What Makes Self-Managing Organizations Novel?
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Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh
Asian Business Review, Volume 4, Number 2/2014 (Issue 8) ISSN 2304-2613 (Print); ISSN 2305-8730 (Online) 0 Corporate Culture and Organizational Change- a Study on a Large Pharmaceutical Company in Bangladesh S.M. Rezaul Ahsan Senior Manager, Organization Development, The ACME Laboratories Ltd, Dhaka, BANGLADESH ABSTRACT This paper investigates the relationship between corporate culture and attitudes toward organizational change from the perspectives of a large pharmaceutical company in Bangladesh. A structured questionnaire was developed on the basis of the competing values framework of culture typology of Cameron and Quinn (2006) and a study of Justina Simon (June 2012), which was distributed to the 55 staff members of the company. The result shows that there is a significant relationship between corporate culture and organizational change. The study reveals that the organization has adopted all four types of organizational culture and the dominant existing organizational culture is the hierarchy culture. The study also shows that the resistance to change is a function of organizational culture. The implications of the study are also discussed. Key Words: Organizational Culture, Organizational Change, Resistance to change, Change Management JEL Classification Code: G39 INTRODUCTION Corporate culture is a popular and versatile concept in investigate the impact of organizational culture on C the field of organizational behavior and has been organizational change. identified as an influential factor affecting the success There has been significant research in the literature to and failure of organizational change efforts. Culture can explore the impact of organizational culture on both help and hinder the change process; be both a blessing organizational change. -
(CFT) Risk Management in Emerging Market Banks Good Practice Note
Anti-Money-Laundering (AML) & Countering Financing of Terrorism (CFT) Risk Management in Emerging Market Banks Good Practice Note 1 © International Finance Corporation 2019. All rights reserved. 2121 Pennsylvania Avenue, N.W. Washington, D.C. 20433 Internet: www.ifc.org The material in this work is copyrighted. Copying and/or transmitting portions or all of this work without permission may be a violation of applicable law. The contents of this document are made available solely for general information purposes pertaining to AML/CFT compliance and risk management by emerging markets banks. IFC does not guarantee the accuracy, reliability or completeness of the content included in this work, or for the conclusions or judgments described herein, and accepts no responsibility or liability for any omissions or errors (including, without limitation, typographical errors and technical errors) in the content whatsoever or for reliance thereon. IFC or its affiliates may have an investment in, provide other advice or services to, or otherwise have a financial interest in, certain of the companies and parties that may be named herein. Any reliance you or any other user of this document place on such information is strictly at your own risk. This document may include content provided by third parties, including links and content from third-party websites and publications. IFC is not responsible for the accuracy for the content of any third-party information or any linked content contained in any third-party website. Content contained on such third-party websites or otherwise in such publications is not incorporated by reference into this document. The inclusion of any third-party link or content does not imply any endorsement by IFC nor by any member of the World Bank Group. -
Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by PolyU Institutional Repository This is the Pre-Published Version. Organizational Culture and Knowledge Management Success at Project and Organizational Levels in Contracting Firms Patrick S.W. Fong1 and Cecilia W.C. Kwok2 ABSTRACT This research focuses on contracting firms within the construction sector. It characterizes and evaluates the composition of organizational culture using four culture types (Clan, Adhocracy, Market, and Hierarchy), the strategic approach for knowledge flow, and the success of KM systems at different hierarchical levels of contracting organizations (project and parent organization level). Responses from managers of local or overseas contracting firms operating in Hong Kong were collected using a carefully constructed questionnaire survey that was distributed through electronic mail. The organizational value is analyzed in terms of the four cultural models. Clan culture is found to be the most popular at both project and organization levels, which means that the culture of contracting firms very much depends on honest communication, respect for people, trust, and cohesive relationships. On the other hand, Hierarchy 1 Associate Professor, Department of Building & Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong (corresponding author). T: +(852) 2766 5801 F: +(852) 2764 5131 E-mail: [email protected] 2 Department of Building & Real Estate, The Hong Kong Polytechnic University, Hung Hom, Kowloon, Hong Kong. 1 culture, which focuses on stability and continuity, and analysis and control, seems to be the least favored at both levels. Another significant finding was that the two main KM strategies for knowledge flow, Codification and Personalization, were employed at both project and organization levels in equal proportion. -
Project Management © Adrienne Watt
Project Management © Adrienne Watt This work is licensed under a Creative Commons-ShareAlike 4.0 International License Original source: The Saylor Foundation http://open.bccampus.ca/find-open-textbooks/?uuid=8678fbae-6724-454c-a796-3c666 7d826be&contributor=&keyword=&subject= Contents Introduction ...................................................................................................................1 Preface ............................................................................................................................2 About the Book ..............................................................................................................3 Chapter 1 Project Management: Past and Present ....................................................5 1.1 Careers Using Project Management Skills ......................................................................5 1.2 Business Owners ...............................................................................................................5 Example: Restaurant Owner/Manager ..........................................................................6 1.2.1 Outsourcing Services ..............................................................................................7 Example: Construction Managers ..........................................................................8 1.3 Creative Services ................................................................................................................9 Example: Graphic Artists ...............................................................................................10 -
Su Ppo R T D O Cu M En T
v T Structures and cultures: A review of the literature Support document 2 EN BERWYN CLAYTON M VICTORIA UNIVERSITY THEA FISHER CANBERRA INSTITUTE OF TECHNOLOGY ROGER HARRIS CU UNIVERSITY OF SOUTH AUSTRALIA ANDREA BATEMAN BATEMAN & GILES PTY LTD O MIKE BROWN UNIVERSITY OF BALLARAT D This document was produced by the author(s) based on their research for the report A study in difference: Structures and cultures in registered training organisations, and is an added resource for T further information. The report is available on NCVER’s website: <http://www.ncver.edu.au> R O The views and opinions expressed in this document are those of the author(s) and do not necessarily reflect the views of the Australian Government, state and territory governments or NCVER. Any errors and omissions are the responsibility of the P author(s). © Australian Government, 2008 P This work has been produced by the National Centre for Vocational Education Research (NCVER) on behalf of the Australian Government and state and territory governments U with funding provided through the Australian Department of Education, Employment and Workplace Relations. Apart from any use permitted under the CopyrightAct 1968, no S part of this publication may be reproduced by any process without written permission. Requests should be made to NCVER. Contents Contents 2 Tables and figures 3 A review of the literature 4 Section 1: Organisational structure 4 Section 2: Organisational culture 21 Section 3: Structures and cultures – a relationship 38 References 41 Appendix 1: Transmission -
Designing, Developing and Implementing a Management System: an Overview (April 2010)
Designing, Developing and Implementing a Management System: An Overview (April 2010) Host: Emily Smorol, Corporate Environmental Affairs Speakers: Patrick Aurrichio, Program Manager, Corporate Environmental Affairs Emily: Welcome to our IBM Podcast titled, “Designing, Developing, and Implementing a Management System: An Overview.” My name is Emily Smorol and I work in IBM’s Corporate Environmental Affairs and Product Safety organization. There is an accompanying presentation available to download for this Podcast. For those following along with the presentation slides, please go to slide 2. The purpose of this Podcast is to discuss what a management system is and to provide an overview of its basic components. This Podcast is not meant to be all-inclusive but rather provide an approach to designing, developing, and implementing a management system in a sustained manner that has been successful for us – and which also may prove to be helpful to others setting out to do similarly. Today, we are going to be speaking with IBM’s Corporate Environmental Affairs Program Manager, Patrick Aurrichio. Patrick was instrumental in developing and implementing IBM’s global Environmental Management System. Recognizing that our audience comes from a diverse background – those with experience or familiarity with management systems and those for whom this may be a new concept – Patrick, how would you describe what a management system is? Patrick: Thank you Emily – and welcome to those joining the podcast. If you’re following along with the slide presentation, please turn to slide 3. First I’d like to mention and want you to understand that there is nothing overwhelmingly special or difficult with designing or developing a management system. -
Project Information Management PROJECT MANAGEMENT for DEVELOPMENT ORGANIZATIONS Project Information Management
pm4dev, 2016 –management for development series © Project Information Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS Project Information Management PROJECT MANAGEMENT FOR DEVELOPMENT ORGANIZATIONS A methodology to manage development projects for international humanitarian assistance and relief organizations © PM4DEV 2016 Our eBook is provided free of charge on the condition that it is not copied, modified, published, sold, re-branded, hired out or otherwise distributed for commercial purposes. Please give appropriate citation credit to the authors and to PM4DEV. Feel free to distribute this eBook to any one you like, including peers, managers, and organizations to assist in their project management activities. www.pm4dev.com Project Information Management INTRODUCTION “If you fail to plan, you plan to fail.” “.. A major weakness is the ability of project staff to utilize their logframe for designing a coherent and integrated, overall information system, where a manageable and limited number of feasible information activities are planned, which together will ensure that effective effect and impact level monitoring will occur. It is typical for projects to end up collecting too much rather than too little information. Frequently though, much of this information is not relevant to monitoring the results and impacts for which the project is accountable, and that which is, is not collected sufficiently reliably or regularly. By restricting the number, but improving the quality and reliability of their major information gathering activities, projects will much improve their information systems.” CARE International EDIAIS Case Study Project Information Management Plan Detailed planning is critical to the development of usable, high quality information deliverables that meet the needs of internal and external information users. -
How Does Organizational Culture Impact Intention to Use Customer Relationship Management Amongst Employees?
How does Organizational Culture Impact Intention to use Customer Relationship Management Amongst Employees? Fredrik Vikström Industrial and Management Engineering, masters level 2016 Luleå University of Technology Department of Business Administration, Technology and Social Sciences Does organizational culture impact Customer relationship management adoption within B2B companies? How does organizational culture impact intention to use Customer relationship management amongst employees? Fredrik Vikström VT-2016 Fredrik Vikström Civil engineering Industrial and Management engineering – Industrial marketing Luleå University of Technology Department of Business, Administration, Technology and Social sciences Preface This master thesis is the final step towards attaining my degree in the five year master programme Industrial and Management engineering at Luleå University of Technology. It has been an incredible learning experience lined with tough times that have kept me on my toes throughout. First off I want to thank my supervisor at the company where I completed my placement, Seleena Creedon, whom has contributed with valuable input and guidance throughout the length of the thesis. I would also like to thank Joseph Vella for his continuous and helpful thoughts which have kept me on the right path and provided me with an academic perspective. Lastly I want to thank all the people who have provided helpful thoughts, my friends, and also those who have provided challenge throughout the seminars. May 27th 2016 Fredrik Vikström Abstract Course: Master thesis in industrial and management engineering, industrial marketing, MSc Civil Engineering Author: Fredrik Vikström Title: How organisational culture impacts intention to use CRM Tutor: Joseph Vella Purpose: The aim of this thesis is to elaborate on if organisational culture has an impact on the intention to use a CRM system. -
Research Statement David M. Simmonds
Research Statement David M. Simmonds Executive Summary My research goal is to demonstrate how Information Technologies will enhance value creation along Supply Chains, specifically in the area of Collaborative Planning, Forecasting & Replenishment (CPFR). CPFR uses collaborative IT to create efficiencies in the movement of goods between along the supply chain, by increasing the precision with which demand is predicted. Using surveys of supply-chain focused middle management in medium sized companies, I intend to examine the challenges in using CPFR to manage demand along supply chains, from an organizational and technical level. Past Research The famous “Gang of Four”, led by Erich Gamma, converted Gamma’s dissertation into a world class book of 23 software design patterns (Gamma, Helm, Johnson, & Vlissides, 1993). While this book revolutionized the thinking on software design patterns in building robust, adaptable software, the GoF wrote their book in technical language, and also abstract C++ code samples which were hard to understand. So while the book is well renowned within the ranks of hard-core computer scientists, it never gained the traction that it should have amongst more general Information Technology personal, especially systems analysts and software developers. In order to make their ground breaking work more accessible to a wider audience, I synthesized the design pattern literature in order to reinterpret their book. I published my treatise on Programmer’s Heaven, a website dedicated to empowering software developers to build high quality software (GoF Design Patterns @ Programmers Heaven). I explained the design patterns in plain English and also used everyday examples. Additionally, I reinforced the treatise on design patterns with functioning, visually appealing UI code written in Visual Basic .Net. -
Mckinsey Quarterly 2015 Number 4.Pdf
2015 Number 4 Copyright © 2015 McKinsey & Company. All rights reserved. Published since 1964 by McKinsey & Company, 55 East 52nd Street, New York, New York 10022. Cover illustration by Vasava McKinsey Quarterly meets the Forest Stewardship Council (FSC) chain-of- custody standards. The paper used in the Quarterly is certified as being produced in an environ- mentally responsible, socially beneficial, and economi- cally viable way. Printed in the United States of America. 2015 Number 4 This Quarter It’s almost a truism these days to say that modern corporations must be agile. The pace of industry disruption arising from the digital revolution, combined with nimble, new competitors—including many from emerging markets—have raised the cost of complacency and rigidity. But what does it mean to achieve agility? This issue’s cover package tries to answer that question, starting with intriguing new McKinsey research. Using data from McKinsey’s Organizational Health Index, Michael Bazigos, Aaron De Smet, and Chris Gagnon show how organizations that combine speed with stability are far likelier to be healthy than companies that simply move fast. The utility sector is a striking example of one industry that needs to combine flexibility and stability. Although digital competitors, new data-based business models, and renewable-energy sources are changing the landscape in certain markets, the industry’s sprawl- ing base of heavy assets remains core to its future. Sven Heiligtag and his colleagues Dominik Luczak and Eckart Windhagen describe how a number of leading utilities are trying to straddle these two worlds, suggesting some lessons for companies in other sectors. -
2016 Human Capital Benchmarking Report
2016 Human Capital Benchmarking Report November 2016 SHRM Benchmarking Service Are you looking for data that is customizable by industry, To view region, organization staff size, and more? SHRM’s sample Benchmarking Service provides just that. reports or place an • The data in this report can be customized for your organization by industry, order, visit staff size, geographic or metropolitan region, profit status (for profit/nonprofit), sector (public/private), unionized environments, and more. shrm.org/benchmarks or call • The data in this report were collected from the 2016 SHRM Human Capital (703) 535-6366 Benchmarking Survey. Additional reports available in Health Care, Paid Leave, Employee Benefits Prevalence, and Talent Acquisition. Human Capital Benchmarking Report ©SHRM 2016 2 Table of Contents About SHRM Key Findings 4 Founded in 1948, the Society for Human Resource Management Statistical Definitions 5 (SHRM) is the world’s largest HR membership organization devoted to human resource management. Human Capital Benchmarking Survey Findings 6 Representing more than 275,000 members in over 160 countries, the Demographics 19 Society is the leading provider of resources to serve the needs of HR Methodology 28 professionals and advance the professional practice of human resource management. SHRM has more than 575 affiliated chapters within the United States and subsidiary offices in China, India and United Arab Emirates. Visit us at shrm.org. Human Capital Benchmarking Report ©SHRM 2016 3 The average maximum Key Findings employer match for a 401(k) or similar • Tuition: 61 percent of employers offered • Succession Planning: One-third of plan was 6%. tuition reimbursement. The average companies (34 percent) had a succession maximum reimbursement allowed for plan. -
International Treasury Management
The 26th annual conference on Official INTERNATIONAL sponsors TREASURY MANAGEMENT THE INTELLIGENT TREASURY 4-6 October 2017 // CCIB, Barcelona WILL TREASURY BE FREED OR TERMINATED? Adam Rutherford, Writer, Broadcaster, Scientific Adviser on AI & Robotics for films Ex Machina, Life, Annihilation Technology sponsors LEARNING HOW TO READ THE ECONOMIC SIGNALS Dr. Pippa Malmgren, Trendspotter, Bestselling Author, Co-founder, H Robotics BANKING 4.0: WILL YOUR BANK MAKE IT? Brett King, World-renowned Futurist, International Bestselling Author, Founder & CEO Moven Welcome to the world’s leading OVERVIEW international treasury event... The intelligent treasury uses digitalisation and data to finally release the true strategic value of treasury. Done well, it will save companies millions in process, compliance and regulatory costs and generate millions more across procurement, M&A and new business initiatives. However, of course it’s not easy... Data has become the lifeblood of the company, but it has also become its biggest challenge. Digital transformation is a leap many businesses will fail to make. And those that do face a series of hurdles. Join us at the most senior-level, international treasury event in the world to hear how some of the most innovative treasury teams are doing it. If you come away with just one idea that helps in any of these areas, isn’t the ticket price worth it? Get the best rate! Call Maria now on +46 8768 4955 or email [email protected] 2.5 70+ 1900+ 140+ 50+ 90+ DAYS SESSIONS REGISTERED SPEAKERS PRACTICAL EXHIBITORS DELEGATES CORPORATE CASE STUDIES 2 // Barcelona 2017 WHO WILL YOU MEET? WHY ATTEND? This truly global event attracts nearly 2,000 senior-level This is the world’s leading international treasury event.