International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
This document analyzes the relationship between charitable donations and enterprise performance in China. It first reviews relevant domestic and foreign literature on this topic. It then establishes three hypotheses: 1) charitable donations positively correlate with corporate performance; 2) state-owned enterprises' donations impact performance more than private enterprises; and 3) end-product companies' donations impact performance more than non-end-product companies. Regression models are constructed to test these hypotheses using financial data from 2016-2019 for 120 listed Chinese companies. Preliminary descriptive statistics and correlation analyses are also conducted. The results provide an initial examination of how charitable donations may influence business outcomes in China.
A cultural theory of post consolidation behaviour in the nigerian banking ind...Alexander Decker
This document discusses organizational culture in Nigerian banks following a consolidation period from 2004-2005. It aims to establish a relationship between organizational culture and performance. A study of 10 banks found that staff views on culture strength differed, but most reflected their firm's dominant culture. A test showed a very high positive correlation between culture strength and bank performance - stronger cultures led to better performance. The paper recommends banks explicitly recognize culture's importance to effectiveness.
This document summarizes a research study that examined the impact of transformational leadership and motivation on teacher performance at SMK PANJATEK in North Bekasi, Indonesia. The study used a quantitative methodology, collecting data through questionnaires from teachers. The results of the analysis found that transformational leadership and motivation positively impacted organizational citizenship behavior. Organizational citizenship behavior was also found to positively impact performance. Additionally, organizational citizenship behavior was found to mediate the relationship between transformational leadership and motivation on performance.
The document discusses a study that assesses the impact of corporate culture on employee job performance in the Nigerian banking industry. It aims to determine if corporate culture affects employee performance and organizational productivity. The study uses surveys of employees at various levels from selected banks. The findings suggest that a majority of respondents agree that corporate culture influences both employee performance and organizational productivity. This supports the hypotheses that positive relationships exist between corporate culture, employee performance, and organizational productivity in Nigerian banks.
This document summarizes a study that examines the relationship between board diversity and earnings quality of firms listed on the Amman Stock Exchange from 2010 to 2019. The study measures board diversity based on gender, experience, age, and religion of board members. It finds that gender, experience, and age of board members significantly affect earnings quality, but religion does not. This suggests that more diverse boards in terms of these characteristics can enhance earnings quality. The study provides implications for Jordanian policymakers to promote more diverse boards to improve corporate governance of listed firms.
This document discusses organizational culture and related topics. It includes a list of members, definitions of key terms like organizational culture and characteristics. It also covers emerging issues in organizational culture like reward management and gender management. Examples of how organizational culture is impacted by factors like government policies, geography, and social media are provided. The impact of innovation and examples of organizational culture at companies like Aetna and Google are also summarized.
Perceived influence of organizational culture and management style on employe...Alexander Decker
This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
This document analyzes the relationship between charitable donations and enterprise performance in China. It first reviews relevant domestic and foreign literature on this topic. It then establishes three hypotheses: 1) charitable donations positively correlate with corporate performance; 2) state-owned enterprises' donations impact performance more than private enterprises; and 3) end-product companies' donations impact performance more than non-end-product companies. Regression models are constructed to test these hypotheses using financial data from 2016-2019 for 120 listed Chinese companies. Preliminary descriptive statistics and correlation analyses are also conducted. The results provide an initial examination of how charitable donations may influence business outcomes in China.
A cultural theory of post consolidation behaviour in the nigerian banking ind...Alexander Decker
This document discusses organizational culture in Nigerian banks following a consolidation period from 2004-2005. It aims to establish a relationship between organizational culture and performance. A study of 10 banks found that staff views on culture strength differed, but most reflected their firm's dominant culture. A test showed a very high positive correlation between culture strength and bank performance - stronger cultures led to better performance. The paper recommends banks explicitly recognize culture's importance to effectiveness.
This document summarizes a research study that examined the impact of transformational leadership and motivation on teacher performance at SMK PANJATEK in North Bekasi, Indonesia. The study used a quantitative methodology, collecting data through questionnaires from teachers. The results of the analysis found that transformational leadership and motivation positively impacted organizational citizenship behavior. Organizational citizenship behavior was also found to positively impact performance. Additionally, organizational citizenship behavior was found to mediate the relationship between transformational leadership and motivation on performance.
The document discusses a study that assesses the impact of corporate culture on employee job performance in the Nigerian banking industry. It aims to determine if corporate culture affects employee performance and organizational productivity. The study uses surveys of employees at various levels from selected banks. The findings suggest that a majority of respondents agree that corporate culture influences both employee performance and organizational productivity. This supports the hypotheses that positive relationships exist between corporate culture, employee performance, and organizational productivity in Nigerian banks.
This document summarizes a study that examines the relationship between board diversity and earnings quality of firms listed on the Amman Stock Exchange from 2010 to 2019. The study measures board diversity based on gender, experience, age, and religion of board members. It finds that gender, experience, and age of board members significantly affect earnings quality, but religion does not. This suggests that more diverse boards in terms of these characteristics can enhance earnings quality. The study provides implications for Jordanian policymakers to promote more diverse boards to improve corporate governance of listed firms.
This document discusses organizational culture and related topics. It includes a list of members, definitions of key terms like organizational culture and characteristics. It also covers emerging issues in organizational culture like reward management and gender management. Examples of how organizational culture is impacted by factors like government policies, geography, and social media are provided. The impact of innovation and examples of organizational culture at companies like Aetna and Google are also summarized.
Perceived influence of organizational culture and management style on employe...Alexander Decker
This document discusses the relationship between organizational culture, management style, and employee performance in Nigerian banking sectors. It reviews literature showing that organizational culture and human resource management are important for achieving organizational goals. The study examines how organizational culture and management style impact employee performance. A survey was conducted of staff in Nigerian banks, collecting data through questionnaires. The findings showed that organizational culture has a strong relationship with employee performance. Elements like equipment handling, social behaviors, and symbols positively influence performance. Management style and attitudes were also found to significantly relate to performance. New employees more easily incorporated when values were compatible between the employee and organization.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
ORGANISATIONAL CULTURE CAN CHANGE QUICKLY AND EASILY WITHIN MOST COMPANIES”Service_supportAssignment
The development of an organization is highly dependent on analysing and identifying the key factors for concluding the effectiveness and efficiency delivered by the organization. Managers and organizations show willingness in obtaining the commitment of employees, leading towards the improvement of productivity (Schein 2010). Management authorities show willingness in introducing employee with the objectives, values and norms across the organization which is significant for understanding the culture of organization. When concerned with the development of organization, performance of employees has been identified as a backbone across the industry (Tushman 2013). The overall awareness and knowledge about the culture of organization assists in improving the ability for examining the behaviour of a company assisting in management and leadership.
As a thesis statement for this essay, “organizational culture can change easily and quickly in majority of the organizations”. The aim of this essay is to discuss the ways in which there is development of organizational culture and the impact of organizational culture on the overall performance.
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
The organizational culture of higher education institutions was analyzed using a survey. The results showed that behavioral norms associated with passive/defensive and aggressive/defensive cultures were overrepresented, while constructive norms were underrepresented compared to an ideal profile. This indicates a focus on tasks over people and lower-order needs over higher-order needs. Gaps between current and ideal profiles were identified to help target areas for cultural change in higher education institutions.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
Cultural Diversity and Organizational Performance and Organizational Performa...AJHSSR Journal
This study examined the influence of cultural diversity on organizational performance in food
and beverages firms in Port Harcourt, Nigeria. A cross sectional research design was adopted for the study.
Primary data was collated through self-administered, structured questionnaire. A cross sectional research design
was adopted for the study. The population of this study comprised of the entire Food and Beverages Firms in
Rivers State. A survey by the Manufacturing Association of Nigeria (MAN), Rivers State branch revealed that
seventeen (17) registered Food Beverages Firms in Port Harcourt Rivers State Nigeria. The population was
made up of 115 managers made up of plant managers, depot managers, trade managers and commercial
managers in three selected Food and Beverages Firms. A sample size of 89 was determined using Taro Yamene
sample size determination formula. The research hypotheses were tested using the Pearson Product Moment
Correlation coefficient. The study findings revealed that cultural diversity significantly influences organizational
performance in food and beverages firms in Port Harcourt. The study recommends effective organizational
policies and strategies regarding the management of diverse workforce for a better organizational performance
at the Food and Beverages Firms in Port Harcourt, Rivers State, Nigeria
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; that’s female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
This document discusses the role of human resource management (HRM) in organizations in future India. It notes that organizations face demands for change from suppliers, competitors, and other stakeholders. HRM must help organizations adapt to changes in technology, culture, and the business environment while maintaining stability. The document reports on a study that examined perspectives of HRM practitioners on culture, change, and their role in 2010 versus anticipated needs in 2020. The results showed increased emphasis on HRM involvement in strategic planning, organizational culture change, and development. HRM is seen taking a greater role in business strategies and cultural diversity management to help organizations remain competitive globally.
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
This document discusses a study examining the relationship between shared mission and organizational effectiveness in the Nigerian banking industry. The study found that shared mission is significantly related to key measures of organizational effectiveness like profitability, productivity, and market share. It concludes that having an organizational mission that is shared among employees allows them to more effectively contribute to achieving organizational goals. Recommendations include that organizations should ensure their mission is shared throughout the company.
Effects of organizational culture on employee performanceAlexander Decker
Organizational culture comprises the unwritten customs, behaviors and beliefs that determine how decisions are made within a company. The document analyzes the influence of organizational culture on employee performance at Wärtsilä Limited in Kenya. It identifies four key elements of organizational culture - values, climate, leadership style, and work processes. The study found a positive relationship between organizational culture and employee performance, though the effect varied among variables, with work processes having the strongest impact on performance at Wärtsilä.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Board of directors is the decision-making organ in the organization that faces complex tasks
pertaining to strategic-issue processing. It comprises of directors from various backgrounds
hence face interaction difficulties that can prevent them from fulfilling their tasks. This study,
will investigate whether the board diversity influences CSR and firm reputation in Kenya. This
will capture the boards’ monitoring and resource provision abilities; and it will be in line with
Agency and resource dependency theories. The general objective to the study is to establish
whether board diversity influences firm’s CSR and corporate reputation in Kenya. There have
been studies on how board diversity on firm performance and CSR but no paper has been
published looking at the corporate reputation and more over concerning gender diversity on
boards in developing countries.The number of women in the board has a significant impact on
corporate social responsibility and corporate reputation. Women bring a number of strengths to
the board including an increased sensitivity to CSR and participative decision-making styles
and these benefits contribute to enhanced corporate responsibility strength ratings.This study
makes a theoretical contribution to the corporate governance literature by analysing board
diversity within the framework of two major theories Agency and Resource. This study also
makes a theoretical contribution to the diversity and governance literature by providing a better
understanding of the relationships between board gender, professional and experience diversity
andfirm’s CSR and reputation.This study will be beneficial to the management of corporations
and top management in decision making especially on the issue of SCR and the firm’s
reputation. It will also lay ground for more studies to be conducted in Kenya and other
developing nations.
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
El documento describe los conceptos básicos de las empresas, incluyendo sus recursos, clasificaciones, tipos, administración y calidad. Una empresa es una unidad económica que utiliza recursos humanos, financieros, materiales y tecnológicos para obtener ganancias a través de bienes y servicios. Las empresas se clasifican por sector, tamaño, propiedad, alcance geográfico, forma jurídica y destino de los beneficios. Toda empresa requiere una administración efectiva para establecer objetivos, estrategias y
The document outlines reading, writing, speaking, listening and viewing standards for 8th grade students. It includes standards related to word study, narrative texts, informational texts, comprehension, metacognition, critical thinking, writing genres, the writing process, personal style, grammar, spelling, handwriting, speaking conventions, discourse, listening conventions and response. The standards provide a framework for what students should know and be able to do by the end of 8th grade.
“Probe In Multi-Ethnic Disputes About HR Practices In HRM”iosrjce
“Ethnic diversity adds richness to a society” *Gary Locke*
The real organization of human resource management is organizational culture and its reformation and
management. Ethos is closely related to organizational strategy, structure and intention. It influences staff's
notice of job selection, evaluation training, and reward and so on. In addition to the normal pressures of manmanagement,
managers are now required to deal with challenges, friction and misunderstandings emanating
from cross ethnic differences. Effective management in the modern environment necessitates cross ethnic
competency in order to get the best out of a multiethnic team. With the growing significance of developing
economies in the global business environment, Human Resource Management is facing increased difficulty in
managing cross-border ethnic relationships. This paper of mine analyze the HR must be knowledgeable about
multiethnic factors on both the domestic and global fronts in Human Resource Management As Dr Zareen
Karani Araoz, President and founder of “Managing Across cultures, Karani Lam & Associates, says in
global conference , "For an employee who repeatedly takes a conference call from US at 3 a.m. regularly is a
major problem area, but he finds it difficult to articulate this to his client or his counterpart in the US, due to
fear. In an institutionalized environment, it is easy to learn to be frank, where saying “NO” is often appreciated
rather than saying “YES” and failing to deliver on the promise
ORGANISATIONAL CULTURE CAN CHANGE QUICKLY AND EASILY WITHIN MOST COMPANIES”Service_supportAssignment
The development of an organization is highly dependent on analysing and identifying the key factors for concluding the effectiveness and efficiency delivered by the organization. Managers and organizations show willingness in obtaining the commitment of employees, leading towards the improvement of productivity (Schein 2010). Management authorities show willingness in introducing employee with the objectives, values and norms across the organization which is significant for understanding the culture of organization. When concerned with the development of organization, performance of employees has been identified as a backbone across the industry (Tushman 2013). The overall awareness and knowledge about the culture of organization assists in improving the ability for examining the behaviour of a company assisting in management and leadership.
As a thesis statement for this essay, “organizational culture can change easily and quickly in majority of the organizations”. The aim of this essay is to discuss the ways in which there is development of organizational culture and the impact of organizational culture on the overall performance.
Zeine et al. 2011 Organizational Culture in Higher Education, in Kazeroony, H...Rana ZEINE, MD, PhD, MBA
The organizational culture of higher education institutions was analyzed using a survey. The results showed that behavioral norms associated with passive/defensive and aggressive/defensive cultures were overrepresented, while constructive norms were underrepresented compared to an ideal profile. This indicates a focus on tasks over people and lower-order needs over higher-order needs. Gaps between current and ideal profiles were identified to help target areas for cultural change in higher education institutions.
DIAGNOSING ORGANISATIONAL CULTURE BY USING OCAISiti Rizki
The document discusses organizational culture and introduces the Organizational Culture Assessment Instrument (OCAI) to diagnose culture. The OCAI is based on the Competing Values Framework which includes four main culture types: clan, adhocracy, market, and hierarchy. It involves assessing six key aspects of culture to determine an organization's current and preferred cultures. Understanding differences can provide insights for initiatives to improve performance by better aligning culture and goals.
Cultural Diversity and Organizational Performance and Organizational Performa...AJHSSR Journal
This study examined the influence of cultural diversity on organizational performance in food
and beverages firms in Port Harcourt, Nigeria. A cross sectional research design was adopted for the study.
Primary data was collated through self-administered, structured questionnaire. A cross sectional research design
was adopted for the study. The population of this study comprised of the entire Food and Beverages Firms in
Rivers State. A survey by the Manufacturing Association of Nigeria (MAN), Rivers State branch revealed that
seventeen (17) registered Food Beverages Firms in Port Harcourt Rivers State Nigeria. The population was
made up of 115 managers made up of plant managers, depot managers, trade managers and commercial
managers in three selected Food and Beverages Firms. A sample size of 89 was determined using Taro Yamene
sample size determination formula. The research hypotheses were tested using the Pearson Product Moment
Correlation coefficient. The study findings revealed that cultural diversity significantly influences organizational
performance in food and beverages firms in Port Harcourt. The study recommends effective organizational
policies and strategies regarding the management of diverse workforce for a better organizational performance
at the Food and Beverages Firms in Port Harcourt, Rivers State, Nigeria
An Investigation of the Effect of Challenges Encounters Female Entrepreneuria...AkashSharma618775
The participation of females in entrepreneurial activities is such a satisfying ideal that has proven to
convey positive contribution towards economic process. To ascertain this; the subject matter has presented herein.
Such presentation has been done by giving detailed analysis of the effects of challenges encounters female
entrepreneurial taking Malaysia, which is one of the transformed economies as the country of context. There is a
promising growth in entrepreneurial activities in the recent years in Malaysia; yet, this growth has seen to have
many male entrepreneurs leaving females with minimal rate of participation. There are challenges identified,
evaluated and analyzed to be the very reasons that leads to this scenario. The study employed three challenges
called economic, resource and cultural extracted from Isa et al., (2018); the challenges which are henceforth
implemented as independent variables (IVs) of the study. The study has found the significant correlation between
each of these IVs (EoC) and its subject matter; that’s female entrepreneurial (FE) in Malaysia the DV with the
significant levels of 0.026 and 0.012 respectively. The extent of effects was regretted to be 62% within the inverse
correlation of 0.89 to mean that the increase of EoC results to the decrease of FE and the decrease of EoC leads to
the increase of FE. The statistical analytics were measured using SPSS and data were secondarily reviewed from
the study of Hossain et al., (2018). For further researches; an expansion to reach other stakeholders like police
makers and officers of financial institutions has been recommended because, this study has been established on the
mere perspectives and opinions of entrepreneurs and not other stakeholders of entreprenerial activities.
Organizational culture and its influence on project managementRuhull
Within any organization, successful project management is contextual. What that means is that the organization itself matters:
its culture;
its structure;
and its strategy. Each play an integral part and together they create the environment in which a project will flourish or founder.
Issues that affect a project can vary widely from company to company.
Contextual issues provide the backdrop around which project activities must operate, so understanding what is beneath these issues truly contributes to understanding how to manage projects.
This document discusses the role of human resource management (HRM) in organizations in future India. It notes that organizations face demands for change from suppliers, competitors, and other stakeholders. HRM must help organizations adapt to changes in technology, culture, and the business environment while maintaining stability. The document reports on a study that examined perspectives of HRM practitioners on culture, change, and their role in 2010 versus anticipated needs in 2020. The results showed increased emphasis on HRM involvement in strategic planning, organizational culture change, and development. HRM is seen taking a greater role in business strategies and cultural diversity management to help organizations remain competitive globally.
Culture is the unique dominant pattern of shared beliefs, assumptions, values, and norms that shape the socialization, symbols, language and practices of a group of people.
This presentations includes corporate culture, cultural paradigm, corporation quality, organizational change, 8 ways to keep culture alive and details of these topics.
This document discusses a study examining the relationship between shared mission and organizational effectiveness in the Nigerian banking industry. The study found that shared mission is significantly related to key measures of organizational effectiveness like profitability, productivity, and market share. It concludes that having an organizational mission that is shared among employees allows them to more effectively contribute to achieving organizational goals. Recommendations include that organizations should ensure their mission is shared throughout the company.
Effects of organizational culture on employee performanceAlexander Decker
Organizational culture comprises the unwritten customs, behaviors and beliefs that determine how decisions are made within a company. The document analyzes the influence of organizational culture on employee performance at Wärtsilä Limited in Kenya. It identifies four key elements of organizational culture - values, climate, leadership style, and work processes. The study found a positive relationship between organizational culture and employee performance, though the effect varied among variables, with work processes having the strongest impact on performance at Wärtsilä.
International Journal of Business and Management Invention (IJBMI)inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online
This document discusses organizational culture, including its definition, characteristics, elements and how it forms. It defines organizational culture as a system of shared meaning among members. Key elements include shared values, assumptions, artifacts like language, stories, rituals and physical structures. Culture forms based on founders' philosophy and is reinforced through socialization, symbols and stories. Strong cultures can increase commitment but also inhibit change. The four main culture types are clan, adhocracy, hierarchy and market. Culture affects organizational effectiveness and performance.
Board of directors is the decision-making organ in the organization that faces complex tasks
pertaining to strategic-issue processing. It comprises of directors from various backgrounds
hence face interaction difficulties that can prevent them from fulfilling their tasks. This study,
will investigate whether the board diversity influences CSR and firm reputation in Kenya. This
will capture the boards’ monitoring and resource provision abilities; and it will be in line with
Agency and resource dependency theories. The general objective to the study is to establish
whether board diversity influences firm’s CSR and corporate reputation in Kenya. There have
been studies on how board diversity on firm performance and CSR but no paper has been
published looking at the corporate reputation and more over concerning gender diversity on
boards in developing countries.The number of women in the board has a significant impact on
corporate social responsibility and corporate reputation. Women bring a number of strengths to
the board including an increased sensitivity to CSR and participative decision-making styles
and these benefits contribute to enhanced corporate responsibility strength ratings.This study
makes a theoretical contribution to the corporate governance literature by analysing board
diversity within the framework of two major theories Agency and Resource. This study also
makes a theoretical contribution to the diversity and governance literature by providing a better
understanding of the relationships between board gender, professional and experience diversity
andfirm’s CSR and reputation.This study will be beneficial to the management of corporations
and top management in decision making especially on the issue of SCR and the firm’s
reputation. It will also lay ground for more studies to be conducted in Kenya and other
developing nations.
The main objective of the current study is to investigate the effects of organizational culture on organizational health. Modern organizations are in a very intense competitive conditions and in order to survive, they need parameters which guarantee their survival. Therefore, the current study will investigate the significance of culture in this regard. Municipalities as one of the organizations providing urban services are in a position where it is possible to lose their impact due to the activities of other organizations. Accordingly, the statistical population selected for this study includes all the employees in Tehran Municipality. In order to gather the required data, after determining the sample size as 384 participants using Krejcie and Morgan table, standard questionnaire of Denison for culture (2000) and organizational health (2008) were used. The current study is a quantitative one carried out as a descriptive survey. The validity and reliability of the study are confirmed using appropriate methods. Finally, in order to test the hypotheses of the study, various descriptive and inferential statistical tests were used. It was found out that the organizational survival of Municipality was affected by various cultural parameters, among which compatibility had the highest impact.
This document summarizes an organizational culture workshop that discusses how organizational culture is formed and impacts organizations. It defines organizational culture and outlines Edgar Schein's three levels of culture - surface manifestations, espoused values, and basic assumptions. The workshop also discusses assessing and measuring culture using surveys, focus groups, and interviews. Finally, it presents examples of levers that can be used to change organizational culture, such as developing leadership, improving communication, and encouraging innovation.
The document discusses the key components and attributes of organizational culture. It describes the layers of organizational culture, including cultural values, shared assumptions, shared behaviors, and cultural symbols. It also discusses how organizational cultures emerge and methods for maintaining and changing organizational culture, such as recruitment, socialization, and cultural rituals and ceremonies.
El documento describe los conceptos básicos de las empresas, incluyendo sus recursos, clasificaciones, tipos, administración y calidad. Una empresa es una unidad económica que utiliza recursos humanos, financieros, materiales y tecnológicos para obtener ganancias a través de bienes y servicios. Las empresas se clasifican por sector, tamaño, propiedad, alcance geográfico, forma jurídica y destino de los beneficios. Toda empresa requiere una administración efectiva para establecer objetivos, estrategias y
The document outlines reading, writing, speaking, listening and viewing standards for 8th grade students. It includes standards related to word study, narrative texts, informational texts, comprehension, metacognition, critical thinking, writing genres, the writing process, personal style, grammar, spelling, handwriting, speaking conventions, discourse, listening conventions and response. The standards provide a framework for what students should know and be able to do by the end of 8th grade.
This document appears to be an assessment form used by a College of Nursing to collect patient information. It includes sections to document a patient's general information, chief complaints, medical history, vital signs, nutrition, elimination, activity levels, physical examination findings, cognition, and pain. The physical exam section includes detailed assessments of different body systems to document the patient's current health status.
Microsoft Power Point Theories Of NursingNio Noveno
This document provides biographical information on several influential nurses and nursing theorists, including Florence Nightingale, Dorothea Orem, Lydia Hall, and Margaret Jean Watson. It discusses their contributions to nursing practice and the development of nursing theory. Nightingale is described as the founder of modern nursing who established standards for nursing education and hospital management. Orem developed the Self-Care Deficit Theory. Hall proposed a nursing philosophy centered around three aspects of care: care, core, and cure. Watson developed the Theory of Human Caring.
Growth in a Finite World - Sustainability and the Exponential FunctionToni Menninger
This presentation, accessible to the general public and specifically designed for students of sustainability, explores the dramatic growth of the human sphere on planet Earth with its limited resources, and presents the mathematical tools for understanding the exponential function.
The lecture is accompanied by the article "Exponential Growth, Doubling Time, and the Rule of 70" (http://www.slideshare.net/amenning/exponential-growthmath) and a collection of practice problems and case studies (http://www.slideshare.net/amenning/exponential-growth-casestudies).
The presentation "The Human Population Challenge" is suitable as a follow-up lecture.
La espectrofotometría UV-visible es una técnica analítica que permite determinar la concentración de un compuesto en solución mediante la medición de la cantidad de luz absorbida. Se basa en la Ley de Beer-Lambert, la cual establece que la absorbancia es directamente proporcional a la concentración de la sustancia absorbente. En esta práctica, se realizó un análisis espectrofotométrico de sulfato de cobre para obtener su curva de calibración y así poder determinar concentraciones desconocidas
Este documento resume los principales tipos de nacionalidad mexicana y extranjería de acuerdo con la Constitución y la ley. Describe cuatro tipos de nacionales mexicanos: por nacimiento, por naturalización, con doble nacionalidad y residentes en el extranjero. También explica los requisitos para la naturalización y las limitaciones de los mexicanos por naturalización y con doble nacionalidad para ciertos cargos públicos y laborales. Finalmente, distingue entre diferentes tipos de extranjeros físicos y
The document outlines various statistical and data analysis techniques that can be performed in R including importing data, data visualization, correlation and regression, and provides code examples for functions to conduct t-tests, ANOVA, PCA, clustering, time series analysis, and producing publication-quality output. It also reviews basic R syntax and functions for computing summary statistics, transforming data, and performing vector and matrix operations.
Este documento describe un proyecto para diseñar e implementar un sistema integrado de seguridad en el Centro de Comercio y Servicios Regional Bolívar. El proyecto busca proteger los activos del centro mediante la instalación de una red de videovigilancia, cableado estructurado y red inalámbrica. El proyecto consta de fases de planeación, análisis, diseño e implementación y busca alcanzar resultados de aprendizaje específicos, transversales y básicos relacionados con temas como seguridad,
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Este documento presenta el reglamento para aprendices del SENA (Servicio Nacional de Aprendizaje) de Colombia. Describe los derechos y deberes de los aprendices durante su formación, incluyendo el derecho a recibir educación de calidad, ser evaluados de manera justa, y el deber de participar activamente en las actividades académicas y portar su carné de estudiante. También cubre temas como estímulos e incentivos para los aprendices, prohibiciones, el proceso de formación y sanciones por incumplimiento
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Este documento presenta el reglamento para aprendices del Servicio Nacional de Aprendizaje (SENA) de Colombia. Está dividido en 12 capítulos que describen los principios generales, derechos, deberes, prohibiciones, gestión académica y disciplinaria de los aprendices. El reglamento busca establecer las pautas para el desarrollo de la formación profesional de los aprendices de una manera integral, respetando sus derechos y responsabilizándolos de sus deberes.
Beyoncé Knowles is an American singer, songwriter, and actress. She rose to fame as the lead singer of the girl group Destiny's Child. She has since become one of the best-selling music artists of all time with over 100 million records sold worldwide. She is married to rapper Jay-Z and has won 24 Grammys throughout her career both as a solo artist and with Destiny's Child, making her the most Grammy-awarded female artist of all time.
The document discusses the history and evolution of web technologies. It notes that the web is still young, and that early technologies like Perl, C/C++, and TCL/Tk were used to build the first websites and applications. It emphasizes that users only care if websites work well, not which specific technologies were used. The document also outlines how web technologies are organized in layers and standards like HTML, CSS, JSON, Atom and RSS have enabled interoperability across the layers.
Este manual describe las estrategias competitivas básicas para las empresas. Explica los componentes de la estrategia, incluidas las actividades primarias y secundarias. Luego describe varias estrategias genéricas como el liderazgo en costos, la diferenciación y la segmentación. También cubre estrategias a lo largo del ciclo de vida de la industria, estrategias de crecimiento y evaluación de la estrategia. El objetivo es ayudar a las empresas a desarrollar e implementar estrategias efectivas.
This document outlines 32 ways to keep a blog from sucking, including staying relevant to your audience, using spell check, turning on comments, choosing a consistent URL, licensing your content, making subscriptions and reading easy, promoting your blog on social media, and focusing on interesting content. The tips are divided into things to do, such as using simple URLs for popular posts, and things to avoid like split brain blogging across multiple sites. The overall message is to know your goals for blogging and make your blog easy to access and interact with.
This document discusses how corporate culture can be used as a tool for control and effectiveness in organizations. It defines corporate culture as the values, beliefs, and behaviors shared by employees in an organization. The document reviews literature showing that strong, adaptive cultures that encourage employee involvement can enhance organizational responsiveness, commitment, and goal achievement. It recommends that managers share the organizational mission and values with employees to increase involvement and serve as an informal control mechanism. An effective culture can motivate employees and help the organization adapt to changes in the external environment.
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Corporate efficiency through cultural narrativesQuinn Thurman
This document provides a literature review and proposed methodology for a study examining how cultural narratives contribute to corporate efficiency at Southern Utah University. The literature review discusses previous research showing that strong organizational culture and internal communication can improve efficiency. The proposed methodology is to interview university staff involved in recruitment to identify common narratives told to students. These narratives will then be analyzed using grounded theory methods to develop categories of stories and evaluate which types of stories align with factors known to increase efficiency, such as those identified in the literature review. The goal is to determine what narrative themes and types are most effective for establishing an efficient organizational culture.
Corporate culture a tool for control and effectiveness in organizations.Alexander Decker
This document discusses how corporate culture can be used as a tool for control and effectiveness in organizations. It defines corporate culture as the predominant system of beliefs, values and norms held by members of an organization. Strong corporate cultures that encourage participation and improvement can enhance organizational effectiveness. By exploring how corporate culture affects control and performance, organizations can develop adaptive cultures that improve competitive advantage. Corporate culture provides employees with shared meanings and reduces the need for close supervision. It motivates employees to internalize organizational goals and values.
Entrepreneurial culture, profile of the leader and entrepreneurial orientatio...ijmvsc
Today, no company is safe from forces and pressures, which are exerted on it, because of a significant number of the requirements in particular as regards competitiveness, the need for change, or the crises, the deregulations and the cost of energy. To face this news gives, the company must reconsider its behaviors and its practices to renew itself, to open out and reinforce its international position in the market. Some of these practices form what one calls the entrepreneurial orientation.
For this reason, we will devote this paper for better encircling and apprehending the concept of entrepreneurial orientation and this, by focusing on its relation with the entrepreneurial culture and the profile of the leader in the specific case of the Tunisian companies.
Group 8_Contemporary thought in Management.pptxMANASA759282
The document discusses several topics in contemporary management thought, including knowledge sharing and social capital in multicultural organizations, the relationship between learning organizations and performance, and approaches to leadership and organizational change management. It notes that knowledge drives economic growth and competitive advantage depends on sharing and applying information. Social capital facilitates global knowledge sharing by providing information flows and trust across cultures. Research also suggests learning organizations adapt more quickly to change and have higher performance. The document also discusses models of organizational change and the influence of national culture on change management approaches.
Standardized
Coefficients Coefficients t Sig. R R2 F
B Std. Error Beta
1. The study assessed the influence of organizational culture and market orientation on the performance of microfinance institutions in Kenya.
2. The results showed that organizational culture has a significant positive influence on performance and explains 40.9% of the variation in firm performance.
3. Market orientation was found to partially mediate the relationship between organizational culture and performance. Both organizational culture and market orientation were significant influences on performance.
This document provides an overview of a thesis presented by Wendy Jones to the University of San Francisco in partial fulfillment of the requirements for a Master of Arts degree in Organization and Leadership. The thesis aimed to identify the three traits of corporate culture that are positively related to increased firm performance. Through a literature review, Jones identified collectivism, adaptability, and culture strength as the three traits linked to financial success. She then created a survey to measure these three traits in existing corporate cultures. Additionally, Jones developed a handbook to provide guidelines for organizations on how to adopt these three traits into their own corporate cultures in order to maximize performance. The document provides context for Jones' thesis and outlines her objectives to both measure existing cultures and provide guidance
THE INFLUENCE OF ORGANIZATIONAL INNOVATION CLIMATE, CORPORATE CULTURE AND TEA...indexPub
This research focuses on the influence of organizational innovation climate, corporate culture, and team synergy on the innovative leadership of sports instructors at a Chinese university. Sample sampling was used to select from the university population using a variety of probability-based random selection methods. The sample size was approximately 50 undergraduate sports instructors per facility, with ten percent of all professors chosen for in-depth interviews in a qualitative research study.
Implications of Organisational Culture on Performance of Business OrganisationsIOSR Journals
This article discusses the implications of organizational culture on the performance of business organizations in Nigeria. The first objective of the paper is to elaborate on organisational culture as a determinant of organisational performance. The second objective is to identify four dimensions of African culture as bases for more effective organization culture in the Nigerian context. Works of well known authors in the fields of Culture and Management were reviewed for perspectives and evidence. It is shown from the reviews that a relationship exists between organisational culture and performance of business organisations. In addition, the review suggests that relationship is mediated by reward perception and role perception. Social support, accommodation at work places, religious referencing, supervisor-subordinate age ratio and ethnic diversification are identified as culture factors likely to have positive impact on the performance of business organisations in Nigeria. It is recommended that business organizations in the country should give adequate attention to the development of corporate cultures that integrate the above factors in order to enhance their performance.
The document discusses organizational culture and its impact. It defines organizational culture as the shared values, practices, and symbols that develop within an organization. There are seven core elements that shape culture: core values, symbols, rituals and routines, stories, power structures, control structures, and organizational structure. A strong, positive culture can improve employee performance, productivity, commitment and loyalty by clarifying goals and vision. In contrast, a weak culture lacks agreement and respect among employees. The document uses McDonald's as an example of a company with a strong culture that provides training and rewards to retain loyal customers and workers.
Introduction to management groups g-i - wed sep 10 2008- the environment an...Diego Thomas
The document summarizes key points from a lecture on organizational environments and corporate culture. It discusses three types of environments that can affect organizations: general, task, and internal. It defines corporate culture and lists the visible and invisible levels of culture. Finally, it explains how an adaptive internal culture can positively influence organizational performance.
Organizational culture has a powerful effect on the performance and the long-term effectiveness of organizations. Organizational culture has the power to influence employee behaviors and increase employee commitment and productivity. Therefore, a clear understanding of organizational culture and how to effect its change is important for business leaders because it influences the way that organizations react to the changing demands of the business environment. The goal of this paper is to explore what is meant by organizational culture, why it is important, and how to change an established culture so that it is better aligned with the organization’s strategy.
Octapace Culture: A Study of Hospitality Sector in Lucknow Regionscmsnoida5
This document summarizes a study on organizational culture in the hospitality sector in Lucknow, India. The study used mixed methods including surveys and interviews of 200 employees to analyze the impact of OCTAPACE cultural parameters on organizational effectiveness. The results found that organizational culture has a significant impact on effectiveness. Companies need a performance-driven culture to motivate employees and maintain competitive advantage. Limitations included the study being static and potential for response bias. The implications are that management must develop a performance-focused environment to strengthen the connections between culture, practices, and performance.
This document summarizes a study that examined the relationship between ethical practices of teams and completion of projects at Kenya Power in Kisumu County, Kenya. The study found that there is a relationship between ethical practices of teams and completion of projects. Specifically, it found that for projects to be completed on time, teams need to be accountable for their actions, diverse and recruit skilled members, distribute resources equitably, and hire professionally trained persons to raise quality standards. The study utilized a sample of 60 employees from Kenya Power to examine how factors like accountability, diversity, equity and professionalism related to timely project completion. It found that top managers seldom demonstrated high ethics, while junior employees and supervisors were generally accountable, but middle managers less so
2.[10 18]influencing organisational behaviour through the application of lear...Alexander Decker
This document discusses how organizational behavior can be influenced through the application of learning theories. It first defines key terms like organization, organizational behavior, and organizational learning. It then outlines several major factors that influence organizational behavior, including individual differences, organizational culture, information technology, organizational structure, and learning. The document argues that learning underpins organizational competitiveness and is essential for an organization's survival and success in changing business environments. It proposes that applying learning concepts can help build effective organizational learning.
Knowledge constitutes a valuable, intangible asset for creating and sustaining competitive advantage within organizations. To fulfil organizational objectives, Knowledge sharing culture paves way for tacit knowledge externalization is highly emphasized. Knowledge Sharing is an activity through which knowledge is exchanged among employees in organizations to operate effectively in the global market. Amongst several factors that affect knowledge sharing in organizations, organizational culture is an effective Knowledge Management initiative for Knowledge sharing. As each and every organization has its own personality which is called as its culture, a Knowledge sharing culture that enables tacit knowledge externalization constitutes a major challenge in the field of Knowledge Management.
Achieving Organisation Excellence through Diversity Managmentprofessionalpanorama
The document discusses how diversity management can help organizations achieve excellence through increased productivity. It defines diversity management as a strategic commitment to recruit, retain, reward, and promote a heterogeneous workforce. When managed effectively, diversity has been shown to improve performance at the individual, group, and organizational levels by bringing different perspectives, improving problem-solving and decision-making. Tools like employee resource groups and equal opportunity policies can help organizations address challenges and promote diversity. The document concludes that diversity management, when successfully implemented, provides competitive advantages both internally through a stronger company culture and externally through a better understanding of diverse customers and markets.
Achieving organisation excellence through diversity managementTapasya123
The globalisation of world trade, frequent mergers, acquisitions and increasing ethno
cultural diversity of markets is shaping the workplace of 21st century. The increasing
globalisation has led to interaction among people from diverse cultures, beliefs and
backgrounds than ever before. This interaction has given the new shape to the market
and organisation by inducing diversity into them. This existence of diversity has produced
not only differences in work ethics and religious differences but also benefitted the
companies by gaining a new insight from a management and marketing standpoint.
Diversity can’t be used as a competitive organisational strength unless it’s managed
effectively therefore diversity management supported by programs, activities and tools
acts as a strategic approach in managing and valuing diversity the key components
which directly or indirectly effects organisation productivity. So, the subject matter
of this paper focuses on how pursuing diversity management by an organisation can
lead to earn productivity at a competitive global arena. The discussion is based on
how successful diversity management, practices and programs make a huge difference
in retaining diverse customers and productivity of the organisation. The paper introduces
a framework for expanding the diversity management research towards conceptual
and empirical direction by focussing how diversity management is being positively
associated with organisation excellence and how an organisation considers it to be
a part of their work culture to earn that excellence.
Keywords:
The document discusses a study examining the influence of corporate culture dimensions on organizational commitment among employees in the Malaysian semiconductor industry. It presents four hypotheses: that communication, training and development, reward and recognition, and teamwork will each positively influence organizational commitment. The study involved a survey of 377 employees across six major semiconductor firms in Malaysia. The results provide empirical evidence on the relationship between aspects of corporate culture and organizational commitment in this context.
Similar to International Journal of Business and Management Invention (IJBMI) (20)
A brief analysis of SHEIN's digital transformation.
SHEIN’s business model:
1. D2C cross-border ecommerce: SHEIN integrate the manufactures from Guanzhou to make clothes and deliver direct to customers.
2. Digital marketing: Data driven online marketing for user acquisition.
3. Digital transforming vendor chain: the most core of the revolution to shorten the innovation and lead time.
4. Outstanding user experience: International delivery in high efficiency
Leverage four parts of the user satisfaction process and integrate related resource and information flow, which making SHEIN an international leading D2C ecommerce company.
• Keeping utilizing data in all process is another core capability. From the page click, sales metrics, fabric sourcing to manufacturing time, all data is integrated for decision making, leading an upward customer preference and much efficient business decision making process.
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The paper delves into the functionalities, benefits, and examples of each type of software, highlighting their unique contributions to effective marketing practices. It explores the importance of integration and automation in maximizing the impact of these tools, addressing challenges and strategies for seamless implementation across different marketing channels.
Furthermore, the paper examines emerging trends in marketing software, such as AI and machine learning applications, personalization strategies, predictive analytics, and the ethical considerations surrounding data privacy and consumer rights. Case studies illustrate real-world applications and success stories of businesses leveraging marketing software to achieve significant outcomes in their marketing campaigns.
In conclusion, this paper provides valuable insights into the evolving landscape of marketing technology, emphasizing the transformative potential of software solutions in driving innovation, efficiency, and competitive advantage in today's dynamic marketplace.
This description outlines the scope, structure, and focus of the paper, giving readers a clear understanding of what to expect and why the topic of marketing software is important and relevant in contemporary marketing practices.
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Explore our comprehensive slides on the 2024 social media landscape, tailored for educators and marketing professionals in the field of education. With more than 5 billion social media users worldwide and an average individual engagement across as many as seven platforms monthly, understanding these dynamics is crucial for effective educational outreach. Our slides delve into the pivotal trends and strategic adaptations necessary for thriving in this digital arena. Don't miss this opportunity to enhance your strategies with our expert insights.
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Tired of pouring money into LinkedIn ads that don't convert?
A marketer’s guide to unlocking the full potential of LinkedIn’s extensive targeting resources and partner tools.
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Download our free eBook and discover a data-driven approach to LinkedIn marketing that delivers real results. Stop chasing the wrong audience – start targeting the right ones today
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The goal of marketing may be to achieve specific KPIs that drive sales, which is very objective, but the top of the marketing funnel requires a softer approach. In our data-driven results-oriented fast-paced world, marketers must quantify results, but those results will never be achieved unless prospects are first approached with humanity.
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Top 10 AI Trends to Watch in 2024
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Overview of Agentic AI
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Impact of Agentic AI
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Examples and Use Cases of Agentic AI
Autonomous Vehicles: Self-driving cars use agentic AI to navigate roads, interpret traffic signals, and make real-time decisions to ensure passenger safety.
Smart Home Devices: AI-powered home assistants, like smart thermostats and security systems, operate autonomously to optimize energy usage and enhance security.
Customer Service Bots: Advanced chatbots handle complex customer queries, provide solutions, and escalate issues to human agents when necessary.
Trend 2: Open Source AI
Overview of Open Source AI
Open-source AI involves freely available source code, encouraging developers to collaborate, use, adapt, and share AI technology. This openness fosters innovation and speeds up the development of practical AI solutions across various sectors, including healthcare, finance, and education.
Impact of Open Source AI
The collaborative nature of open-source AI promotes transparency and facilitates continuous improvement, leading to feature-rich, reliable, and modular solutions. These platforms enable the creation of applications such as real-time fraud detection, medical image analysis, personalized recommendations, and customized learning experiences.
Examples and Use Cases of Open Source AI
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International Journal of Business and Management Invention (IJBMI)
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org Volume 3 Issue 1ǁ January. 2014ǁ PP.01-13
Effects Of Organizational Culture On Organizational
Performance In The Hospitality Industry
1,
1,
Hellen.A.Chilla , 2,Dr. Yusuf Kibet , 3, Dr. Musiega Douglas
School of Human Resource and Development, Jomo Kenyatta University of Agriculture and Technology,
Kakamega campus, Kenya
ABSTRACT : The Problem Of This Research Was To Determine If The Organizational Culture Has An Effect
On Organizational Performance In The Hospitality Industry With An Aim Of Establishing If It Can Be Further
Exploited And Invested In By Players In The Hospitality Industry To Achieve Sustainable Competitive
Advantage. This Research Involved Analysis Of Effects Of Six Elements Of Organizational Culture I.E. Control
Systems, Organizational Structure, Power Structures, Rituals And Routines, Symbols, Stories And Myths On The
Organization’s Performance. The Target Population Is The Hospitality Sector In Kakamega County. This Study
Has Verified That Certain Elements Of Organization Culture Are Positively And Significantly Correlated To
Organizational Performance. It Also Proves That There Is Strong Significant Correlation And Predictability Of
Control Systems, Organization Structure And Rituals And Routines On Organizational Performance. There Is
Also Weakinsignificant Correlation And Predictability On Organization Performance. The Study Also Covers A
Detailed Analysis On The Effect Of Moderating Variables, Technological Innovation And Profile/Strategic
Direction On The Organization’s Performance. There Was A Decline In Strength Of Correlation And
Predictability Between The Dependent Variable And The Moderated Independent Variables.
KEY WORDS : Organizational Culture, Organizational Performance, Hospitality
I.
INTRODUCTION
In Kenya Tourism is the second largest contributor to the economy after agriculture. According to
Muriithi Ndegwa, managing director ofKenya Tourism Board (June 2013)tourism revenues are expected to rise
from Shs.69 billion in 2012by 4% to Sh100 billion. The Hotel industry has flourished because Kenya is one of
the foremost tourist destinations in Africa. Tourism arrivals are expected to rise 10% to 1.4 million visitors up
from 1.2 million in 2013. There is heightened competition in the hospitality industry in Kenya as globalization
has exposed customers to highly differentiated products and services.Organizational culture is the collective
behavior of humans who are part of an organization and the meanings that the people attach to their actions.
Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and
habits. It affects the way people and groups interact with each other, customers and stakeholders. Ravasi and
Schultz (2006) state that organizational culture is a set of shared mental assumptions that guide interpretation
and action in organizations by defining appropriate behavior for various situations.Corporates of the world agree
that culture and performance are interwoven but the relationship is so complicated and not so obvious for
executives to act upon. Many research projects are trying to find out the secret behind some company‟s superior
performance over a period of time when compared to not so successful companies operating in the same
industry. Softer aspects of business such as values, beliefs and management philosophies are seen to be the
underlying difference between the two.The target population is the hospitality sector in Kakamega County.
Sample is taken from two hotels Golf Hotel Kakamega and Friends Hotel. This research will prove very useful
for players in the Hotel industry who are looking to improve performance so as to remain relevant and command
targeted market share.
II.
STATEMENT OF THE PROBLEM
The Hospitality industry like other industries in Kenya is characterized with stiff competition and
dynamic business strategies in the face of globalization which has exposed customers to highly differentiated
products and services.Barney (1986) and others argues that organizational culture must be „valuable, rare, inimitable and not substituitable‟ so as to serve a source of sustained competitive advantage. Pfeffer (1994) notes
that many of the earlier identified sources of competitive advantage such as economies of scale, technological
innovation, financial resources etc. have diminished in significance as a result of de-regulations, shorter product
life cycles and need of flexibility in production as a result of more fragmented markets. Analysis and description
of culture remains difficult as most management texts provide only superficial descriptions of culture.
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The problem of this research is to determine if the organizational culture has an effect on organizational
performance in the Hospitality industry with an aim of establishing if it can be further exploited and invested in
by players in the Hospitality industry to achieve sustainable competitive advantage.
III.
RESEARCH OBJECTIVES
General objective
To establish if there is a significant effect of organizational culture on organizational performance.
Specific objectives
To assess how the prevailing organizational culture in an organization contributes to the employees loyalty
and commitment to achieve the organization‟s goals.
To analyze the role of organizational culture in an organization‟s performance improvement strategies.
IV.
RESEARCH QUESTIONS
Is the relationship between organizational culture and performance of the organization positive or negative?
Weak or strong?
What is the effect of organizational culture on employee delivery in relation to the organizations desired
results?
Can an organization improve performance without influence of organizational culture?
V.
LITERATURE REVIEW
5.1 Organizational culture
Culture represents the personality of an organization, having a major influence on both employee
satisfaction and organizational success. It expresses shared assumptions, values and beliefs and is the social glue
that holds an organization together (Trevino & Nelson 1999).Tichy (1982) also defined organizational culture as
the “normative glue” that holds an organization together.Forehand and von Gilmer (1964) suggest that culture is
the set of characteristics that describe an organization and distinguish it from others. Schein (2011) defines
organizational cultures as shared philosophies, ideologies, beliefs, assumptions, expectations, attitudes, norms
and values.Central to the culture definition is the idea that culture must be learned and shared (Titiev,
1959).According to Hofstede (1984) culture is “the collective programming of the mind which distinguishes the
members of one human group from another”.
He identified the main dimensions of culture that affect work practices in different countries as power
distance, uncertainty avoidance, individualism vs. collectivism, masculinity vs. feminist and long vs. short-term
orientation.Organizational culture is defined as “The way things get done around here” Deal and Kennedy
(1982). They created a model of culture that is based on four different types of organizations which focus on
how quickly the organization receives feedback, the way members are rewarded, and the level of risks taken.
These are Work-hard, play-hard culture, Tough-guy macho culture, Process culture and Bet-the-company
culture.
5.2Organizational Performance
According to Richard et al. (2009) organizational performance encompasses three specific areas of firm
outcomes: Financial performance (profits, return on assets, return on investment, etc.) Product market
performance (sales, market share, etc.) and Shareholder return (total shareholder return, economic value added,
etc.).Adkins and Caldwell (2004) found that job satisfaction was positively associated with the degree to which
employees fit into both the overall culture and subculture in which they worked.
A perceived mismatch of the organization‟s culture and what employees felt the culture should be, is
related to a number of negative consequences e.g. lower job satisfaction, general stress and turnover
intent.Culture supports employee‟s values, which are considered to be rational assets, whose logical
participation result to individual and subsequently organization learning, new knowledge formation and
readiness to share with others( Dasanayaka and Mahakala 2008)Brooks (2006) stated that complete knowledge
and awareness of organizational culture helps to improve the ability to examine the behavior of the organization
which assists in management and leadership.According to Stewart (2010), norms are invisible but have a strong
effect on those attached with the organization and if the organization wants to improve employee performance
and profitability they should start at norms. Adoption of the organizational culture by employees helps them to
become effecient and effective at the same time which in turn leads to enhancement of net profit of the
organization (Gallagher, Brown and Brown,2008)
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However, not all scholars agree that organizational culture plays a pivotal role in the organization‟s
performance. Johnson and Scholes (1999) have pointed out, that significant value of society change which
greatly influences culture, is becoming more and more complex and thereforedecisions or strategies, which were
acceptable and successful in the past, may not be used today.
5.3 Conceptual framework
Johnson and Scholes (1988) described a cultural web, identifying a number of elements that can be used to
describe or influence organizational culture. The Cultural Web identifies six interrelated elements that help to
make up what Johnson and Scholes call the "paradigm" – the pattern or model of the work environment.
Control Systems: The processes in place to monitor what is going on.
Organizational Structures: Reporting lines, hierarchies, and the way that work flows through the
business.
Power Structures: Who makes the decisions, how widely spread is power, and on what is power based?
Symbols: These include organizational logos and designs, but also extend to symbols of power such as
parking spaces and executive washrooms.
Rituals and Routines: Management meetings, board reports etc.
Stories and Myths: about people and events, and convey a message about what is valued within the
organization.
This research is based on the conceptual framework of the Cultural Web (Johnson and Scholes 1988). This
framework consisted of six independent variables and one dependent variable.
Dependent variable
Y = Organizational performance
Independent variables
X1= Control systems
X2 = Organizational structures
X3 = Power structures
X4 = Rituals and routines
X5 = Symbols
X6 = Stories and myths
The multiple regression equation estimated from sample data will most likely take the following form.
Yi = a +b1X1i+b2X2i+……………..+b8X8i,
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5.4 Conceptual framework diagram
Dependent Variable
Independent Variable
Organization Performance
Profitability
Customer Satisfaction
Employee Loyalty
Organization Culture
Control Systems
Organization structures
Power structures
Symbols
Rituals and routines
Stories and myths
Moderating Variable
Organization Culture
Vision and mission
Elaborate core business
Distinguished strengths
Computers
Modern equipment and machines
Inclusive work procedures
VI.
RESEARCH METHODOLOGY
This research has adopted the descriptive design. The target population is two hotels, Golf Hotel
Kakamega and Friends Hotel in Kakamega County. Stratified random sampling technique is used as the staff
population in the hotels‟ is not homogenous. Employees are divided into three strata: management staff,
supervisors and junior staff then staff are selected from each stratum based on simple random sampling. Primary
data was used for this research.Structured qquestionnaireswith definite, concrete and predetermined questions
were administered to the respondents sampled. Data collected from the questionnaire was processed and
analyzed using SPSS analysis tool. For the descriptive analysis included gender, age, education level,
experience, department and employment category, SPSS crosstab was generated and percentages generated.
Inferential statistics on the other hand included factor analysis of moderating variables, correlation and
regression analysis of the independent and dependent variables.
Organizational Culture measures
Variable
Control systems
Symbol
CS
Organizational structures
Power structures
Symbols
Rituals and routines
Stories and myths
OS
PS
S
RR
SM
Variable
Symbol
(PELC)
P
EL
C
Profitability
Employee loyalty
Customer satisfaction
Measure (on employee‟s)
Understanding of the hotel‟s culture, methods used for evaluation and appraisal, existing
reports, rewards and punishments.
Lines of authority, hierarchy, collaboration
Relationship with boss, other subordinate staff, power use and abuse
Status symbols, specific jargon, dresscode, rolemodels, logo
Staff meetings, training program, documented standard working procedures
Existingstories told to people who join the company, heroes and villains, nature of
reputation communicated by your customers and other stakeholders positive or negative
Organizational performance measures
Measure (of hotel)
Sales targets met indepartments, operations within budget
Employees motivated, long employment period for most employees
Large percentage of repeat customers, guest complaints are handled promptly
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Moderating variables
Variable
Strategic direction/ Profile of
hotel
Technology
Symbol
PRO
Measure
Distinct strengths, elaborate core business, clear mission and vision
TECH
Computer literacy, modern equipment and machines
VII.
RESULTS
7.1 Descriptive Analysis
Descriptive statistics for the data collected was carried out to find out demographic characteristics of
respondents from the two hotels within the area of study. These include the gender of the respondent, age,
education level, experience, the department and lastly employment category. Using SPSS, crosstabs were
generated and used to generate frequencies and percentages for each characteristic under study.
7.2 Factor Analysis of moderating variables
Factor analysis was carried out to find the interconnectedness and overlapping of moderating variables as well
as decreasing the number of variables in the test to minimum possible.
7.2 .1 Factors Loading
Out of six initial moderating variables, two factors or components were extracted. These were variable whose
Eigen values were more than 1.0 as shown in the scatter plot below
7.2 .2 Total Variance Explained and test Significance
From table 1 it shows all factors extracted from the analysis and their respective Eigen values. These
two factors extracted account for more than 50% of cumulative variance. From table 1, the first component had
a percentage variance of 28.704% while the second component had a percentage variance of 23.432% the
cumulative variance was 52.136%. The remaining four factors were not retained as their Eigen values were less
than 1.0.
Table 1: Total Variance Explained
Component
1
2
3
4
5
6
Total
1.722
1.406
.879
.788
.684
.520
Initial Eigenvalues
% of Variance
Cumulative %
28.704
28.704
23.432
52.136
14.656
66.792
13.135
79.927
11.400
91.327
8.673
100.000
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Extraction Sums of Squared Loadings
Total
% of Variance
Cumulative %
1.722
28.704
28.704
1.406
23.432
52.136
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7.2.3 Rotated Component Matrix Explained
Table 2;Rotated Component Matrix
Component
1
EMPLOYEE INVOLVED IN SETTING UP PROCUDURES
COMPUTER LITERACY FOR EMPLOYEES
MODERNIZED EQUIPMENT AND MACHINES
DISTINGUISHED STRENGTH THAT MAKES HOTEL
STAND APART
WELL ELOBORATED AND UNDERSTANDABLE CORE
BUSINESS
WELL DEFINED VISION AND MISSION
Extraction Method: Principal Component Analysis.
Rotation Method: Varimax with Kaiser Normalization.
a. Rotation converged in 3 iterations.
2
.760
.646
.776
-.278
-.060
.244
-.115
.711
.206
.585
.024
.697
Table 2 shows the loading of variables and the two components/factors. The higher the value of the loading, the
more the factor contributes to the variable. Each number shows the correlation between the variable and the
rotated factors.
The idea of rotation is to reduce the number factors on which the variables under investigation have high loadings. Rotation
does not actually change anything but makes the interpretation of the analysis easier. From table 2 Employee involved in
setting up procedure had a loading value of 76.0%, Computer literacy for employees had a loading value 64.4%, and
modernized equipment and machines had a loading factor of 77.6% are substantially loaded on Factor (Component) 1 which
is all about technology been employed by the hotel during its operations, while distinguished strength that makes hotel
stand apart had a factor loading of 71.1%, well elaborated and understandable core business had a factor loading of 58.5%,
and well defined vision and mission had a factor loading of 64.9% are substantially loaded on factor (component) 2 which
are related to hotel’sstrategic direction. These two factors extracted from the analysis can be used during correlation and
regression analysis later in the chapter.
7.3 Correlation Analysis
The objective of the study was to find out the effects of organizational culture on organizational performance in the
hospitality industry. The variables of measure under organization culture were control systems, organizational culture, power
structures, ritual and routines, stories & myths and symbols while the dependent variable was organization performance.
Two moderating variables were extracted from factor analysis which will be used for moderation. The study used SPSS to
find out two tailed Pearson (r) correlation coefficient to determine the strength and direction of correlation between
independent variables (Organization culture) and dependent variable (organization performance). The result of analysis is as
shown in Table 3
TABLE 3: PEARSON CORRELATION
OC_CS
OC_CS_R
OC_OSR
OC_PSR_R
OC_RR_R
OC_S_R
OC_SM_R
OP_PELC_R
OC_OS
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
.619**
.000
50
.297*
.036
50
.506**
.000
50
.602**
.000
50
.545**
.000
50
.814**
.000
50
.062
50
.573**
.000
50
.590**
.000
50
.539**
.000
50
.784**
.000
50
OC_RR
OC_S
OC_SM
OP_PELC
.266
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
OC_PSR
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.288*
.043
50
.349*
.013
50
.276
.053
50
.365**
.009
50
.504**
.000
50
.546**
.000
50
.679**
.000
50
.429**
.002
50
.791**
.000
50
.593**
.000
50
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OC_CS
OC_CS_R
OC_OSR
OC_PSR_R
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
OC_OS
.619**
.000
50
.297*
Sig. (2-tailed)
N
OC_RR_R
Pearson Correlation
Sig. (2-tailed)
N
OC_S_R
Pearson Correlation
Sig. (2-tailed)
N
OC_SM_R
Pearson Correlation
Sig. (2-tailed)
N
OP_PELC_R
Pearson Correlation
Sig. (2-tailed)
N
**. Correlation is significant at the 0.01 level (2-tailed).
*. Correlation is significant at the 0.05 level (2-tailed).
.062
50
.573**
.000
50
.590**
.000
50
.539**
.000
50
.784**
.000
50
OC_RR
OC_S
OC_SM
OP_PELC
.266
.036
50
.506**
.000
50
.602**
.000
50
.545**
.000
50
.814**
.000
50
OC_PSR
.288*
.043
50
.349*
.013
50
.276
.053
50
.365**
.009
50
.504**
.000
50
.546**
.000
50
.679**
.000
50
.429**
.002
50
.791**
.000
50
.593**
.000
50
From table 3, it can be deduced that there exist a significant very strong positive correlation between
organization performance and organizationculture; control systems (OC_CS) (r=.814**, p<0.01), organizational
structure (OC_OS) (r=.784**, p<0.01) and symbols (OC_S) (r=.791**, p<0.01). This shows that hospitality
organization with good control system like proper staff appraisal and proper financial controls like stock taking,
elaborated organizational structure that encourages collaborations and symbols like good role models, specific
jargons will result to increase in organization performance.
There also exists significant positive correlation, though not as strong as in the above three, between
organization performance and organization culture; rituals and routines (OC_RR) (r=.679**, p<0.01) and stories
& myths (OC_SM) (r=.593**, p<0.01).This shows that hospitality organization with proper rituals and routines
like regular staff meetings, standard working procedures and good stories and myths that communicate positive
reputation of the firm will result to substantial increase in organization performance.
However there exists a significant weak positive correlation between organization performance and organization
culture, powerstructures (OC_PS) (r=.365**, p<0.01). This shows that hospitality organization with proper
power structures where power is directed at improvement of the hotel and good relationship amongst employees
will result to slight increase in organization performance. However some employees will assume complacency
and anarchy during working hours thereby jeopardizing performance hence the weak correlation.
7.4 Regression Analysis
The regression analysis was done to test the relationship between dependent variable, organization
performance and several independent variables under study. Multiple regressionswere employed since several
organization culture variables affect organization performance.
7.4.1 How well model Fits
Table 4 How well model Fits (Model Summary)
Adjusted R
Std. Error of
F
Sig f
Model
R
R Square
Square
the Estimate
1
.940a
.883
.867
.22402 54.209
0.000
a. Predictors: (Constant), CS,OS,PS,S,SM,RR
Durbin Watson
2.069
From table 4, R value represents the correlation strength between dependent variable and independent
variables.The value 0.940 as indicated in the table 4 shows very strong correlation between variables tested.
The R Square shows how much of dependent variable can be accounted for by the independent variables. For
our study 88.3% of variance in the dependent variable can be accountedfor by the change ofindependent
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8. Effects Of Organizational Culture On Organizational…
variables that leaves paltry 11.7% unaccounted for. The adjusted R Square 86.7% also indicates that the
regression model used is suitable to explain the relationship between dependent variable and independent
variables. The standard error is minimal with a value of 0.22402 meaning the model used in the study will have
minimal effects of errors associated with it.
The Durbin Watson test was used to detect the presence of autocorrelation between the variables tested and if
the value is less than 3 there is no presence of autocorrelation in the regression model otherwise there is
autocorrelation. As from table 4, Durbin Watson value is 2.069 which show there was no autocorrelation.
7.4.2 Statistical Significance of the test
Table 5 Statistical Significance (ANOVA TABLE)
Sum of
Model
Squares
df
Mean Square
F
1
Regression
16.322
6
2.720
54.209
Residual
2.158
43
.050
Total
18.480
49
a. Predictors: (Constant), OC_SM, OC_PS, OC_S, OC_RR, OC_CS, OC_OS
b. Dependent Variable: OP_PELC
Sig.
.000a
The Table 5 above shows whether the test carried out was statistically significant for the
regression model used in the study using ANOVA –analysis of variance and degree of
variability. Since the Sig<0.0005, the model is good fit of the data tested i.e. the independent
variables Control systems (OC_CS), organizational Structure (OC_OS), Power Structures
(OC_PS), Rituals and Routines (OC_RR), Symbols (OC_S) and Stories and Myths (OC_SM)
statistically significant predict the dependent variable organization performance Profitability, Employee loyalty and Customer satisfaction (OP_PELC) and there is significant
linear relationship between independent variables and dependent variable F(6,43)=54.209,
P<0.0005).
7.4.3: Regression Coefficients
Table 6: Regression Coefficients Table
Unstandardized
Standardized
Coefficients
Coefficients
Model
B
Std. Error
Beta
1
(Constant)
.944
.225
OC_CS
.364
.077
.354
OC_OS
.220
.064
.260
OC_PS
.019
.044
.024
OC_RR
.155
.064
.169
OC_S
.269
.060
.321
OC_SM
.022
.062
.024
a. Dependent Variable: OP_PELC
t
4.202
4.727
3.425
.426
2.430
4.460
.349
Sig.
.000
.000
.001
.672
.002
.000
.729
Collinearity Statistics
Tolerance
VIF
.484
.472
.851
.559
.526
.579
2.065
2.118
1.176
1.789
1.903
1.728
Table 6 shows the regression coefficient of the independent variables, constant values and standard error. B0
represents the coefficient value of 0.944 with a standard error of 0.225 and value is significant since Sig<0.01.
Organization culture involving control systems B1, Organizational Structures OS B2, rituals and routines RR
B4, and symbols S B5 are better predicator of organization performance since P<0.01 than stories and myths
SM B3 with p values of 0.729 and power Structures PS B6 with P values of 0.672 as they are insignificant i.e.
P>0.01. The value of VIF i.e. Variance Inflation Factor which test Multicolinearity of variable is less than 10 for
all independent variables under study meaning none of the independent variables are highly correlated.
7.4.4 Estimated Model Coefficients (Coefficient Tables)
The unstandardized coefficient (B) indicates how much the dependent variable varies with the
independent variable when all other independent variables are held constant. From table 6, the constant, B0 has
a value of 0.944 meaning when all other independent variables are held at zero the rate of performance will be
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9. Effects Of Organizational Culture On Organizational…
0.944.The independent variables coefficients B1,B2, B4 and B5 representing control systems, organizational
structure, rituals and routines and symbols respectively gave statistically significant results with P values less
than 0.01. Any one unit increase in any of the variables results to an increase in performance equivalent to the
B coefficient value.The independent variables coefficients B3 and B6 representing power structures and stories
and myths respectively gave statistically insignificant results with P values greater than 0.01. Any one unit
increase in any of the variables results to an increase in performance equivalent to the B coefficient value.
The general form of the model to predict Organization Performance OP from CS, PS, S, SM, OS and RR is
predicted OP=0.944+ (0.364) OC + (0.220) OS + (0.019) PS + (0.155) RR + (0.269) S + (0.22) SM as obtained
from coefficients table (Table 6)
7.5Correlation Analysis with Technology as a Moderating Variable
Table 7: Pearson Correlation with technology as a moderating variable
CSTECH Pearson Correlation
Sig. (2-tailed)
N
OSTECH Pearson Correlation
Sig. (2-tailed)
N
PSTECH Pearson Correlation
Sig. (2-tailed)
N
RRTECH Pearson Correlation
Sig. (2-tailed)
N
STECH
Pearson Correlation
Sig. (2-tailed)
N
SMTEC Pearson Correlation
H
Sig. (2-tailed)
N
OP_PEL Pearson Correlation
C_R
Sig. (2-tailed)
N
.871**
.000
50
.719**
.000
50
.845**
.000
50
.844**
.000
50
.827**
.000
50
.557**
.000
50
.685**
.000
50
.845**
.000
50
.810**
.000
50
.819**
.000
50
.539**
.000
50
.735**
.000
50
.726**
.000
50
.724**
.000
50
.265
.063
50
.784**
.000
50
.793**
.000
50
.464**
.001
50
.726**
.000
50
.572**
.000
50
.377**
.007
50
**. Correlation is significant at the 0.01 level (2-tailed).
From table 7, it can be deduced that there exist a significant strong positive correlation between organization
performance and moderated organization culture; control systems (CSTECH) (r=.557**, p<0.01),organizational
structure (OSTECH) (r=.539**, p<0.01) and symbols (STECH) (r=.572**, p<0.01).This shows that hospitality
industry which improves on one or all of the above elements of organizational culture and in addition innovation
in technology will realize an increase in organization performance but the values represents a reduction in
correlation for all the moderated variables from 0.814, 0.784 and 0.791.
There also exist a significantpositive correlation, but not as strong as in the above three, between organization
performance and moderated organization culture; rituals and routines (RRTECH) (r=.464**, p<0.01)but like in
the above case the value represents a reduction from 0.679 for unmoderated variable.
There exist insignificant weak positive correlation between organization performance and organization culture;
powerstructures (PSTECH) (r=.265**, p>0.01)and culture stories & myths (SMTECH) (r=.377**, p<0.01).
Thevalues also represent a reduction from 0.365 and 0.593 forunmoderated variables.
7.6 Regression Analysis using Technological advancement as moderating variables
The regression analysis for moderated independent variables (using technological advancement) was done to
find out the effect of technological advancement on independent variables and how it affects organization
performance.
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Table 8: Regression Coefficients
Unstandardized Coefficients
Model
B
Std. Error
1
(Constant)
3.389
.296
CSTECH
.280
.210
OSTECH
.184
.188
PSTECH
-.243
.126
RRTECH
.004
.171
STECH
.318
.162
SMTECH
-.167
.160
Dependent Variable OP_PELC
Standardized
Coefficients
Beta
t
11.442
1.337
.983
-1.934
.022
1.970
-1.048
.391
.267
-.363
.006
.460
-.241
Collinearity Statistics
Tolerance
VIF
Sig.
.000
.008
.001
.060
.052
.005
.301
.152
.176
.369
.211
.239
.246
6.585
5.681
2.713
4.744
4.192
4.073
Table 8 shows the regression coefficient of the independent variables, constant values and standard error after
moderating independent variables using Technological advancements. B0 represents the coefficient value of
3.389 which represent an increase from 0.944 of unmoderated variables with a standard error of 0.296 and
value is significant since Sig<0.01. Organization culture involving control systems B1, Organizational
Structures OS B2, and symbols S B5 are better predicator of organization performance since P<0.01 than stories
and myths SM B3 with p values of 0.729, Ritual & routines with p value of 0.05, and power Structures PS B6
with P values of 0.672 as they are insignificant i.e. P>0.01. The value of VIF is less than 10 for all independent
variables under study meaning none of the independent variables are highly correlated as shown in the table 8.
Estimated Model Coefficients (Coefficient Tables)
From table 8, the constant, B0 has a value of 0.944 meaning when all other independent variables are held at
zero the rate of performance will be 0.944.
The independent variables coefficients B1, B2, B4 and B5 representing control systems, organizational
structure, rituals and routines and symbols respectively gave statistically significant results with P values less
than 0.01. Any one unit increase in any of the variables results to an increase in performance equivalent to the
B coefficient. However the B coefficient values registered a decline when compared to results of unmoderated
variables.
The independent variables coefficients B3 and B6 representing power structures and stories and myths
respectively gave statistically insignificant results with P values greater than 0.01. Any one unit increase in any
of the variables results to an increase in performance equivalent to the B coefficient. However the B coefficient
values registered a decline when compared to results of unmoderated variables.
The general form of the model to predict Organization Performance OP from using technological advancement
moderated variables CS, PS, S, SM, OS and RR is predicted OP=3.389+ (0.280) OCTECH + (0.184)
OSTECH-(0.243) PSTECH + (0.004) RRTECH + (0.318) STECH- (0.167) SMTECH as obtained from
coefficients table (Table 8)
7.8 Correlation Analysis with Hotel’s Strategic direction/Profile of the hotel Moderating Variable
Table 9: Pearson Correlation with firm‟s as a moderating variable
CSPRO
CSPRO
OSPRO
PSPRO
RRPRO
SPRO
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
OSPRO
PSPRO
RRPRO
SPRO
SMPRO
PELC
1
50
.837**
.000
50
.739**
.000
50
.800**
.000
50
.855**
.000
50
1
50
.681**
.000
50
.811**
.000
50
.839**
.000
50
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1
50
.714**
.000
50
.732**
.000
50
1
50
.808**
.000
50
1
50
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11. Effects Of Organizational Culture On Organizational…
SMPRO
OP_PELC
Pearson Correlation
Sig. (2-tailed)
N
Pearson Correlation
Sig. (2-tailed)
N
.833**
.000
50
.696**
.000
50
.818**
.000
50
.722**
.000
50
.730**
.000
50
.486**
.000
50
.805**
.000
50
.654**
.000
50
.795**
.000
50
.718**
.000
50
1
50
.610**
.000
50
1
50
From table 9, it can be deduced that there exist a significant positive correlation between organization
performance and moderated organization culture; control systems (CSPRO) (r=.696**, p<0.01,),Organizational
structure (OSPRO) (r=.772**, p<0.01) and symbols (SPRO) (r=.718**, p<0.01).This shows that hospitality
industry which improves on one or all of the above elements of organizational culture and is also focused on
improving the hotel profile will realize an increase in organization performance. The values represents a
reduction from 0.814 for unmoderated control systems and an increase from 0.557 of technological
advancements moderated variable, a reduction from 0.784 for unmoderated organization structure and an
increase from 0.539 of technological advancements moderated variable and a reduction from 0.791 for
unmoderated control systems and an increase from 0.572 of technological advancements moderated variable.
From table 9, it can also be deduced that there exist a significant positive correlation between organization
performance and organization culture Rituals and Routines (RRPRO) (r=.654**, p<0.01). This shows that
hospitality industry with proper rituals and routines like good image of firm, standard working procedures and
technological advancement will result to increase in organization performance but the values represents a
reduction from 0.679 for unmoderated ritual and routines and an increase from 0.464 of technological
advancements moderated variable.There exists a significant positive correlation between organization
performance and organization culture; powerstructures (PSPRO) (r=.486**, p<0.01 and stories &myths
(SMPRO) (r=.610**, p<0.01). However the values represent an increase from 0.365 for unmoderated power
Structures and an increase from 0.265 of technological advancements moderated variableandincrease from
0.593 for unmoderated stories and Myths and an increase from 0.0.377 of technological advancements
moderated variable.
7.9 Regression Analysis using Hotel’s Strategic direction/Profile of the hotel as moderating variable
Table 10: Regression Coefficients of moderated independent variables
Model
1
(Constant)
CSPRO
OSPRO
PSPRO
RRPRO
SPRO
SMPRO
Unstandardized Coefficients
B
Std. Error
3.124
.220
.042
.039
.056
.034
-.031
.026
.021
.034
.053
.034
-.019
.033
Standardized
Coefficients
Beta
.246
.352
-.191
.124
.343
-.116
t
14.196
1.080
1.638
-1.206
.632
1.553
-.565
Collinearity Statistics
Tolerance
VIF
Sig.
.000
.002
.009
.234
.001
.008
.575
.184
.206
.382
.247
.196
.225
Dependent Variable OP_PELC
Table 10 shows the regression coefficient of the independent variables, constant values and standard error after
moderating independent variables using firm‟s profile. B0 represents the coefficient value of 3.124 which
represent an increase from 0.944 of unmoderated variables but a decrease from 3.124 for technological
advancement moderated variables with a standard error of 0.220 and value is significant since Sig<0.01.
Organization culture involving control systems B1, Organizational Structures OS B2, rituals & routines B4 and
symbols S B5 are better predicator of organization performance since P<0.01 than stories and myths SM B3
with p values of 0.234, and power Structures PS B6 with P values of 0.575 as they are insignificant i.e. P>0.01.
The value of VIF is less than 10 for all independent variables under study meaning none of the independent
variables are highly correlated as shown in the table 10.
Estimated Model Coefficients (Coefficient Tables)
From table 10, the constant, B0 has a value of 3.124 meaning when all other independent variables are held at
zero the rate of performance will be 3.124
The independent variables coefficients B1, B2, B4 and B5 representing control systems, organizational
structure, rituals and routines and symbols respectively gave statistically significant results with P values less
than 0.01. Any one unit increase in any of the variables results to an increase in performance equivalent to the
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5.448
4.852
2.618
4.051
5.104
4.442
12. Effects Of Organizational Culture On Organizational…
B coefficient. However the B coefficient values registered a decline when compared to results of unmoderated
variables and an incline when compared to technological advancement moderated variable.
The independent variables coefficients B3 and B6 representing power structures and stories and myths
respectively gave statistically insignificant results with P values greater than 0.01. Any one unit increase in any
of the variables results to an increase in performance equivalent to the B coefficient. However the B coefficient
values registered a decline when compared to results of unmoderated variables and an incline when compared
to technological advancement moderated variable.
The general form of the model to predict Organization Performance OP from using firm‟s profile moderated
variables CS, PS, S, SM, OS and RR is predicted OP=3.124+ (0.442) OCPRO + (0.656) OSPRO - (0.031)
PSPRO + (0.567) RRPRO + (0.810) SPRO - (0.019) SMPRO as obtained from coefficients table (Table 10)
VIII.CONCLUSION
The working force in the hospitality industry is mainly drawn from the middle age i.e. between ages
25 to 50 years with years of experience ranging between 3 to above 25 years. Both genders are well
represented. Contrary to belief that employees in the hotel industry lack formal education there is concrete
evidence of secondary and degree level qualifications.Control systems, organization structures and symbols
were found to be positively and strongly related to organization performance. Rituals and routines, stories and
myths emerged significant but not as strong as the preceding three. This can be explained by the fact that the
working environment may at times call for ingenuity instead of routine as it involves service to people from
diverse backgrounds while stories and myths might not be taken very seriously. This is consistent with the
findings of Adkins and Caldwell (2004) who found that job satisfaction was positively associated with the
degree to which employees fit into the culture they worked as one of the elements being measured under
dependent variable organizational performance was employee loyalty.Power structures were found to have a
weak relationship. This can be attributed to forces of rebellion and anarchy likely to arise from subordinates
towards superiors especially where power is negatively perceived or is expected to be abused.
Using regression analysis the research model was confirmed to fit the study as R 2 was 88.3% which is
the percentage by which organization‟s performance can be explained by control systems, stories and myths,
organizational structures, power structures, symbols, rituals and routines.There is also significant linear
relationship between independent and dependent variables meaning if effort is put into enhancing control
systems, organization structures or any of the other variables there will also be an improvement in the
organization‟s performance. This is consistent with the findings ofStewart (2010) who stated that if the
organization wants to improve employee performance and profitability they should start at norms.However
control systems, organization structures, rituals and routines and symbols are more predictive of organizational
performance than stories and myths and power structures.VIF testing multicollinearity of variables was less
than 0 for all variables meaning none of the independent variables are highly correlated. Therefore an
improvement in for example control systems does not necessarily result to an improvement in power structures
as the two variables are not highly correlated. Hence if an organization is striving to improve performance it
must enhance each of the six elements separately.To help the organization be able to prioritize on which
elements they should work on enhancing first in order to enhance performance at a faster rate, regression
analysis test was carried out of estimated model coefficients B, which indicates how much the dependent
variable, varies with the independent variable when all other variables are held constant. The leader in
significance was control systems with 0.364, followed by symbols at 0.269, organization structures 0.220 and
finally rituals and routines at 0.155. Power structures and stories and myths proved insignificant at 0.19 and
0.22 respectively with sigma P greater than 0.01.Factor analysis was used on the moderating variables and two
factors that account for more than 50% of the variance were extracted. This is to allow for testing to the
minimum possible. These were technology advancement and profile / strategic direction of the organization.
Correlation and regression analysis was carried out incorporating each of the moderating variables.Correlation
analysis with technology as a moderating variable resulted to a decline in strength of correlation between the
dependent and the moderatedindependent variables. This explains that a significant effect on organizational
performance can be attributed by technological innovation. Correlation analysis with profile/strategic direction
of the organization as a moderating variable also resulted to adecline in strength and significance of correlation
between the dependent and the moderated independent variables but an increase in the same compared to
moderation with technology. This shows that a significant effect on organizational performance can be
attributed to profile/ strategic direction of the organization but by a less percentage than technology.Regression
analysis with moderating variables, technological advancement and profile of the organization led to a decline
in the estimated model coefficients B, and hence a decline in the predictability of the moderated independent
variables to the dependable variable. This means that both moderating variables have some predictability on the
dependent variable, organizational performance.Not all scholars agree that organizational culture plays a
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13. Effects Of Organizational Culture On Organizational…
pivotal role in the organization‟s performance. Johnson and Scholes (1999) have pointed out society change to
have which great influences on culture. This research has confirmed that technology innovation and strategic
direction do have a significant effect on organization‟s performance.
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