knowledge must be documented continuously throughout the project, project reports must be transferred in the event of a change of archive structure, the contents mustspecified and include both hard and soft topics and lastly the avail of knowledge management must be established amongst the management as well as theemployees and seen as a natural part of the project delivery. To improve the communication to employees affected by changes resulting from projects a communication policy must be established, the communication plan within projects must be based on a thorough stakeholder analysis, the communication should be verbal and a deeper understanding regarding how communication becomes a powerful tool must be obtained.

Bu çalışmanın amacı, sağlık sektörü çalışanlarının örgüt kültürü veörgüt iklimi algılarının örgütsel sessizlik algıları üzerinde etkisi olupolmadığını belirlemektir. Araştırmanın örneklemini Adana ilinde görev yapansağlık sektörü çalışanı 411 personel oluşturmaktadır. Araştırmada elde edilenveriler, araştırmanın amacı doğrultusunda çeşitli istatistik metot ve testteknikleri (frekans dağılımı, t-testi, ANOVA, regresyon, korelasyon) kullanılarakPSPP 0.10.2 istatistik paket programı yardımıyla değerlendirilmiştir.Anlamlılık düzeyi 0.05 olarak kabul edilmiştir. Araştırmada çalışanların örgütkültürü ve örgüt iklimi algıları ile örgütsel sessizlik algıları arasındapozitif yönlü ve zayıf bir ilişki olduğu sonucuna ulaşılmıştır. Ayrıca örgütkültürünün örgütsel sessizlik üzerinde zayıf da olsa bir etkisinin olduğutespit edilmiştir., The aim of this study is to determine whether there is a meaningfulrelationship between organizational culture and organizational climateperceptions and organizational silence behaviors of health sector employees.The sample of the study is composed of 411 health professionals working in thehealth sector in Adana. The data obtained in the study were analyzed with PSPP0.10.2 statistical software packages by using various statistical methods andtesting techniques (frequency distribution, mean, t-test, ANOVA, regression andcorrelation) for the purpose of research. Significance level was accepted as0.05. In the study, it was concluded that employees' perceptions oforganizational culture and organizational climate are positively and weaklyrelated to organizational silence perceptions. It has also been found out thatorganizational culture has a weak effect on organizational silence.

Değişmekte ve gelişmekte olan küresel piyasalarda insan gün geçtikçe daha önemli bir unsur haline gelmektedir. Sıradan ve monoton bir düşünce yapısının aksine fark yaratmaya odaklı bir gelişim söz konusudur. Bu gelişimi, örgüt içerisinde yer alan farklılıklara yönelmekle gerçekleştirmek mümkün olmaktadır. Her farklılık, işletme içerisinde farklı bir yaklaşım ve düşünce akımı sağlamaktadır. İşletmeler, başarısını arttırabilmek için farklılıklara açık olmakla yetinmemeli ve bu durumu örgüt içerisinde kültür haline getirmelidir. Farklı bakış açıları yenilik getirmektedir, işletmeyi iyileştirmekte ve yükseltmektedir. Örgüt içinde farklılıkların yönetilmesi işletmelere birçok avantaj sağlar. Farklılıkların yönetimi, örgüt yapısını esnek bir hale getirerek karar almada ve sorunların çözümünde büyük rol oynamaktadır. Farklılıklar etkin yönetilmediğinde, çalışanlar ve yöneticiler arasında ön yargılardan kaynaklı çatışmalar ortaya çıkmakta ve tehdit olarak algılanabilmektedir. Bu çatışmaların önüne geçmek ve farklılıklara karşı olan olumsuz tutumları ortadan kaldırmak için örgüt içerisinde düzenlemelere gitmek gerekmektedir. Oluşturulacak yazılı ve yazısız kurallar ile bu düzenlemeleri kültür haline getirmek mümkün olmaktadır. In changing and developing global markets, people are becoming more and more important. Contrary to ordinary and monotonous thinking, there is a development focused on making a difference. It is possible to realize this development by turning to the differences within the organization. Each difference provides a different approach and current of thought within the enterprise. Businesses should not confine with being open to differences to increase success, it should turn this into a culture within the organization.Managing differences within the organization provides businesses with many advantages. Diversity management plays a major role in decision-making and problem solving by making the organizational structure flexible. When differences are not managed effectively, conflicts arising from prejudices between employees and managers arise and can be perceived as threats. In order to prevent these conflicts and eliminate negative attitudes towards differences, it is necessary to make arrangements within the organization. With written and unwritten rules to be created, it is possible to transform these arrangements into culture.

Bu çalışmanın amacı, diğer sektörlere kıyasla özgün değerlere sahip, formel ve informal ağlarla örülmüş, yazılı olmayan kuralları ve sembolleri olan havacılık sektörü çalışanlarının, örgüt kültürüne (klan, hiyerarşi, pazar ve adhokrasi) dair algılarını belirlemek ve bu algılarının iş tatminlerine olan varsayılan ilişkisini sınamaktır. Ayrıca, havacılık çalışanlarının, sektörel farklılıklarının varsayılan ilişkiye etkisini görmektir. Bu amaç doğrultusunda İstanbul’da faaliyet gösteren 212 kamu ve özel sektör havacılık çalışanına, kartopu örnekleme yöntemi kullanılarak ulaşılmış, örgüt kültürü ve iş tatmini ölçekleri ile demografik değişkenleri içeren araştırma soruları yöneltilmiştir. Araştırma bulgularına göre, kamu ve özel sektör havacılık çalışanları, örgütlerinde en fazla klan ve hiyerarşi kültürü algılamaktadır. Ayrıca özel sektör havacılık çalışanları kamu sektörüne kıyasla daha fazla adhokrasi ve pazar kültürü tipleri algısına sahiptir. Örgüt kültür ve iş tatmini arasındaki ilişki değerlendirildiğinde ise en yüksek olumlu yönde ilişki kamuda klan ve hiyerarşi kültüründe, özel sektörde ise klan ve adhokrasi kültürü tipinde gerçekleştiği görülmüştür. Örgüt kültürü ve iş tatmini arasında kurulan regresyon modeli bir bütün olarak iş tatminindeki değişimin %35’ini açıkladığı görülmüştür. İş tatmini açıklamada en fazla katkıyı sırasıyla, klan, hiyerarşi, pazar ve adhokrasi kültürünün sağladığı görülmüştür. Araştırma bulguları ilgili literatürden hareketle tartışılmış, sektör yöneticileri ve araştırmacılar için birtakım öneriler sıralanmıştır., The aim of this study is to investigate the organization culture (clan, hierarchy, market and adhocracy) within the context of aviation sector employees with their unwritten rules and symbols, unique values, formal and informal networks and to test the potential relationship of the culture perceptions with job satisfaction. In addition, the study investigates the effects of sectoral differences in the assumed relationship. For this purpose, 212 public and private aviation sector employees working in Istanbul were contacted using snowball sampling, and they were asked to fill in a questionnaire form including organizational culture and job satisfaction scales and demographic information. According to the research findings, public and private sector aviation employees perceive the most clan and hierarchical culture in their organizations. In addition, more types of adhocracy and market culture are perceived in private aviation workers than in the public sector. When the relationship between organizational culture and job satisfaction is evaluated, it is seen that the highest positive relationship is in the clan and hierarchy culture in the public sector and in the type of clan and adhocracy culture in the private sector. The regression model established between organizational culture and job satisfaction explained 35% of the change in job satisfaction as a whole. The highest contribution to the job satisfaction statement was found by clan hierarchy, market and adhocracy culture. The findings of the research have been discussed in the light of relevant literature and some suggestions have been listed for sector managers and researchers.