1) The document discusses a study examining the effect of organizational culture, leadership, and personal values on improving ihsan behavior at Masyithoh Hospital in Bangil, Indonesia.
2) The study found that organizational culture positively but not significantly affects ihsan behavior. Leadership was found to affect organizational culture but not ihsan behavior. Personal values were found to affect organizational culture.
3) The study aims to provide an integrated examination of how these factors affect ihsan behavior, which previous studies have not fully addressed. It combines Western and Islamic indicators to analyze their impact on ihsan behavior.
This document discusses the history and evolution of organizational culture studies. It begins by defining organizational culture as the values, beliefs, and behaviors shared among members of an organization. It then outlines key studies of organizational culture from 1949 to present day, including studies that developed early measurement tools and categorized aspects of organizational culture. The document also discusses some Latin American studies on organizational culture from the early 2000s.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
3 c organizational behavior, development, culture paper finalasfawm
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
The document discusses the evolution of organizational behavior from three perspectives: the Industrial Revolution, the human relations movement, and modern organizational behavior. It traces how OB emerged from the Industrial Revolution's focus on efficiency and scientific management, to the human relations movement's emphasis on employee needs and cooperation, to today's multi-disciplinary and performance-oriented field. Key developments discussed include the Hawthorne studies, contingency theory, and the role of culture in organizations.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
This document provides an introduction to the course on Organizational Behaviour (OB) at Chandigarh Group of Colleges. It outlines the course objectives, which are to explain the basics of OB and examine individual and group behavior in organizations. The document also lists the course outcomes and units that will be covered, including individual behavior, group dynamics, leadership, conflict management and organizational culture. It concludes by providing references for further suggested readings on OB.
Organizational behaviour is the systematic study of how people behave as individuals and in groups within organizations. It draws from various fields like psychology, sociology, social psychology, anthropology, and political science to understand, predict, and manage human behavior in organizations. Managers are individuals who achieve organizational goals through others by making decisions, allocating resources, and directing activities. Organizations are coordinated units of two or more people working continuously towards common goals. Behavior refers to how people act as individuals or groups in a given environment or situation.
This document discusses the history and evolution of organizational culture studies. It begins by defining organizational culture as the values, beliefs, and behaviors shared among members of an organization. It then outlines key studies of organizational culture from 1949 to present day, including studies that developed early measurement tools and categorized aspects of organizational culture. The document also discusses some Latin American studies on organizational culture from the early 2000s.
This document discusses the application of Maslow's hierarchy of needs theory to organizational culture, human resource management, and employee performance. It proposes that a well-articulated organizational culture that addresses employee needs at all levels of the hierarchy will result in positive human resource practices and high employee performance, while a poorly articulated culture that does not meet needs will lead to poor HR and low performance. The theory is relevant as it suggests how managers can motivate employees to become self-actualized by meeting their varying levels of needs. Addressing physiological and safety needs through culture and HR practices can improve performance, while helping employees attain esteem and self-actualization through development opportunities can also increase motivation and output.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
3 c organizational behavior, development, culture paper finalasfawm
This document discusses organizational behavior, culture, and creating a culture shift within an organization. It begins by defining key terms like organizational behavior, culture, and development. It explores how cultures are formed and exist at various levels, from macro to micro. The document discusses how leadership plays a key role in both defining and shifting organizational culture. It analyzes theories of organizational culture and models for creating culture change, such as Lewin's three-step model of unfreezing, moving to a new level, and refreezing. The author seeks to understand the culture of their own organization, a medical radiography program, in order to strategically create a culture shift through leadership.
The document discusses the evolution of organizational behavior from three perspectives: the Industrial Revolution, the human relations movement, and modern organizational behavior. It traces how OB emerged from the Industrial Revolution's focus on efficiency and scientific management, to the human relations movement's emphasis on employee needs and cooperation, to today's multi-disciplinary and performance-oriented field. Key developments discussed include the Hawthorne studies, contingency theory, and the role of culture in organizations.
This document provides an overview of organizational behaviour and its importance. It defines organizational behaviour as the study of human behaviour in organizational settings, drawing from fields like psychology, sociology, and anthropology. It discusses how organizational behaviour examines behaviour at the individual, group, and organizational levels. The document also outlines four key elements that make up organizations: people, formal structure, technology, and the external social system. Finally, it discusses three important reasons for studying organizational behaviour: to understand human behaviour, help organizations adapt to change, and help managers control and direct behaviour to achieve goals.
This document provides an introduction to the course on Organizational Behaviour (OB) at Chandigarh Group of Colleges. It outlines the course objectives, which are to explain the basics of OB and examine individual and group behavior in organizations. The document also lists the course outcomes and units that will be covered, including individual behavior, group dynamics, leadership, conflict management and organizational culture. It concludes by providing references for further suggested readings on OB.
Organizational behaviour is the systematic study of how people behave as individuals and in groups within organizations. It draws from various fields like psychology, sociology, social psychology, anthropology, and political science to understand, predict, and manage human behavior in organizations. Managers are individuals who achieve organizational goals through others by making decisions, allocating resources, and directing activities. Organizations are coordinated units of two or more people working continuously towards common goals. Behavior refers to how people act as individuals or groups in a given environment or situation.
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
A STUDY ON IMPACT OF OPTIMUM WORKPLACE CU LTURE POLICY THAT PROVIDES WORK - ...IAEME Publication
Workplace culture is one word that talks about the unique characteristics and values of an organization.It reflects the individualities of an organization that is revealed through the attitude and personality of employees working in that group.The workplace culture has a direct link with the work-life balance of the employees.An excellent workplace culture should provide the employees lead a peaceful personal life and a successful professional life, thus helping to have a work life balance.But there might be challenges in implementing an excellent job place culture as the employees come from different social, cultural, economic and political background.
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 provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
Here are the key disciplines that contribute to organizational behavior:
- Psychology - Seeks to understand and explain human and animal behavior. Important concepts include motivation, learning, perception, attitudes.
- Sociology - Focuses on how social factors like groups, social structures, social processes influence behavior. Key concepts include social interaction, social influence, socialization.
- Social Psychology - Studies how individuals are influenced and shape each other's behavior in social situations. Looks at concepts like conformity, obedience, attitudes.
- Anthropology - Looks at entire cultures and societies to understand human activities and relationships. Provides insights into how organizations function as social systems.
- Management - Applies insights from behavioral sciences to understand how organizations
What is nature and scope of organisational behaviourMaame Yaa Asokwah
Organizational behavior draws from various behavioral disciplines like psychology, sociology, social psychology, anthropology, and economics. Psychology provides insights into human motivation and personality. Sociology examines social groups and the maintenance of social order within organizations. Social psychology addresses typical behavioral patterns expected from individuals in groups. Anthropology focuses on cultural systems and the importance of understanding differences between cultural backgrounds in today's global workplaces. Economics studies the financial viability of organizations. Political science analyzes power dynamics and structures within organizations.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals, groups, and structures affect behavior within organizations for the purpose of improving organizational effectiveness. The scope of organizational behavior includes studying individuals, their attitudes, values, and motivation. It also includes studying groups, including dynamics, communication, leadership, and conflicts between groups. The goal is to understand and predict human behavior in organizations so managers can create environments that optimize performance.
Organizational behavior book 2 nd sem mba @ bec domsBabasab Patil
This document provides an overview of the syllabus for a course on organisational behaviour. The syllabus covers 6 units that examine topics like individual behaviour, group dynamics, leadership styles, stress management, power and politics, organisational design, culture and change. It also includes an introduction that discusses the need for a new paradigm in management to address modern challenges and shifts the focus to the human element in organisations.
Best Practice of Ethical Leadership among the Academic Administrators in Isla...inventionjournals
- The document discusses a study that investigated the best practices of ethical leadership among academic administrators at the International Islamic University Malaysia (IIUM) as perceived by academic staff.
- The study used a validated questionnaire to measure seven dimensions of ethical leadership: fairness, integrity, ethical guidance, people orientation, power sharing, role clarification, and concern for sustainability.
- The survey involved 262 academic staff who were asked to rate their level of agreement with statements about the administrators' behaviors. The results showed that "role clarification" received the highest mean score, followed by "integrity" and then "concern for sustainability."
This document outlines organizational behavior and defines key concepts. It begins by defining organizational behavior as understanding, predicting, and managing human behavior in organizations. It then discusses the origins of organizational behavior in the works of Taylor, Fayol, Mayo, and Drucker. Three theoretical frameworks are introduced: cognitive framework, behavioristic framework, and social cognitive framework. The importance of organizational behavior is also noted as improving skills, motivating employees, understanding human nature, and increasing efficiency and effectiveness.
Introduction to Organizational BehaviorAmare_Abebe
The Presentation contains:
Organizational Behavior: Meaning, scope and Foundations
Systematic study of behavior
Scope of OB
Fundamental concepts of OB
Importance of OB
Model of OB
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
This document provides an overview of human behavior in organizations. It discusses three levels of analysis (individual, group, and organization). It also outlines the contributing disciplines to organizational behavior including psychology, sociology, social psychology, anthropology, and political science. The document then contrasts McGregor's Theory X and Theory Y approaches to management, with Theory X assuming employees dislike work and Theory Y assuming employees can exercise self-direction. The conclusion emphasizes aligning individual, group, and organizational behaviors to accomplish goals.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
Lecture 1 ob intro of course & perspective of obZainab Khan
This document provides an overview of organizational behavior and related concepts. It defines organizational behavior as the study and application of knowledge about how individuals and groups act in organizations. It discusses key theories like McGregor's Theory X and Theory Y. It also outlines common independent variables that can impact dependent variables in organizational behavior like productivity, absenteeism, and job satisfaction. Models of organizational behavior are presented, like autocratic, custodial, supportive, and collegial models.
This document contains the proceedings from the 1995 SPE Annual Technical Conference and Exhibition held in Dallas, Texas from October 22-25, 1995. It includes 57 papers on various topics related to drilling and completion such as kick detection systems, extended reach drilling, hydraulic fracturing, drilling fluids, wellbore stability, and sand control. The papers provide information on recent research, field case studies, and new technologies within the petroleum engineering industry.
The Kailali District of Far-Western Nepal is implementing the Kailali Disaster Risk Reduction Initiatives project in partnership with the Nepal Red Cross Society. The project aims to build safer communities by promoting disaster risk reduction measures in collaboration with communities, local government, and other key stakeholders. The project focuses on four key components: capacity building; early warning systems; small-scale mitigation works; and education. The artwork displayed in this calendar is the outcome of student art competitions, an activity under the education component. Art competitions allow students to communicate their perceptions of disaster risk and disaster preparedness in their own style.
Taptica is an ad network founded in 2011 that provides user acquisition services to app developers and publishers. It offers campaigns for user testing, targeted promotions, and large-scale user acquisition. Taptica has proprietary tracking and optimization technology and works with 50% of top grossing apps, generating over 500k installs per month. It provides media buying expertise through real-time bidding on direct publishers, networks, and platforms like Google, Facebook, and Twitter. Taptica also offers advanced analytics and optimization tools to analyze campaign performance and maximize results.
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
A STUDY ON IMPACT OF OPTIMUM WORKPLACE CU LTURE POLICY THAT PROVIDES WORK - ...IAEME Publication
Workplace culture is one word that talks about the unique characteristics and values of an organization.It reflects the individualities of an organization that is revealed through the attitude and personality of employees working in that group.The workplace culture has a direct link with the work-life balance of the employees.An excellent workplace culture should provide the employees lead a peaceful personal life and a successful professional life, thus helping to have a work life balance.But there might be challenges in implementing an excellent job place culture as the employees come from different social, cultural, economic and political background.
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 provides an overview of organizational culture as a theoretical concept. It discusses the origins and definitions of organizational culture, presents Harrison's model of organizational culture with its four dimensions, and explores various typologies that have been used to describe organizational culture. The key aspects covered are the theoretical background of organizational culture, definitions of the concept, Harrison's model with its four dimensions (power, role, achievement and support), and different typologies proposed by various theorists to classify organizational culture.
Here are the key disciplines that contribute to organizational behavior:
- Psychology - Seeks to understand and explain human and animal behavior. Important concepts include motivation, learning, perception, attitudes.
- Sociology - Focuses on how social factors like groups, social structures, social processes influence behavior. Key concepts include social interaction, social influence, socialization.
- Social Psychology - Studies how individuals are influenced and shape each other's behavior in social situations. Looks at concepts like conformity, obedience, attitudes.
- Anthropology - Looks at entire cultures and societies to understand human activities and relationships. Provides insights into how organizations function as social systems.
- Management - Applies insights from behavioral sciences to understand how organizations
What is nature and scope of organisational behaviourMaame Yaa Asokwah
Organizational behavior draws from various behavioral disciplines like psychology, sociology, social psychology, anthropology, and economics. Psychology provides insights into human motivation and personality. Sociology examines social groups and the maintenance of social order within organizations. Social psychology addresses typical behavioral patterns expected from individuals in groups. Anthropology focuses on cultural systems and the importance of understanding differences between cultural backgrounds in today's global workplaces. Economics studies the financial viability of organizations. Political science analyzes power dynamics and structures within organizations.
Perception of civil servants on performance : An Emperical Analysis of Indone...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.
Organizational behavior is the study of human behavior in organizational settings. It examines how individuals, groups, and structures affect behavior within organizations for the purpose of improving organizational effectiveness. The scope of organizational behavior includes studying individuals, their attitudes, values, and motivation. It also includes studying groups, including dynamics, communication, leadership, and conflicts between groups. The goal is to understand and predict human behavior in organizations so managers can create environments that optimize performance.
Organizational behavior book 2 nd sem mba @ bec domsBabasab Patil
This document provides an overview of the syllabus for a course on organisational behaviour. The syllabus covers 6 units that examine topics like individual behaviour, group dynamics, leadership styles, stress management, power and politics, organisational design, culture and change. It also includes an introduction that discusses the need for a new paradigm in management to address modern challenges and shifts the focus to the human element in organisations.
Best Practice of Ethical Leadership among the Academic Administrators in Isla...inventionjournals
- The document discusses a study that investigated the best practices of ethical leadership among academic administrators at the International Islamic University Malaysia (IIUM) as perceived by academic staff.
- The study used a validated questionnaire to measure seven dimensions of ethical leadership: fairness, integrity, ethical guidance, people orientation, power sharing, role clarification, and concern for sustainability.
- The survey involved 262 academic staff who were asked to rate their level of agreement with statements about the administrators' behaviors. The results showed that "role clarification" received the highest mean score, followed by "integrity" and then "concern for sustainability."
This document outlines organizational behavior and defines key concepts. It begins by defining organizational behavior as understanding, predicting, and managing human behavior in organizations. It then discusses the origins of organizational behavior in the works of Taylor, Fayol, Mayo, and Drucker. Three theoretical frameworks are introduced: cognitive framework, behavioristic framework, and social cognitive framework. The importance of organizational behavior is also noted as improving skills, motivating employees, understanding human nature, and increasing efficiency and effectiveness.
Introduction to Organizational BehaviorAmare_Abebe
The Presentation contains:
Organizational Behavior: Meaning, scope and Foundations
Systematic study of behavior
Scope of OB
Fundamental concepts of OB
Importance of OB
Model of OB
Linking leadership style, organizational culture, motivation and competence o...inventionjournals
This research aims to analyze empirically the influence of leadership style, organizational culture, motivation, and competencies on civil servants performance in mediation is job satisfaction. The design of this research using survey method with the collection of the data in cross-section through the questionnaire. Determination of a sample using simple random sampling with the total number of respondents as much as 265 employees. Methods of analysis of data used in hypothesis testing are the analysis moments of structures. This research provide evidence that leadership style, organizational culture and competence of a positive and significant effect on the job satisfaction, while the negative effect of motivation but Significantly to job satisfaction. Then the leadership style and organizational culture is positive but not significant effect on civil servants performance and motivation as well as competence and job satisfaction the positive and significant effect on the civil servants performance. Job satisfaction is not as mediating variable in explaining the effect of leadership styles and organizational culture on the civil servants performance, while on the other mediation of job satisfaction testing proved to be a full mediation in analyzing the effect of motivation and competencies on the civil servants performance.
This document provides an overview of human behavior in organizations. It discusses three levels of analysis (individual, group, and organization). It also outlines the contributing disciplines to organizational behavior including psychology, sociology, social psychology, anthropology, and political science. The document then contrasts McGregor's Theory X and Theory Y approaches to management, with Theory X assuming employees dislike work and Theory Y assuming employees can exercise self-direction. The conclusion emphasizes aligning individual, group, and organizational behaviors to accomplish goals.
Organizational behaviour is a field of study that draws from multiple disciplines including psychology, sociology, anthropology, and political science. Psychology contributes the scientific study of human mental functions and behaviors. Sociology studies society and social relationships. Social psychology examines relationships between individuals and groups. Anthropology studies human societies and activities. Political science analyzes individual and group behaviors within political systems. Together these disciplines help organizational behavior understand topics like motivation, leadership, job satisfaction, and group dynamics within companies.
What is Organizational Behavior
The study and application of knowledge about how people, individuals, and groups act in organizations.
Its framework,history and importance to manager.
The document discusses different leadership styles of faculty members - transformational, transactional, and laissez-faire - and examines how these styles impact student satisfaction in higher education institutions. It reviews literature on the full range leadership model and the characteristics of transformational, transactional, and passive/avoidant leadership styles. The study aims to determine the most effective leadership style of faculty for fostering student achievement and motivation.
Lecture 1 ob intro of course & perspective of obZainab Khan
This document provides an overview of organizational behavior and related concepts. It defines organizational behavior as the study and application of knowledge about how individuals and groups act in organizations. It discusses key theories like McGregor's Theory X and Theory Y. It also outlines common independent variables that can impact dependent variables in organizational behavior like productivity, absenteeism, and job satisfaction. Models of organizational behavior are presented, like autocratic, custodial, supportive, and collegial models.
This document contains the proceedings from the 1995 SPE Annual Technical Conference and Exhibition held in Dallas, Texas from October 22-25, 1995. It includes 57 papers on various topics related to drilling and completion such as kick detection systems, extended reach drilling, hydraulic fracturing, drilling fluids, wellbore stability, and sand control. The papers provide information on recent research, field case studies, and new technologies within the petroleum engineering industry.
The Kailali District of Far-Western Nepal is implementing the Kailali Disaster Risk Reduction Initiatives project in partnership with the Nepal Red Cross Society. The project aims to build safer communities by promoting disaster risk reduction measures in collaboration with communities, local government, and other key stakeholders. The project focuses on four key components: capacity building; early warning systems; small-scale mitigation works; and education. The artwork displayed in this calendar is the outcome of student art competitions, an activity under the education component. Art competitions allow students to communicate their perceptions of disaster risk and disaster preparedness in their own style.
Taptica is an ad network founded in 2011 that provides user acquisition services to app developers and publishers. It offers campaigns for user testing, targeted promotions, and large-scale user acquisition. Taptica has proprietary tracking and optimization technology and works with 50% of top grossing apps, generating over 500k installs per month. It provides media buying expertise through real-time bidding on direct publishers, networks, and platforms like Google, Facebook, and Twitter. Taptica also offers advanced analytics and optimization tools to analyze campaign performance and maximize results.
This document discusses international terrorism and the global war against it. It defines terrorism and outlines the rise of Islamic terrorist groups like al Qaeda. It examines Osama bin Laden's path from fighting the Soviets in Afghanistan to targeting the US through attacks like 9/11. The document also summarizes the US response under the Bush administration, including the preemptive Bush Doctrine against terrorist networks and rogue states.
Creating A Wiki Based Online Help SystemRand McKinney
The document summarizes the creation of an online help system for the Second Life virtual world using a wiki-based approach. The system uses Mediawiki to manage help content, which is then served to users via a web application integrated directly into the Second Life viewer client. Content is localized into multiple languages and versions are managed. The wiki provides advantages for collaboration, content reuse, and easy maintenance of the help system.
The digital divide and staying ahead of technologyChris O'Brien
The document discusses the digital divide and the importance of closing the gap between those who adopt new technologies and those who do not. It notes that the elderly, those with lower incomes, and billions of people worldwide are at risk of being left behind as communication methods increasingly move online. As technologies like tablets become more accessible and organizations aim to expand internet access around the world, the gap may begin to close, but ensuring all members of society can embrace new technologies remains an ongoing challenge.
A presentation on Coulomb-Blockade Oscillations in Semiconductor Nanostructures made by Deepak Rajput. It was presented as a course requirement at the University of Tennessee Space Institute in Fall 2008.
This document summarizes details about the CHP Quality Circle team called Black Diamond. It lists the team facilitator and 6 members. It then identifies 20 problems the team is focusing on, ranking them by weightage (frequency of occurrence). Next, vibration readings are shown for 18 conveyor equipment from the last 3 months, with most in the marginal or critical range. The team's next project is decreasing high vibration in conveyor drives.
3 c organizational behavior, development, culture paper finalasfawm
This document discusses organizational behavior, culture, and development. It defines organizational behavior as looking at how structures, groups, and individuals impact behavior within an organization. Organizational culture refers to the collective behaviors and values that are shared within an organization. The author aims to understand the current culture of the Medical Radiography Program at their university in order to potentially create a culture shift. They conducted surveys of students and faculty and are working with a new administrative team to analyze the culture and determine how to influence behaviors and potentially change the culture. The document reviews various theories about organizational culture and attributes that define an organization's culture.
Organizational culture and performance of higher educational institutions the...Alexander Decker
This document summarizes a study that examined the relationship between organizational culture, individual readiness for change, and organizational performance in higher education institutions in Pakistan. The study hypothesized that individual readiness for change mediates the positive relationship between organizational culture and organizational performance. Data was collected through questionnaires distributed to 307 faculty members with PhDs from universities and higher education institutions in Pakistan. The study found support for individual readiness for change partially mediating the relationship between organizational culture and organizational performance. The findings provide insight into how different dimensions of organizational culture relate to performance.
Running head WHAT MANAGERS OFTEN WANT WHAT MANAGERS OFTEN WAN.docxagnesdcarey33086
Running head: WHAT MANAGERS OFTEN WANT
WHAT MANAGERS OFTEN WANT
What Managers Often Want
Name
Organisational Theory
26 August 2014
INTRODUCTION
For the past number of decades, most academics and practitioners studying organizations suggest the concept of culture is the climate and practices that organizations develop around their handling of people (Schein, 2004). Organizational culture is the basic pattern of shared assumptions, values, and beliefs considered to be the correct way of thinking about and acting on problems and opportunities facing the organization. According to Wilson (2014), it is a rationale for people’s behavior, a guideline for action, a cause for condemnation or praise, a quality that makes a company what it is. In relation to the preceding definition, Arnold (2005) indicates that organizational culture is the distinctive norms, beliefs, principles and ways of behaving that combine to give each organization its distinct character.
A clear understanding of organizational culture is virtually imperative in the organisation, as it will help management to understand what the real issues as pertains to the organisation’s operations are, which areas need attention and what can be done to address the identified gaps. There is a need for management to understand the concept of organization culture to better synergy and performance. Social scientists have explored the notion of organizational culture as a perspective in organizational theory over the past decades. According to Zheng (2014) current interests in organizational culture stems from at least four different sources: climate research, national cultures, human resource management and from conviction approaches which emphasize the rational and structural nature of the organization to be unable to offer a full explanation of organizational behaviour.
The origin of organizational culture from a national culture point of view is based, among others, on the work of Deal and Kennedy (1982). According to this view organizational culture is seen as being central to organizational success rather than factors such as structure, strategy or politics. As a result the attention shifted away from national cultures and focused more on organizational culture. Interests in organizational culture from the human resource management and performance point of views stems from the fact that organisational culture was perceived to be offering a non-mechanistic, flexible and imaginative approach to understanding how organizations work (Zhang, 2014). Consequently, organisational culture is considered to be the great “cure-all” for most organisational problems (Wilson, 1992). Other theoretical development of the concept organisational culture includes studies conducted within the field of organisational theory. These studies focused on the description and understanding of the concept organization culture by using typologies or classifications, which include the following:
i. Deal and.
This document discusses how religion can influence organizational culture at the level of basic assumptions. It explores the relationship between culture, religion, and organizational culture through a comparative case study of two companies in Poland. The study uses Hofstede's model of cultural dimensions to operationalize how dimensions like individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity may be influenced by the predominant religions in each company's environment (Catholicism and Orthodoxy) and in turn shape the basic assumptions of organizational culture. The research aims to build and test a model of how religion affects organizational culture at its deepest level of basic assumptions.
A Study on Perception of Work Culture and Its Impact on Employee Behavior.pdfChristine Maffla
- The document discusses a study on the perception of organizational culture and its impact on employee behavior. It aims to understand the relationship between various aspects of organizational culture (like openness, trust, collaboration, etc.) and employee behavior.
- A literature review found that factors like openness, trust, employee involvement and empowerment positively impact employee behavior and engagement. Organizational culture plays an important role in shaping employee attitudes and performance.
- The study used a survey methodology with a sample of 60 employees to understand their perceptions of various cultural factors and behaviors. Statistical analysis found several cultural factors like decision making, recognition, learning to be positively correlated with behaviors.
The Role of Mediation of the Organizational Cynicism the Relationship between...IOSRJBM
This document discusses a study that examines the mediating role of organizational cynicism on the relationship between leader-member exchange and job performance among elementary school teachers in Central Anatolia, Turkey. Questionnaires were administered to 508 teachers and 410 were analyzed. The results of regression analyses found relationships between leader-member exchange and job performance, and between leader-member exchange and organizational cynicism. Additionally, organizational cynicism was found to partially mediate the relationship between leader-member exchange and job performance. In conclusion, the hypotheses that leader-member exchange relates to both job performance and organizational cynicism, and that organizational cynicism partially mediates their relationship, were supported.
Guidance During Week Five, you will be responsible for rea.docxwhittemorelucilla
Guidance
During Week Five, you will be responsible for reading Chapters 8 and 9 of the required
textbook by Frates (2014). Chapter 8: Communication in Health Organizations addresses
the vital role of communication, with a brief discussion of conceptual foundations a nd a
pragmatic recognition of supportive communication and coaching and counseling skills for
the healthcare manager. Unique aspects of communication in healthcare organizations
conclude the chapter.
Chapter 9: Values, Vision, Culture and Ethics discusses the role of vision and values in
health care organizations which are primarily (or should be) mission driven and patient
centered, and how leaders at every level of the organization express their commitment to
both by their behavior – or fail to. Culture is addressed from two perspectives, considering
both corporate culture and a health care organization’s cultural proficiency to serve an
increasingly diverse patient population with nontraditional needs and service preferences.
This week, Discussion 1:
asks students to discuss effective listening. From a theoretical perspective, the role of
communication highly depends on the prevailing environment, organization’s culture,
structure, and leadership (Robbins & Judge, 2015). The size and type of organization,
organization’s culture, and leadership style de termine what approaches of communication
should be adopted (Adelman & Stokes, 2012; Frates, 2014). Conflicts occur because
thoughts and feelings have not been communicated well enough to others or have been
misinterpreted. Misunderstandings often happen but can be corrected or avoided. To have
effective communications, leaders need to establish feedback mechanisms to check for
understanding (Adelman & Stokes, 2012; Robbins & Judge, 2015). There are some ways
leaders can do such as paraphrasing, asking que stions for clarification, and asking other
people’s point of view or suggestions.
Discussion 2:
covers values, vision, and culture. Johnson (2009) argued that organizational culture is
made up of “values, norms, language (i.e., acronyms), beliefs, symbols, and assumptions
that develop over time and begin with the founder of the organization” (p. 114).
Organizational culture and organizational leadership are mutually connected. The
leadership affects organizational culture and organizational performance , while the
organizational culture will also affect leaders' leadership styles and organizational
effectiveness (Frates, 2014; Johnson, 2009). Leadership’s responsibility includes
strategically addressing the organization’s culture, planning the provision of services,
acquiring and allocating resources, and setting priori¬ties for improvement (Eriutlu, 2011).
Patient safety should be the number one concern of any division of the health care industry
(Popescu, 2013). Healthcare leaders need to assess their organizational culture as a part of
the strategic pl ...
A Study on Impact of Organization Culture on Employee Behaviour with Special ...YogeshIJTSRD
Organizational culture is characterized by beliefs and convictions that support the organizations objectives. Corporate culture has an effect on employee conduct. Interpersonal relationships, coordination and collaboration between different organizational units, as well as the rewards and incentives provided by their management The management must have the following qualities in order to improve their success in their respective fields B. Kishori | R. Kanimozhi "A Study on Impact of Organization Culture on Employee Behaviour with Special Reference to TNSTC, Perambalur District" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-5 | Issue-3 , April 2021, URL: https://www.ijtsrd.com/papers/ijtsrd39999.pdf Paper URL: https://www.ijtsrd.com/management/organizational-behaviour/39999/a-study-on-impact-of-organization-culture-on-employee-behaviour-with-special-reference-to-tnstc--perambalur-district/b-kishori
The Effect Of Benevolent Leadership On Organizational Citizenship Behavior (O...theijes
This study was conducted to examine the effect of benevolent leadership (ethics sensitivity, spirituality, positive engagement, and community responses) to organizational citizenship behavior (OCB), either directly, or through mediation Ethics Climate. The study was based on a survey of 200 respondents. Respondents were used in this study came from Department of Education and Culture in Kendari. The research data used cross sections data so it is possible perception of respondents is different because of the time and place, so it is advisable to research will be able to use time series. Statistical Package for the Social Sciences used to test the hypothesis. The results showed that ethics sensitivity has significant positive effect on OCB. Ethics Climate mediates the relationship between ethics sensitivity and OCB. Spirituality has no effect on OCB. Ethics Climate does not mediate the relationship between spirituality and OCB. Positive engagement does not affect the OCB. Ethics Climate does not mediate the relationship between positive Positive engagement and OCB. Community response had no effect on OCB. But Ethics Climate response mediates the relationship between community and OCB. Ethics Climate has significant and positive effect on OCB. Keywords: Benevolent Leadership (sensitivity of ethi
To stay or not to stay can organizational culture provide the staying powerAlexander Decker
This study investigated the influence of organizational culture on employee retention in the Ghanaian banking sector. A survey was administered to 301 employees from 4 banks. The study found that organizational culture significantly predicted employee retention, with innovative culture accounting for the greatest variance. Community and bureaucratic cultures also significantly predicted retention, while competitive culture did not. The findings suggest that cultures emphasizing innovation, community, and bureaucracy best promote employee retention in Ghanaian banks.
Abstract—This paper provide to what I learned in Managerial Psychology class and how to involve in real life. People can see sort of theory and model and their descriptions. I'm going to show you 6 critical topic behind descriptions and how to behave making them.
A Study and Analysis of Emotional Intelligence and its Impactsijtsrd
This paper deals with the concept of Emotional Intelligence and its importance in various fields. Emotional Intelligence having the capacity to wind up mindful of even unobtrusive changes in ones and others emotional tones and to control them, to try to avoid panicking amidst weight, to start and keep up sound associations with others, and to keep up an idealistic viewpoint towards life. Later on in this paper the focus is on the importance of emotional intelligence in various fields. Jyoti Shikha | Dr. Sanjeev Singh "A Study and Analysis of Emotional Intelligence and its Impacts" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-6 , October 2019, URL: https://www.ijtsrd.com/papers/ijtsrd29136.pdf Paper URL: https://www.ijtsrd.com/computer-science/artificial-intelligence/29136/a-study-and-analysis-of-emotional-intelligence-and-its-impacts/jyoti-shikha
Organizational behavior is the field of study that investigates how individuals, groups, and organizational structure impact behavior in organizations. It draws from various contributing disciplines including psychology, sociology, social psychology, anthropology, and political science. There are many challenges and opportunities for organizational behavior today, such as responding to globalization, managing workforce diversity, improving quality and productivity, and improving customer service. Organizational behavior aims to understand and predict workplace behaviors in order to help organizations operate more effectively and improve outcomes like productivity, job satisfaction, and organizational citizenship.
This document presents a conceptual framework for how organizational culture is determined and impacts an organization. It is determined by transformational leadership and organizational communication media. Organizational culture then impacts motivation, organizational commitment, job satisfaction, engagement, job involvement, innovation, organizational citizenship behavior, productivity, and performance within an organization. The framework was developed through a literature review to establish how these factors relate and influence one another.
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.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
6.[61 68]impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by factors like trust, coordination among teams, knowledge sharing, and training. These factors significantly impact coworker support within an organizational culture. The document reviews literature on organizational culture and coworker support, and defines key aspects like trustworthiness, social exchange, and knowledge sharing culture that can shape organizational culture and coworker support.
11.impact of organizational culture on coworker supportAlexander Decker
This document analyzes the impact of organizational culture on coworker support. It develops a conceptual model showing that organizational culture is influenced by several key factors, including trust, coordination among teams, knowledge sharing, and training. These factors are said to considerably control the level of coworker support within an organizational culture. The document reviews previous studies on organizational culture, coworker support, knowledge sharing, trust, and other related topics to justify and support the proposed conceptual model.
Cultural differences in organisations ppt MBABabasab Patil
This document discusses cultural differences in organizations based on various studies and research. It summarizes key theories on organizational culture like McGregor's Theory X and Y, Hofstede's study identifying dimensions of individualism/collectivism, power distance, uncertainty avoidance, and masculinity/femininity. Other research highlighted includes differences between high and low context cultures, and how organizational culture is influenced by societal culture and leaders play a role in shaping culture. Studies found culture affects variables like employee performance, communication styles, and that organizations inherit cultural traits from the societies employees come from.
1. International Journal of Business and Management Invention
ISSN (Online): 2319 – 8028, ISSN (Print): 2319 – 801X
www.ijbmi.org Volume 3 Issue 8 ǁ August . 2014 ǁ PP.17-26
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Using Organizational Culture, Leadership and Personal Values to Improve Ihsan Behavior at Masyithoh Hospital Handayanto1, Eka Afnan Troena2, Mintarti Rahayu3, Solimun4 1Doctoral Program of Management Science of Economics and Business Faculty, University of Brawijaya, Indonesia 2Lecturer of Management Science of Economic and Business Faculty, University of Brawijaya, Indonesia 3Lecturer of Management Science of Economic and Business Faculty, University of Brawijaya, Indonesia 4 Lecturer of Statistic in Mathematic And Natural Science Faculty (MIPA), University of Brawijaya, Indonesia ABSTRACT: For Muslims, ihsan behavior is highly recommended by the Prophet Muhammad. Ihsan behavior literally means to do well, or to do my best. To be able to compete in providing services to patient, nurse of Masyithoh Hospital should able to provide services based on ihsan behavior. This study aims was to examine the effect of organizational culture on leadership, personal values and ihsan behavior at Masyithoh Hospital, Bangil. Nurses who became study population were 66 people. This study uses saturated sample. Saturation sampling technique is used with consideration of a study population is relatively small and all respondents were able to answer all the questionnaires distributed. Data was analyzed by GSCA (Generalized Structured Component Analysis). Research results showed that: (1) organizational culture affect positively but not significantly to ihsan behavior. This means that better organizational culture at Hospital Masyithoh can improve ihsan behavior of nurses, although at insignificant levels. (2) Capable leadership affect on organization culture. This means that existence of leadership is directly related to organizational culture of Masyithoh Hospital, leaders able to understand culture that grew in Masyithoh Hospital. (3) Leadership is not able to affect ihsan behavior. This means that existence of leadership is not directly related to ihsan behavior in Masyithoh Hospital, a leader has not been able to create in ways that foster ihsan behavior at Masyithoh Hospital. (4) Personal values affect on organization culture. This means that existence of personal value is directly related to organizational culture at Masyithoh Hospital. Human values are consistent with cultural values that built at Masyithoh Hospital in order to improve ihsan behavior exhibited by nurses. These results demonstrated the personal value variables showed no significant effect on ihsan behavior. This is because personal values of individual nurses are still diverse having not been able to reflect Islamic values. KEYWORDS: Organizational Culture, Leadership, Personal values, Ihsan Behavioral, Masyithoh Hospital
I. INTRODUCTION
For Muslims, ihsan behavior is highly recommended by the Prophet Muhammad. Ihsan behavior literally means to do well, or to do my best. In modern language ihsan behavior is difficult to search for synonyms. Departing from international journals, researchers start from benevolent that understood as a doctrine or concept that supports a good work ethic. This perspective explains ihsan behavior as work optimization and charity, and carries out duties in accordance with good performance and high quality (Ismail 2011: 185).Ibrahim (2006) stated ihsan behavior also contains animal or universe goodness. Ihsan behavior is defined as (1) doing things such as working perfectly according to SOP, (2) repay goodness with more goodness, (2) reply ugliness with less ugliness, (3) reduce optimally unpleasant consequences such as preventing the patient to pain, (4) as optimal solution when justice can not be realized, (5) as logical consequence rather than faith, (6) as an investment in future success such as succumbing to patient, making the patient satisfaction, ease the burden on patient. In this case Islam requires doing ihsan (Rahardjo, 2006).Organizational culture has been become interesting phenomenon to practitioners and theoreticians around the world for at least two decades (Ogbonna and Harris, 1998). Conceptualization of organizational culture is difficult because there is little agreement on what is meant of concept, how it should be observed and measured, and how it relates to psychological theories of industrial organization and simpler. Increasingly popular of concept makes organization culture more difficult to be defined, starting from a value statement to general behavior patterns, such as organizational culture (Schein, 2004).Robbins (2011) stated that concept of organizational culture is really a new phenomenon in last two decades. However, traditional organization culture has been observed and measured directly. During the late 1950s and 1960s, organizational culture began to differentiate itself from industrial psychology and more emphasis on groups working within entire organization as well as the norms and beliefs that separate between these groups.
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When attention to understanding the relationship between organization and organization grew, concept of anthropology and sociology began to affect concept of organizational culture (Schein, 2004).Culture can be realized from values, rituals, heroes and symbols. This value can not be observed but realized in alternative behavior (Hofstede, et al.. 1990). Embodiment of culture can be attributed to Schein that distinguishes the elements of culture by treating the basic assumptions as essence. Artifacts are most tangible level of culture and creation, value is a conscious desire, affective, or the will, and the underlying assumptions (Schein, 2004: 25). Importance of linking management practices with underlying assumptions and beliefs, interrelations of organizational culture, management practices, performance, and effectiveness was displayed by cultural models of Denison (1990). If culture is not in line with leadership, organization will face difficulties. Therefore, it should be clearer the view of leadership and Cultural Organization (Tohidi and Jabbari, 2012). Leadership as one functions of management is something that is very fundamental to achieve organizational goals. With a very heavy atmosphere, leadership is forced to deal with various issues such as the structure and order, coalition, power, and environmental conditions of organization. Most of Islamic hospital leaders were forced to influence and creating values from other Islam teachings. A good leader is a leader who has a personal value. Personal value is most important capital in leadership. Without personal value, a leader only works on basis of power and will not be able to perform its role effectively. He will not be able to fulfill its responsibilities well. Several mechanisms have been proposed to form a personal value. Johnson (2004) stated that there are four processes that shape personal values, namely (1) the assumptions and beliefs, (2) moral development, (3) development of consciousness, and (4) structural composite. Value is something intrinsic, without end, and confidence in individual's life. It is defined as a mental representation of needs and is used by individuals as a basis for decisions and conflict resolution, determine and modify the regulatory relationships between individuals, organizations and society. There are two types of values namely individual values and objective values (Rokeach, 1973). Individual values termed as personal values, personal values in Islam was known as individual and personal values and personal values in Islam always use the value system that are required by the Quran and the Hadith of Prophet. Effect of organizational culture is very large on organization's leadership style (Giberson, Resick, Dickson, Mathelson, Randal and Clark, 2009). Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) confirm this in his research to shows that value greatly affects the personality of a leader. Explanatory analysis shows that some CEO personal values related to organizational culture. Temple of research results (1995) also confirmed that effectiveness and strength of leadership is very influential in building personal value. Also, Branzei, Vertinsky and Camp (2007) showed that collectivist organization cultures, such as in Asian countries including Indonesia (Hofstede, 1998), less use of dispositional and more emphasis on situational. Organizational culture affect on of leaders in bringing about ihsan behavior (Schein, 2004; Branzei, 2007; Ellinger, 2012). Leadership can become a patron who determines the progress made in Nahdlatul Ulama (Islamic scientist revival). When we look back in years when Nahdlatul Ulama was led by Gus Dur, with a transformational leadership style that is full of charisma, effect and progress are very large. Even, Gus Dur was elected as the President of Republic of Indonesia. Leadership effect is also felt in organization under the auspices of Nahdlatul Ulama, such as Masyithoh Hospital, Bangil. This research was carried out to fill research gap that has not been studied previously. Inconsistency results of previous research are an avenue to be filled of this research. Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) examined how organizational culture affects on leadership. Temple (1995) examined how leaders build artifacts for value creation. This is not emphasized how behavior can be affect by personal values generated. Therefore the use of ihsan behavior in this study may become research novelty that needs to be further investigated. Branzei, Vertinsky and Camp (2007) have included ihsan behavior (benevolent) in examining how culture influences individualist behavior. However they did not examine how ihsan behavior is affected by personal values, as done in this study.
This study novelty is integrated study of effect of organizational culture, leadership, and personal values to affect ihsan behavior Masyithoh Hospital in Bangil. Previous studies have examined the effect of organizational culture on leadership (Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) and personal values (Temple, 1995), also the effect of organizational culture on ihsan behavior / benevolent (Branzei, Vertinsky and Camp, 2007) However there has been no integrated study that examines the effect of organizational culture on ihsan behavior, personal values, and leadership. Personal values and leadership also affect on ihsan behavior specifically in context of Islamic hospital. Moreover, this study novelty lies in marriage of West indicators and Islam indicator. West indicator of Organizational Culture (Denison, 1997), Leadership
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(Yrie, Hartman and Galle, 1990) and Personal Value (Lages and Fernandes, 2005) was analyzed to know their impact Ihsan Behavior of Islamic indicator (Quran: 28, 77).
II. THEORY AND RESEARCH HYPOTHESIS
Hypothesis is defined as logical expected relationship between two or more variables are expressed in form of a statement that can be tested (Sekaran, 2006: 135). Thus, hypothesis is a temporary answer to problems of research until proven through data collected.Hypothesis is compiled based on framework and conceptual framework of study. Hypothesis is formulated from underlying theory and supported empirical research. Hypothesis was developed by linking organizational culture, leadership, personal values and behaviors Ihsan. Schein (1990) defines culture as pattern of basic assumptions invented, discovered and developed by a particular group when learning to overcome problems of external adaptation and internal integration that works well and valid, therefore it is taught to new members as the correct way to understand, connect and feel in relation to those problems. During the early 1980s organizational culture is presented as a universal solution to solve any problems organization. However, given that complexity and intrigue, organizational culture concept has been increasingly confusing executives and researchers instead of giving them enlightenment (Ogbonna and Harris, 1998).Different studies on organizational culture emphasize significance of components of culture (Harris and Ogbonna, 1997). While acknowledging that culture has a different level, conception of Schein (1990) focused on unconscious and its underlying assumptions. On contrary, Martin and Siehl (1983) stated that a greater understanding can be gained by specific value study. However, organizational culture is associated with how much ihsan behavior appears in organization. Branzei, Vertinsky and Camp (2007) showed that individualistic country show culture based on integrity and ability perception, while the choice of organizational culture in collectivist country depends on interaction between potential partners. These findings suggest that in cross- cultural meetings, sign adapted to cultural expectations trustor will increase production. Therefore, the hypothesis can be stated as follows: H1. Organizational culture directly has positive effect on ihsan behavior. Greiner (1982) describes the process of cultural change as a gray area that still has not been properly investigated. Wang, Xin and Tsui (2011) add that CEO's behavior tasks- focused directly related to company performance. CEO focused behavior relationships was related to employee behavior, and through this behavior is then related to company performance. Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) conducted a study with title “Organizational Leadership and Culture: Linking CEO to Culture Characteristic Value.” This study aims to empirically examine the theoretical assertions about the relationship between organizational culture and organizational culture of leadership that emerge in organization.This study results support the relationship between CEO personality and cultural values. Schein (2004) provide specific advice to develop and transform culture based on theoretical relationships between the leadership characteristics and organizational culture. Empirical studies support to assumption that there is a fundamental relationship between the leadership characteristics with organizational culture values, which may indicate that underlying process. Therefore, the hypothesis can be stated as follows: H2. Organizational culture directly has positive effect on leadership. Sosik (2005) himself states that value of traditional, collectivistic work, self-reliance, and self- development is positively related to charismatic leadership, which predicts extra effort and OCB of subordinate. OCB itself is one indicator that indicates an employee has ihsan behavior. Rubin, Bommer and Bachrach (2010) showed that behavior of leaders who use rewards and punishments is able to generate trust and OCB compared with non-contingent leadership behaviors. Different relationships that occur between leaders and subordinates reflect how much leadership and subordinates can help each other and work together. Previous studies showed that formation of these different relationships is something that is universal in unit of work (Liden, Sparrowe and Wayne, 1997).Wang, Xin and Tsui (2011) conducted a study with title of “CEO leadership behaviors, organizational performance, and employees' attitudes.” This study aims to examine the relationship between CEO leadership behavior, firm performance and behavior of employees in sample 125 companies in China. Hypothesis was tested on a sample of 739 managers and supervisors of their mediators. Through factor analysis, it developed six dimensions of CEO leadership behaviors, with three dimensions focus on relationship and three dimensions focus tasks relationship. Inferential analysis techniques with Structural Equation Model (SEM) were used to test the research hypothesis. Results of SEM analysis showed that CEO's behavior-focused tasks directly related to company performance. CEO behavior with relationships focus was related to employee behavior, and through this behavior is then related to company performance. Therefore, the hypothesis can be stated as follows: H3. Leadership has direct positive effect on ihsan behavior.
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Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) also mention that value also has a personal relationship with cultural values. Explanatory analysis shows that some CEO Personal values related to organizational culture. Schein (2004) provide specific advice to develop and transform culture based on theoretical relationships between the leadership characteristics and organizational culture. Empirical studies support to assumption that there is a fundamental relationship between leadership characteristics with organizational culture values, which may indicate that underlying process. To examine personal values, then Lages and Fernandes (2005) developed a SERPVAL as a measurement instrument. Branzei, Vertinsky and Camp (2007) conducted a study with title of “Culture-contingent signs of trust in emergent relationships.” This study aims to develop a model of culture-contingent in establishing a new trust relationship by comparing belief in unknown than in collectivist and individualist organization culture. It is suspected that effectiveness of dispositional and contextual signs vary significantly depending on organization culture. Research results showed that collectivist organizational culture is less likely to use sign dispositional and more emphasis on situational than individualist cultures. This difference encourages paths development of different beliefs. Individualist cultures showed confidence is based on perception of integrity and ability capability, while the choice of organizational culture collectivist of benevolent behavior depends on interaction between potential partners. These findings suggest that in cross-cultural meetings, sign is adapted to cultural trustor to increase production. Lages and Fernandes (2005) developed a scale that measures personal values relating to use of services: Personal Service Scale value (SERVPAL). Two empirical studies of user services indicate that this scale is multi-dimensional. This scale consists of three-dimensional service delivering value to (1) peaceful life, (2) social recognition, and (3) social integration. Research findings indicate that three-dimensional SERVPVAL positively and significantly related to satisfaction. Moreover, while the service value to social integration was associated only with loyalty, service value to peaceful live (SVPL) was associated with loyalty. Grigoruta (1998) adds that religion can be a source of differences in culture and values. Vacation, practice, and different belief structures and must be taken into account when trying to establish organizational culture in global situation. Therefore, the hypothesis can be stated as follows: H4. Organizational culture has direct positive effect on personal values Wu, Hu and Jiang (2012) conducted a study with title “Is subordinate's loyalty is a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic on personality and perceived organizational support”. This study aims to examine the relationship between the supervisor and subordinate loyalty behavior of Chinese charity organizations. This study also investigated the relationship of two moderators namely supervisors altruistic personality and the perception of organizational support (POS). Using survey research, data was collected from supervisor and subordinate company of Taiwan and produces 167 valid observations. Research results showed that SLL (subordinate loyalty to leader) is positive and significant. However, relationship becomes insignificant in altruistic personality (personal value) to supervisor ihsan behavior. Here, when the supervisor has a high level of altruistic personality or POS, SLL association with ihsan leadership behavior becomes weaker.Development of value may become a function of maturity when the individual consciousness grow, mature and relationship has experience with incident. It implies the existence of intuitive. Here, people life, have experience and relationships that have a direct effect on development of personal value. As a result, personal value has the capacity to change and evolve (Johnson, 2002: 23). Ajzen (2001) stated that initial assumptions and beliefs are for the personal values that helped shape attitudes. This is the key theory of Ajzen (2001) of planned behavior in which attitude, subjective norm, perceived behavioral control desire and constructed as factors to effect behavior. Therefore, the hypothesis can be stated as follows: H5. Personal value has direct positive effect on ihsan behavior. III. RESEARCH METHODOLOGY This is an explanatory research that consists of: identification and formulation of problem, conducting studies and theories or concepts related to problem in question, the preparation of a theoretical framework or conceptual framework for the formulation of research hypothesis, and testing hypothesis for verification (Solimun, 2012: 2).Study location is Masyithoh Hospital in Bangil Sub district, Pasuruan District, Indonesia. Study sample was 66 nurses. Samples criterion are minimum education is D3, had been working for at least one year. Data collection was May 15th to June 20th 2013. Data was collected using a questionnaire that measured using a Likert scale, starting from 1 = strongly disagree to 5 = strongly agree.To test the hypothesis, a structural equation model was used to test statistical analysis with GSCA software that developed by Heungsung Hwang et al. (2004). GSCA able to provide the clarity and the amount of effect or relationship between the study variables (Augusty, 2005) which is very useful for researchers in an effort to explore in depth the relationship between organizational culture, personal value, and leadership on ihsan behavior. Tanenhaus (2008) in Solimun (2012) says GSCA is a component-based SEM method.
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It is very important and can be used to calculate the score and can also be applied to very small samples. Computer software is used GeSCA program for Windows. IV. RESULTS AND DISCUSSION General Description of Masyithoh Hospital Masyithoh Hospitals is located at Ahmad Yani 6-7 Bangil Pasuruan. Masyithoh Hospitals grew from 1965 through the centers of Islamic social welfare organizations. It continued with fund raising activities of members and benefactors to make Maternal and Child Health Center at 1966, and become Maternity Hospital in 1969 and become Maternity Hospital through formal licensing at 1982. Masyithoh Hospital develop family planning service that accompanies development of hospital facilities in 1986, then grow become Children's and Maternity Hospital in 1989 and at 2002 become Islamic Hospital. Hypothesis Testing Structural models testing by GSCA was conducted based on each path to know direct effect of path coefficients, along with value of Critical Ratio (CR) and p-value for each indicator. The relationship was significant if value of CR> 1.96 and p-value <0.05.Structural model is evaluated by looking at relationship path coefficients between the latent variables. Structural model testing was performed after the model relationship was built in accordance with data observed and goodness of fit and model of overalls. It is done to determine the relationship between the variables in this study. Based on conceptual framework, relationship models and hypothesis testing can be done to test the direct effect path coefficients. Hypothesis testing result can be shown in table 1 below. Table 1: Results of Hypothesis Testing No Relationship Path Coefficient CR P value Description
1
Organizational Culture Ihsan Behavior
0.335
1.24
0.2202
Insignificant
2
Organizational Culture Leadership
0.676
10.36*
0.0000
Significant
3
Leadership --- Ihsan Behavior
-0.020
0.1
0.9207
Insignificant
4
Organizational Culture Personal value
0.683
9.4*
0.0000
Significant
5
Personal value--- Ihsan Behavior
0.152
0.72
0.4746
Insignificant
Source: Primary Data Processed in 2013 More details on calculation can be presented in figure below.
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Figure 1. Results of Analysis
Note:
S = Significant
NS = non-significant
Results of hypothesis testing can be presented as follows. First hypothesis H1 stated that organizational
culture directly affect ihsan behavior. Testing the direct effect of organizational culture on ihsan behavior
generates path coefficients of 0.335 with value of critical ratio (CR) of 1.24. Because the value of CR <1.96, it
means there is no significant direct effect between organizational culture on ihsan behavior. Path coefficient is
positive. It indicates a positive relationship between the two. This implies that organization culture improvement
can improve ihsan behavior, although at insignificant level. This result means that hypothesis H1 is rejected.
Organizational culture is very important to note every organization primarily in a service organization, in order
to create Achievement work habits. This study of organizational culture directly affect on ihsan behavior.
Formation of a good organizational culture is expected to create good work habits and ihsan behavior in works.
Organizational culture has positive but not significant effect on ihsan behavior. This means that better
organizational culture will make ihsan behavior becomes better, although at a level that is not significant. These
findings support the research Ellinger et al. (2012). Dennison (1990) explained that organizational culture
includes four main dimensions: involvement, consistency, adaptability and mission. Involvement dimensions
using indicators of empowerment, team orientation, and capability development. By using Fishbein models, it
can be said that culture itself is not important, but how culture influences attitudes, intentions and behaviors
Fishbein, M. & Ajzen, I. (1975). Ihsan behavior is based on Scripture of Qur'an (28: 77). Contemporary cultural
values on each element do not express the sincerity value, while sincerity (Aedi, 2011; Ismail, 2011) is great
importance to Islam cultural values.
The second hypothesis states that organizational culture affect on leadership. Analysis result produces
path coefficients of 0.676 with value of critical ratio (CR) of 10.36. CR value > 1.96 means that there is a
significant direct effect between organizational cultures on leadership. Path coefficient is positive. It indicates a
positive relationship between the two. This implies that better organizational culture can improve leadership,
significant at 95% confidence level. This result means that hypothesis H2 is accepted at a probability value (p-value)
0.0000.The results are consistent with research Temple (1995). Denison stated there is a relationship
between organizational culture and leadership development to achieve organizational effectiveness (Denison,
htt: // www.denisonconsulting.com). It reinforced by Mehta and Krishnan (2004) that work culture has an effect
on model of leadership. Yrie, Hartman and Galle (1999) stated that LMX leadership consists of indicators of
coordination and expression.The third hypothesis states that leadership has direct effect on ihsan behavior.
Analysis result produces path coefficients of -0.022 with a value of critical ratio (CR) of 0.1. CR value <1.96
means that there is no significant direct effect between leadership style and ihsan behavior. Because leadership
does not have significant direct effect on ihsan behavior. This study show leadership does not able to affect
ihsan behavior at significance level of 95% at probability value (p-value) 0.9207. Therefore, third hypothesis of
this study was rejected.
This study results support the research of Easterly and William (2011) with title of Benevolent
Autocrats. Who conducted the research by distinguishing between strong and weak leadership. Research results
show that leadership strongly correlated with ihsan behavior (benevolent). This means that weak leadership
behavior has a negative relationship with ihsan behavior. Effect of leadership behavior related to charity,
contrary to research study Wang, Xin and Tsui (2011) which states that CEO's leadership has positive effect on
Organization
Culture (X1)
Leadership
(Y1)
Ihsan Beiavior
(Y3)
Personal Value
(Y2)
0,676 (S)
0,683 (S)
-0,020 (NS)
0,335
(NS)
S S
S S
0,152 (NS)
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ihsan behavior of employee. Study of Wang, Tsui and Xin explained that charismatic leadership relates to high performance positive and ihsan behavior of employees. This study shows the LMX negative and not significant. However Duchon and Plowman in (Fry, 2005) states that leadership relates to workplace spirituality. Relationship between leadership and spirituality and religiosity in workplace is not always significant. Dubin (in Fry, 2005) describes that there is a clear consistency between the values of spiritual with practical and effective leadership. Spiritual ideals values such as honesty, simplicity, and integrity are almost always exist on practice of effective leadership.The fourth hypothesis states that organizational culture directly affect on personal value. Analysis result generates path coefficient value of 0.683 with critical ratio (CR) of 7.04. CR value <1.96 means that there is a significant direct effect between organizational culture and personal value. Path coefficient is positive, indicating a positive relationship between the two. This implies better organizational culture can improve personal value, significant at 95% confidence level. This result means that hypothesis H4 is accepted at a probability value (p-value) 0.0000. This study consistent with Giberson, Resick, Dickson, Mathelson, Randal and Clark (2009) which states that organizational culture has positive effect on personal value. In addition, Grigoruta (1998) show that Romanian managers must be sensitive to global differences in providing education to ensure that effective cultural educational efforts with personal touches value of employees. Bellou (2008) also identifies that dimensions of organizational culture in hospitals Greece became the basis for the formation of personal values of employees. Lages and Vernandes (2005) states that personal value indicator consists of service value to live peaceful (SVPL), service value to social recognition (SVSR) and service value to social integration (SVSI).The fifth hypothesis states that personal values directly affect on ihsan behavior. Analysis result generates a path coefficient of 0.152 with value of critical ratio (CR) of 0.72, CR value <1.96. It means that there is no significant direct effect between personal values on ihsan behavior at 95% confidence level with a probability value (p-value) 0.4746. Therefore, research hypothesis 5 was rejected. The results of this study support the research of Wu, Hu and Jiang (2012) with title is “subordinate's loyalty is a precondition of supervisor's benevolent leadership? The moderating effects of supervisor's altruistic personality and perceived organizational support”. When the supervisor has a high level of altruistic personality or POS, SLL association with ihsan behavior becomes weaker. So leaders with personal values have a negative relationship to ihsan behavior.Ajzen (2001) in Theory of Planned Behavior (TPB) states that trust is initial step for personal values to shape attitude. Planned behavior with attitude, subjective norm, and perceived behavioral control desire was constructed as a factor affecting behavior. Ajzen's theory has not been proven at research in Masyithoh hospital. Possible reason is because factors associated with individual control, namely perceived behavioral control (PBC). At any given time people have a motive to conduct a behavioral goal, but behavior is aimed at first to be different and behavior of people lack of confidence or control over their own behavior (Miller, 2005, p.127). It is reinforced by the Quran that Islam regards every human being has a different potential, up to every person required to fulfill their religious orders in accordance with level of each ability (QS.6: 152). We do not impose on anyone.... but according to his ability.... (Qur'an, Al-An'am).Individual is smallest element of a society in formation of personal values as a Muslim. In order to create personal value as individual, and as a people, such differences can not be denied. In fact Islam recognizes the element of diversity (heterogeneity) and homogeneity (similarity). V. CONCLUSIONS AND RECOMMENDATIONS Conclusion Based on research objectives, hypothesis testing results, discussion, and research contributions that have been described in previous chapters, conclusions that can be obtained is presented below.
[1] This study result proves that organizational culture has positively effect but does not significantly effect on ihsan behavior. This means that better organizational culture at Hospital Masyithoh can improve ihsan behavior of nurses in RS Masyithoh, although at insignificant meaningful levels.
[2] Organizational culture can affect leadership. This means that existence of leadership is directly related to organizational culture of Masyithoh Hospital. Leaders are able to understand culture that grew in RS Masyithoh. It is one of capital to create ihsan behavior Masyithoh Hospital.
[3] Leadership does not able to affect ihsan behavior. This means that existence of leadership is not directly related to ihsan behavior in Masyithoh Hospital, a leader has not been able to create ways that foster ihsan behavior in Masyithoh Hospital.
[4] Organizational culture can affect personal values. This means that existence of personal value is directly related to organizational culture of Masyithoh Hospital. Human values can increase ihsan behavior of nurses.
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[5] Personal value does not able to affect ihsan behavior. This means that existence of personal value is not directly related to ihsan behavior in Masyithoh Hospital. Values espoused by nurses shows obstacles factors associated with individual control, namely perceived behavioral control (PBC).
Suggestion : Based on research conclusions, following suggestions can be given of results of this research. Masyithoh Hospitals should create the right organizational culture so as to create ihsan on employee behavior. Ihsan behavior is very important in service sector hospitals due to kindness of a nurse will give high satisfaction to patients and their families. LMX leadership should be re-examined at Hospital Masyithoh. It is based on results of a negative effect on ihsan behavior. To improve ihsan behavior of nurse, leader role should strong, to be able to create ways that improve ihsan behavior in Masyithoh Hospital. Service Value of peaceful live (SVPL), Service value to social recognition (SVSR), and Service value to social integration (SVSI) should not be applied in RS Masyithoh. It is based on results of a negative effect on ihsan behavior. To improve behavior of nurse’s charity, Islamic-based personal value may be more appropriate. Although culture, leadership, and personal value is not significant, but its effect on ihsan behavior is still positive, thus still relevant to create culture, leadership, and human values that further improve ihsan behavior. These results pave the way for further research on organizational culture, leadership, personal values, and ihsan behaviors are based on Islamic concept. Researchers should start with culture, leadership and personal values with Islamic human values. Research subjects should wider, more varied subcultures-that can describe other subcultures that exist in hospital. It also needs to study the ways of culture or core values affect on behavior in workplace, especially ihsan behavior. REFERENCES
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