For Charles the feeling lasted six months and for the first time in a long career Charles questioned whether this was the right firm for him. It is the only time that Peter has thought “what the hell am I doing here.” Adrian described feeling so angry that for the first time he took, rather than ignored, calls from head-hunters and went to interviews. Suddenly “literally everything mattered” that had perhaps not bothered him previously. Nick also considered whether or not to continue in the firm. James “found another job.” Arthur “felt there was a decent chance that I’d be kicked out” when he had always seen himself as having a longer career in the firm. These references to thoughts of leaving or anticipating being kicked out demonstrate the severity of the damage to any existing identification. It is also in stark contrast to the public criticism events in response to which members gathered together. Here the impact is on one partner, rather than the whole firm.
Another important element is folk psychology (Bruner, 1990). Bruner theorized that people develop shared public meaning through narrative in response to non-canonical events. Whalen (2012) argued that it can be logically inferred that this meaning emerges from social transaction and the underlying negotiation. Thus, when a leader or manager introduces a change initiative, organizational members may see this act as a non-canonical event. The response is to develop a shared narrative that explains the change initiative. These emergent narratives become part of the organizational culture and therefore influence the ‘collective sum of beliefs, values, meanings, and assumptions’ that Ogbonna and Harris (2002) described. A leader or manager may be able to control some of the narrative that emerges, but it is unlikely that all narrative can be controlled. Even if the change initiative is seen as expected and canonical, organizational members will transact/negotiate, a narrative will emerge, and organizationmembers will collectively decide what the initiative means for themselves and the organization. Thus, the organization’s collective response to the initiative may differ from what leadership and management expected.
This study uses cross-sectional data collected from 453 maize farmers across various agro ecological zones of Ghana in 2010 to evaluate the effect of farmer based organizations on maize farmer’s technical efficiency. We utilize propensity score matching to compare the average difference in the technical efficiency between farmer based organizationmembers and similar independent farmers. The approach assumes exogenous farmer based organizations formation and similar farm technology across farmers. The result from the study shows that there is no significant impact of farmer based organization on technical efficiency of maize farmers. These results are found to be insensitive to hidden bias and contradicts the idea that farmer based organizations enhance members efficiency by easing access to productive inputs and facilitating extension linkages.
company’s competitiveness in human resource service industry, and the most important resource is human resource for each food service companies and securing excellent human resources is the condition for competitiveness in this stiff competition situation between companies. In addition, among food service companies which are exponentially increasing in numbers, the food service company which is not differentiated including generalized menu cannot expect more growth and the food service companies conducing service are devoting their best effort to create higher management outcome through efficient management of human resources in the organization. One of the plans to manage human resources efficiently is to form correct organizational culture. Today’s organizational culture of company is acting as critical factor to survive in rapidly changing company environment, playing an important role to improve productivity of company and enhance competitiveness to customers, influencing to behavior of organizationmembers and having significant influence to organizational performance. Also, companies are conducting organization innovation in order to achieve the purpose and performance of company. Organization innovation is precondition and critical element for reinforcing competitiveness of the organization and its importance is increasing now. Therefore, innovative behavior of organizationmembers is absolutely needed in order to pursue organization innovation based on correct organizational culture of food service companies. Innovative behavior means that an individual recognizes the problem and feels necessity of change and then leads the process of change and the process is consisted of recognizing problem, creating• developing• accepting• practicing and spreading idea. Based on abovementioned, this study is considered to be necessary to research the influence of organizational culture type to innovative behavior of organizationmembers in order to enhance satisfaction level of organizationmembers of food service company and improve performance of organization. Especially, the most important part in food service company is the role of cook, so the purpose of this study is to provide data necessary for preparing alternative for improvement of innovative behavior of food service cooks by comprehending the factors that organizational culture type influences to innovative behavior of cook in food service company and investigating the influence of organizational culture type to innovative behavior.
The exceptions are that any building owned, rented, leased, or otherwise operated by a social, fraternal, or religious organization when used solely by the organizationmembers or their guests or families; or any facility rented or leased for pri- vate functions from which the general public is excluded and arrangements for the function are under the control of the function sponsor; workplace smoking areas (Section 26-38-5, 1994); areas not commonly open to the public, areas that are not defined as Places of Public access, of owner-operated busi- nesses having no employees other than the owner-operator; guest rooms in hotels, motels, “bed and breakfast” lodging facilities, and other similar lodging facilities, but smoking is prohibited under Subsection (1) in the common areas of these facilities, including dining areas and lobby areas; tav- erns, (Section 32A-1-105); private clubs; “Private club” means a private club licensed under Title 32A, (Chapter 5, Private Club Liquor Licenses.) and separate enclosed smoking areas: located in the passenger terminals of an international airport located in the city of the first class; vented directly to the outdoors; and certified, by a heating, ventilation, and air conditioning engineer licensed by the state, to prevent the
Pavlov and Bourne (2011: 105) concluded that there is still “a black box” that separates performance management from organizational outcomes and that “opening this black box would allow researchers to elucidate the process through which performance management affects performance…” and “in order to understand the mechanism of the impact of performance management on performance, one needs to understand how performance management affects these organizational processes.” An important step toward opening the black box is to investigate the role performance management plays in creating and maintaining a high-performance organization (HPO). An HPO is defined as an organization that achieves financial and non-financial results that exceed those of its peer group over a period of five years or more, by focusing in a disciplined way on what really matters to the organization (de Waal, 2012). In order to create a sustainable HPO, managers and employees alike have to behave in such a way that the objectives and goals of the organization are achieved on a high level. In practice, this implies that the organization’s performance management systems have to be designed in such a way that they provide constructive information and feedback so that organizationmembers can behave in a performance-driven manner.
Bellatti took photos of the displays in the exhibition hall and posted them on his blog. The post started a conversation among Academy members, many of whom were outraged when they learned about the sponsorships. They worried that if word got out that the dietitians' professional organisation had been bought out by food corporations, the profession would lose credibility. So Bellatti and several other members have founded Dietitians for Professional Integrity, consisting of Academy members who want to change the sponsorship policies. They lobbied the leadership, but nothing changed – except for the rules about photography at the annual
Through literature review, we can see that in the domestic research, some scholars conducted empirical research on organizational political behavior and employee silence. When organizational members accomplish organizational goals together, the ultimate benefit distribution is a concern of every member. However, Scarcity of resources and people’s growing demand for material bene- fits, self-interest will appear. When an organization member realizes these self-serving behaviors in an organization, they may choose to be silent for vari- ous reasons such as fear of negative feedback or being marginalized by their col- leagues (Li et al. , 2008). Ma Chao, Ling Wenquan et al. (2006) also made a cor- responding empirical study of organizational political perception, confirming that organizational political perception affects employees’ work behaviors such as job satisfaction, separation and job performance .
An organization is defined like, an agreement debated between persons to expire with a specific intention, itself an individual of independent form they might not manage only. The main characteristics that the organizations are: they must have a definite intention (target or goals that the organization hopes to reach), it must be shaped by persons to realize the necessary work. Finally the organizations must be provided with a structure debated with the intention of which its members should have the possibility of carrying out its work (P. Robbins and Coulter, 2014). Another reference of the term organization, the Dictionary of Economy her it defines like the different resources, activities or functions of the company that can be coordinated nor directed of the form that is convenient to the attainment of its targets without an organizational structure. The theoretical method or conceptual frame of reference for which he gets ready: what to do, how to do it, who has to do it and when it must be done. The organization is a consequence or result of the process of planning, by means of which from a few targets that are formed there are identified the functions, activities and works to be developed to reach them, and there get ready the resources, materials and human beings necessary to carry them out. Organizing is the deliberate attempt of adapting means to obtain ends (Papadakis, 2016).
The word culture is originally derived from the word “colere”, which means cultivation in Latin. The original word was used as „cultur‟ in German Language Dictionary and has evolved to “kültür” in Turkish language in time (Kaya, 2009:91). Culture means “experiences of a society gained through the process of continuing its existence, its customs transferred to new members, a whole of attitudes, religion, language, law, morals, ability, experience, traditions, material and spiritual values” (Kurt, 2010: 8). On the other hand, the concept of organizational culture entered the literature towards the end of twentieth century. Organizational culture specifically became popular together with the issues such as organizational performance, efficiency in management, productivity and organizational behavior (Karadağ, 2009: 1394). The article titled “On Studying Organizational Cultures” written by Pettigrew, published in 1979, was the first study on the concept of “organizational culture”. Pettigrew defined organizational culture as “a whole of values, symbols, acts, language, ideology and beliefs shared by a society” (Pettigrew, 1979: 574). Policies of the organization, strategies, the way it functions, attitudes towards the roles of workers, behavioral patterns are shaped in organizational culture. Organizational culture is also the unwritten rules of an organization (Erkmen, 2010: 5). As this culture is constantly shared by group members, it belongs to the organization and separates it from the other organizations. Some of these features are mission and vision statements, prizes and punishments, values, norms, processes, ceremonies and clothing.
The relatively high response rate implies that our findings are representative for diabetes members of the NDA. An important limitation is that the findings from this NDA membership survey cannot be directly extrapolated to the general diabetes population in Norway. The probable underestimation of diabetic retinopathy prevalence even in this patient group, may suggest that the underrecogni- tion may be even larger in the general diabetes popula- tion. However, we did not verify whether the reported eye examination and medical history corresponded with medical records.
The presence which an individual realizes in a situation is in itself an intimate “intelligence”, with which the individual shapes his or her actions. I have, elsewhere, referred to this intelligence as “the intelligence of feeling” (Witkin 1974) in order to draw attention to the epistemological significance of affect. The presence of the individual as a subject, in a dynamic and active sense, is the only direct and immediate knowledge of the felt life — the sensing of his sensing — that the individual can have. Because we are accustomed to thinking of knowledge as knowledge of “things”, we are less prepared for the recognition that the presence cultivated by an actor on stage, or captured in a painting, a poem, or a piece of sculpture — no less than the presence cultivated by the chief executive of a multi-national company — is, in itself, a mode of knowing and understanding upon which the individual depends for orientation in the real world. Furthermore, the activation of this presence, this understanding, is essential to skillful behavior and interaction, to interpersonal perception and judgment, and to personal relations of all kinds. Organizations, therefore, have a real interest in ensuring that they call out a presence in their members that is appropriate in the context of their objectives; the design of situations and the artifacts that are integral to them is key to this pursuit. THE AESTHETIC IMPERATIVE OF A RATIONAL-TECHNICAL MACHINERY
From the foregoing findings, this study concludes that effective leadership is the key to members’ commitment and commitment is a compelling factor in the organization’s sustainability and a component of members’ engagement. Equipped with leadership skills, leaders make an effort to know the members, influence them to accomplish common goals, managing meetings and in articulating vision of the organization thus, this lead to member satisfaction. The leader assumes the role of a team leader. On the other hand, members are encouraged to attend meetings and think not what they can benefit from participating to the organization but what they can share. Being committed is a personal responsibility. One must earn the trust and respect of members in order to move forward to attain the set goals. Effective leaders inspire members to participate, and once they are satisfied, they will become committed members.
Comprehensive market research includes knowing your organization and your competitors brand awareness and brand image/reputation, as well as the reputation of your providers as clinical expertise and quality of care (Source, 2017). It also encompasses knowing your market including the demographics of a population and census predictions for future years. Identifying your target audiences for marketing requires understanding how and where to reach populations by age, income, health status, and insurance coverage . Sound marketing strategy also respects internal audiences as target markets , as employees can be virtual ambassadors as they are credible resources and experts within their spheres of influences in a community. It is important to be able to decipher between your distinctions for quality and service while keeping your financial and business scope in mind. This is an important fact considering many healthcare organizations have very different missions and value statements. In essence, effective marketing strategy aligns messaging with a delivery that influences perceptions that reflect the image of your organization as a trusted, accessible provider of quality care (Source, 2017).
Hawthorne Nathaniel study (among Western Electronics Company Hawthorne factory employees) its aim which is determined based on increasing factors of production (production efficiency) in the organization shown that management should be of particular importance in human relations. Studies show that, to improve organizational productivity, not just considered the individual and working conditions. But also mutual relations is very important, and if informal groups to adapt their management system, increases organizational productivity. Managers learned that staff in planning, organizing and controlling the work involved. Previously only directors knew employee as non-critical machines are purely economic self-interest. As a result employee is merely thought as the non-human cash exchange. In such circumstances, doing tasks was a humiliation and insult and boring, simple and trivial tasks in the environment that the person had no control was carried out. In such an environment to satisfy the respect and self-discovery needs would not have occurred and purely physiological and safety needs were satisfied. Some managers believe that society is composed of a multitude of chaotic self-care and maintenance of personal interest only. Thought that people only pay attention to physiological and safety needs (work in exchange for a little money). In fact, this group of managers, thought workers deserves a mass humiliation. Suppose it is known as a popular theory and task management considers these assumptions were born imperative circuit (ibid.).
Early in the Council development, a few vocal members expressed impatience with the ambiguity of the process; they urged the researchers to make project decisions and lead the group. This conflict was not directly resolved, although this sentiment seemed to dissipate as the project took form. To promote the project’s growth, we devoted extensive time and energy to the development and support of the Council, following other scholars’ experiences of successful CBPR studies and “lessons learned” (CCPH, 2000; Minkler & Hancock, 2003; Becker, Israel, & Allen 2005; Minkler, 2005; Minkler & Wallerstein, 2008). Council members reflected diversity in terms of gender, gender identity/expression, economic status, ethnic group membership, culture, age, HIV status, mental health consumer status, and physical abilities. To promote diversity and enhance trust, EC and Council members personally invited others to join the group. A particular challenge we faced is that the LGBTQ community is small, with many relationship interconnections and differing degrees of “outness” amongst its members. We took care to invite members who would work well with others on the Council and be comfortable with visibly being part of an LGBTQ project. At the same time, we were aware that our sensitivity to maintaining positive group dynamics and LGBTQ-community affiliation did bar some individuals from participating.
The self-construction and application of the quality management system of the organization may encounter some difficulties as it is not objective to assess the situation and compare with the requirements of the standard, taking a lot of time in finding direction and advancing. take steps to build and apply the system. Therefore, the support of qualified and experienced consultants will help to build the quality management system of the organization to shorten the time, save resources and quickly put the system into operation. and exploit the benefits provided by this system.
The relationship between communication, work team, leadership style, and work team culture has been widely studied, but studies on organizations in schools based on religion are still rarely found. Therefore, in this study the role of leadership was analyzed in instilling not only good cultural values for organization progress but also religious values in work team culture and harmonizing them. We hypothesize that transformational leadership style will be able to create a work team culturein accordance with the above requirements through active and good communication and integrating it into teamwork.
Licensed under Creative Common Page 191 between individuals and groups can strengthen them (such as knowledge creation). Then the more effective and stronger the interactions and interpersonal relationships are, knowledge creation and sharing will be done more and effectively. These interactions do not only include formal relations and main part of it are informal interactions between people in the organization such as informal meetings, friendly meetings, collective recreational activities, collective negotiations in the restaurants, buffet and gyms. Business transactions, either formal or informal way, are very useful and important method for mutual exchange of knowledge and experience and learning from each other. These interactions are formed gradually and reinforced. These relations are strengthening collective and group learning and cause people to benefit from the experiences of each other.
Demographic section comprised of gender, age, education and occupation of the respondents. Subjective section comprised of organizational change, organizational culture, organizational politics and organizational learning. Sample size for the study was 300 but 129 managers, 54 employees, 76 faculty members and 5 students wereincluded to get responses for analysis. 300 questionnaires were distributed and 264 out of 300 were received completed questionnaires at the response rate of 88%.A survey instrument in the form of close ended questionnaire was developed for the purpose of collection of data. Survey consisted of 40 items to gather responses from managers, employees, faculty members and students while 5 point Likert scale was used to measure these responses. Data was collected from educational, banking and industrial sectors with stratified random sampling technique. The target population of this research was University of the Punjab Gujranwala Campus, Gift University, Bank of Punjab, Habib Bank Limited, United Bank Limited, Bank Alfalah Limited, Coca Cola Company and Strategic Systems International Lahore. The participants were 17% female and 83% male.