How was Bletchley Park made as an organization? How was signals intelligence constructed as a field? What was Bletchley Park's culture and how was its work co-ordinated? Bletchley Park was not just ...the home of geniuses such as Alan Turing, it was also the workplace of thousands of other people, mostly women, and their organization was a key component in the cracking of Enigma. Challenging many popular perceptions, this book examines the hitherto unexamined complexities of how 10,000 people were brought together in complete secrecy during World War II to work on ciphers. Unlike most organizational studies, this book decodes, rather than encodes, the processes of organization and examines the structures, cultures and the work itself of Bletchley Park using archive and oral history sources. Organization theorists, intelligence historians and general readers alike will find in this book a challenge to their preconceptions of both Bletchley Park and organizational analysis.
Organizational culture is definitely a transcendental element in terms of the development and smooth running of organizations. However, there are still very few companies that are actively managing ...it. This is largely due to the inherent difficulty in quantifying such an abstract and ethereal subject as culture and values. Our objective is to present the CFAM method (Cultural Fit Assessment Method), a procedure for measuring organizational and individual culture based on values, as well as the degree of fit between them. This method makes it possible to identify dominant cultural traits in organizations and individuals and then to assess by means of a series of KPIs whether the two fit together in an agile, fast and costeffective way.
Os estudos sobre a teoria institucional ganharam espaço no campo dos estudos organizacionais por fornecer maneiras de compreender os padrões implícitos e a diversidade dentro das organizações. Para ...Pereira (2012), a teoria institucional pretende explicar fenômenos organizacionais compreendendo como as estruturas e ações se legitimam, podendo explicar o fenômeno do isomorfismo, que é um mecanismo utilizado pelas organizações. Neste contexto, entender a cultura organizacional é de grande importância. O objetivo deste trabalho é analisar o processo de formação da cultura organizacional de uma nova empresa de distribuição cearense, pertencente a um grupo econômico, conforme o Competing Value Model (CVM) desenvolvido por Cameron e Quinn (2011). A pesquisa utilizou abordagens quantitativa e qualitativa. Os resultados apontam que a nova empresa desenvolveu muitas das práticas do grupo de origem, tomando-o como modelo, administrando as resistências encontradas e aprimorando práticas e ações, sugerindo a ocorrência do isomorfismo institucional mimético, ou seja, a tendência em que as organizações adotem estruturas semelhantes e atuarem de forma também similar. O estudo contribuiu procurando identificar e compreender a influência dos principais aspectos que norteiam o processo de institucionalização e de formação da cultura organizacional, ampliando assim o conhecimento das temáticas no âmbito dos estudos organizacionais.
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CEKLJ, DOBA, IZUM, KILJ, NUK, PILJ, PNG, SAZU, UILJ, UKNU, UL, UM, UPUK
•Offers a multidimensional eco-innovation (EI) implementation measurement.•Integrates product, process, organizational and marketing EI dimensions.•Tests the link between environmental corporate ...culture and EI in the agri-food sector.•Verifies the positive influence of commercial orientation on EI in the agri-food sector.•Allows debating some private and public policies in order to promote EI.
Eco-innovation (EI) is a complex process that involves product, process, organizational and marketing dimensions, each with its own determinants, characteristics and contributions to environmental business performance. Thus, analyzing EI activity is essential to obtaining a holistic view in order to achieve sustainable development. This study offers a multidimensional EI measurement and, what is more, evaluates its relationship with environmental corporate culture and commercial orientation drivers in a high environmental impact context, i.e., the agri-food sector. The proposed model was tested using the partial least-squares technique, which was applied to data collected from a sample of 93 companies located in southeast Spain. This study confirms the importance of several dimensions, namely marketing, organization and process, to corporate adoption of EI. Additionally, this research also reveals the positive relationship that both drivers, environmental corporate culture and commercial orientation, have with EI. The findings also suggest that theorists and practitioners must contemplate EI from the point of view of its four dimensions in order to achieve an efficient, more realistic analysis. Subsequently, this work carries some theoretical conclusions and implications for research and practice.
In military organizations, service culture shapes organizational strategy. In the US Space Force today, four historical traditions rooted in different beliefs, values, and assumptions exist, namely, ...engineers, operators, integrators, and warfighters. Over four periods in Air Force space operations history, a given tradition dominated, while the others competed for currency. This history has implications for contemporary service culture. Changes in the strategic context can reduce a given tradition's effectiveness, though a waning tradition still influences the organization's behavior through its adherents. Understanding these four traditions will help Space Force leaders as they shape service culture today.
Background:
It may be understood to assume that the performance and effectiveness of an organization solely depend on the setup of organizational culture as it (organizational culture) embodies the ...vision and mission of the organization including the attitudes and behaviors of the employees and the organization’s manner of functioning in the organization. Nonetheless, the association between the organizational culture and its effectiveness in service sector organizations appears to vary from one organization to the other with varying degrees and directions within the state.
Aims and objectives:
To assess the impact of organizational culture on the overall effectiveness and to evaluate the association between each component of organizational culture and its effectiveness of service sector organizations.
Materials and methods:
The present study is based on a primary sample of 140 employees selected from Manipur in Northeast India. The sample size is estimated on the findings of the pilot survey, and stratified random sampling is adopted as the type of sampling. The paired t-test is used as the statistical formula for testing of significance between the mean percentage scores; and Karl Pearson correlation co-efficient r is applied to establish the correlation between overall effectiveness of service sector organization and overall and each facet of organizational culture separately.
Results:
The findings of the study conclude that the better the organizational culture the better the effectiveness of the organization.
Jeffrey Greene is a Senior Advisor at Fortuna Advisors, a management consulting firm focused on strategic decision making, resource allocation, and culture transformation. In this article, he ...discusses the importance of culture in driving positive business outcomes.
In countries where the management is not dominated by the established orthodoxy of European and North American theories, principles and practices, it is possible to use alternative concepts with less ...ponderous resistance. Most of the researchers who follow the established orthodoxy either: (a) take it for granted that the corporate cultures are preconditioned by or reflect their country cultures, and therefore they begin their research with a study of country cultures, and then proceed to interpret corporate cultures in terms of country cultures; or (b) infer the country cultures from an aggregate of corporate cultures. In both cases they intentionally or unintentionally stereotype corporate cultures as well as country cultures. A corollary to this homogenistic reasoning is : (c) to assume that all individuals are saturated with the country culture, and therefore if a firm wants to deviate from the country culture, it must force the employees to change, and this change must be made from top-down.
