organizational culture thesis

• Browse All Articles
• Newsletter Sign-Up

OrganizationalCulture →

No results found in working knowledge.

• Were any results found in one of the other content buckets on the left?
• Try removing some search filters.
• Use different search filters.

Essay on Organizational Culture

Organizational culture: essay introduction, project management & organizational design, the importance of culture in an organization: formal management vs parent company, organizational culture: essay conclusion.

Culture in an organization refers to the values, beliefs, history and attitudes of a particular organization. Culture also refers to the ideals of an organization that dictate the way members of the organization relate to each other and to the outside environment.

An organization’s culture defines its values; the values of an organization refer to the ideology that the members of an organization have as pertains their goals and the mechanisms to be used to achieve these goals. The organization’s values map out the way employees are required to behave and relate to each other in the workplace (Allan, 2004).

There is a very important need to develop healthy cultures in all organizations whether they are religious, commercial or institutional. The culture of an organization determines how it is perceived both by its own employees and its stakeholders. The managers of an organization are said to be able to influence the culture of the organization. This can be done by the implementation of various policies that lead to a culture change.

Many organizations have two types of cultures, the culture that management wants to enforce and a culture that dictates the relationships of the employees among each other. Many institutions have been found to have a persistent and hidden culture among the employees. This is the biggest task to organizational management; how to replace the employee culture with the desired culture (Young, 2007).

There are two types of culture; namely strong culture and weak culture. Strong culture is whereby the actions and beliefs of the employees are guided by the values of the company. Such a culture ensures smooth and efficient flow of an organization’s activities. Strong cultures result in successful and united organizations.

Weak culture on the other hand refers to instances where the activities of the employees are not guided by the values of the company. A weak culture results in the need for a strict administration that is bureaucratic so as to ensure that the company’s activities flow well. Weak cultures result in increased overheads and under motivated employees.

Fig. 1: Organization culture (Burke, 1999).

There are five dimensions of an organization’s culture namely power distance, risk taking tendencies, gender issues and employee psychology. The power distance aspect refers to the mentality among the employees on who wields more power and how much power they wield.

This will vary among organizations as some have more powerful managers as compared to others. Risk taking tendencies refers to the willingness of the employees and the organization to take risks in an attempt to grow and improve (Jack et al, 2003). Employee psychology on the other hand is an aspect that covers issues such as individualism and collectiveness mentalities in an organization. Companies that have a collective psychology have been found to work and do well as compared to individualistic ones.

The individualistic psychology has been found to cause a lack of coordination and flow of activities in organizations. Lastly the gender dimension refers to the mentality of an organization’s employees towards members of the male and female genders. Companies that view women as weaker and disadvantaged sexes have been found to discriminate among each other and result in a reduction of the employee cooperation levels (Jack et al, 2003).

There are four types of cultures in modern day organizations, role cultures, power cultures, person cultures and task cultures. Role cultures exist in organized and systematic organizations where the amount of power that an employee has is determined by the need that they fulfill in the organization.

Power cultures are those that have a few powerful individuals who are required to drive and direct the rest of the organization. Person cultures are cultures that exist when an organization’s employees feel superior to the company; this is a common culture in most law firms and firms that are formed by individual professionals who merge with others to form organizations. A tasks culture is a culture that is geared towards accomplishing tasks and doing things.

It is very important to understand the culture of an organization so as to enable an organization to map out the type of management that suits it. Culture as mentioned, is the accepted standard in which the employees of an organization relate to each other and to the stakeholders.

There are several factors that affect the culture of an organization. These include technological exposure, environmental conditions, geographical situation, organizational rules and procedures and influence of organizational peers on a subject. Such factors affect the culture of an organization and in the long run its management structure (Johnstone et al, 2002).

Organizational cultures can have both positive and negative effects on the organization. Negative and unwanted cultures are those that oppose change in an organization. These cultures have the tendency of inhibiting the innovation and implementation of change in an organization. Therefore the understanding of an organization’s culture can be used to determine:

• Why certain projects of the organization have failed or are failing
• Aspects of the culture that hinder innovation and change
• What needs to corrected so as to improve how the organization operates
• The origin of certain culture within an organization
• Measures that can be taken so as to introduce new culture or improve on the current culture

An in depth understanding of an organization’s culture is important so as to allow project managers and other managers to affect the mode in which activities are carried out. To influence the performance of the organization an understanding of its cultures is very necessary so as it enables the management to filter its employees and choose performers from non performers (Johnstone et al, 2002).

The proper understanding of organizational culture and its use in deciding a suitable management structure cannot be stressed further. The success of a project depends on how it is managed. There are three major types of project management namely; project, functional and matrix management structures.

Functional management refers to the type of management that focuses on specialty areas and skills. The departments and responsibilities are determined by the skills of the members. There is vertical and horizontal communication between the departments. To allow operation of all arms of the organization bureaucratic means are used so as to ensure smooth flow of the business.

This type of management tends to reduce operational costs and encourage the specialization of labour. Specialization in turn leads to better efficiency and standardization of activities. Disadvantages of the functional approach include the integration of budgets, operational plans and procedures into the project activities making it cumbersome to implement (Kloppenborg, 2009).

Fig.1: Functional project management (Young, 2007).

Project based organization on the other hand is whereby the activities of a company are organized according to its ongoing projects. This type of management is based on the objectivity principle that emphasizes the importance of solid objectives in improving the efficiency of an organization’s processes.

This principle is used in scenarios that require the efficient management of projects that involve activities from different disciplines e.g. medicine, engineering, law.

The advantages of such management techniques include the fact that power and responsibility is decentralized and is carried out by managers of different teams. Such a management technique also allows for the proper utilization of time, leads to reduced cost and enhanced quality levels. Such a management technique is suitable for certain company profiles and cultures, for example:

• Management of large projects and organizations that require the delegation of responsibilities
• Situations with restricted cost and specification parameters
• Situations that require the coordination and completion of projects from different but interrelated disciplines
• In cultures that value responsibility and accountability of ones actions / decisions
• Cultures that encourage communication among all management levels

Fig. 2: Example of a project based management (Allan, 2004).

The project based management structure also faces a few limitations like any other structure. Limitations include the inability of a project manager to mobilize all the resources of a company as he has direct control of only what falls under his area of specialty. Employees and managers of such projects have been found to become slack towards the termination of projects due to the fear of losing their jobs once their projects have been completed (Kloppenborg, 2009).

Due to the limitations of both the operational and functional management structures the matrix was developed. This structure combines both structures to form a hybrid structure. In this type of structure there are two types of managers, namely functional and operational who work together in the same system.

The functional managers are responsible for the distribution of resources in their specialty departments and the operational managers coordinate and manage the activities of their departments. The functional managers are also responsible for overseeing all the technical decisions that fall under their departments.

This method of management has its advantages such as: the project manager oversees all activities that fall under his department. He has all authority and power and thus this eliminates the wastage of time as a result of quarrels and conflicts among the top levels of an organization.

Secondly the manager is able to use organization resources in facilitating the execution of the intended goals and objectives of the company. Disadvantages include the conflicts and coercion between project managers and functional managers that is bound to occur in such a setting. This kind of relationship has an eventual effect on employee motivation as it often results in the demoralization of employees (Young, 2007).

Fig. 3: Matrix management structure (Burke, 1999)

There are various factors that are considered when choosing the management structure of a project. These include the type of activities to be carried out, their importance / order of priority, the human skill required, the amount of time needed and the resources that are required to accomplish the set targets.

Situations that require extensive cooperation and interaction of the functions of an organization require matrix types of management. However there is no optimum type of organization and the organization must strive to come up with solutions to its unique needs and situations.

For a project to be well managed a healthy culture of communication must be developed. Communication theories propose that the project manager should always be like the hub of a bicycle. This means that the project manager acts as a focal point through which suggestions and results are received from various stakeholders.

The project manager also acts as the supporting point for the communication wheel. It is therefore very important for project managers to assist in maintaining a good communicative culture within the organization (Burke, 1999).

Factors such as nature of businesses in which the organization is in, size of projects and type of projects will also have a strong impact on the type of management structure that an organization may use.

Formal management has an overall effect on the operations of an organization. The type of management that an organization has ultimately affects how its activities are carried out. Formal management is important in an organization as it serves as a foundation on which an organization’s goals and principles are guided. There are various guidelines that dictate the behavior and characters of managers in formal systems.

Managers in formal managements are required to have high integrity / moral standards, should be an effective communicators and listeners of others. Managers serve as the basis through which a formal management system is enforced. The project manager should also relate well with people.

He should have the ability to motivate and influence his workers positively. The project manager is also bestowed with the responsibility of ensuring that all aspects and stakeholders of a project work together for the common good of the organization. The manager is also responsible for setting time frames and ensuring that the project adheres to the set schedules.

This serves the purpose of ensuring that there is timely flow of an organization’s activities. Project managers are also required to make assessment of risks that could affect a project and try to manage the risks. In summary, project managers make up the backbone of any formal project management system and the performance of any project depends on the managers themselves (Burke, 1999).

There are three distinct characteristics that define a formal management structure; formality, the presence of groupings and the implementation of various systems. There exist rules and regulations that govern the relationships of the members of the organization. These rules also guide the reporting mechanisms of the members and the responsibilities / power which each member holds. These rules and regulations form the basis of all relationships and activities within the organization.

Formal organizations also group their members into teams and taskforces that are designed to suit various needs within the organization. For example accountants will usually be grouped together, designers with fellow designers and so forth. The groupings form departments and many departments form the organization.

However formal management has been said to be a very rigid mechanism by which an organization / project should be kept in check. This is because failure on the part of the managers would result in the total collapse of the organization. This is because managers are expected to provide guidance, direction and ensure that all members perform their duties.

Culture on the other hand is a better driver as it does not need to be enforced by anyone. Culture is self driven and once the members of an organization have adopted a desirable culture they will conduct themselves in accord to the culture without being supervised by a manager (Johnstone et al 2002).

Culture is also a better means of ensuring that a project is completed as it allows people to go out of the set boundaries and make innovations. Culture driven projects are better as they allow for unified and independent thinking at the same time. Whereas a formal management structure relies on the manager to make decisions a culture driven project accepts all decisions as long as they fall under the culture boundaries of the organization.

Formal management structures are slow and time consuming. This is because all major decisions and control is dependent on the managers. This leads to a very slow decision making process as the managers have to receive reports from members, deliberate on the reports and then give their recommendations. In cases where the manager is slow or is not presence this hinders the further development of the project (Young, 2007).

Many organizations that employ the formal type of management usually group their employees into departments. The departments are usually made up of people with common skills and areas of expertise. However such departmental setups hinder the exchange and sharing of ideas between people of different areas of expertise.

Due to the formal setup members from different departments lack a common factor that would enhance cooperation between the departments. This leads to poor coordination between the departments. In culture driven organizations, the members are unified by the common culture and this enhances the cooperation levels of the employees. Culture driven projects are therefore much more organized and have a better flow of activities as compared to formal projects (Kloppenborg, 2009).

Formal management of projects requires the mapping out and development of clear cut systems that will ensure the smooth flow of the project. These systems are essential in ensuring efficient execution of the project and its activities. Culture driven projects however do not need such a system so as to run smoothly. The culture itself forms a dynamic system through which all the activities are executed effectively.

Strategic management is a major component of formal management systems. It involves the science and methodologies of formulating cross functional parameters that enable an organization to achieve its objectives. Strategic management involves the development of missions and visions, mapping out of objectives and the making of critical decisions for the company (Allan, 2004).

Projects in formal management are stepping stones on which a firm uses to achieve its goals and objectives. The project development processes of a firm are driven by its strategic development goals and objectives. Examples of strategic elements include mission, objective, goals, programs and workable strategies.

Formal management is however beneficial as it promotes proper and sober decision making as compared to culture based management. This is because decision making and planning activities in a formal management are usually done after careful consideration and assessment. Culture based management is however prone to errors and misguided actions due inadequate consideration and thinking.

From the study it is evident that culture is an important aspect of any organization. Culture has been found to affect the behavioral attitudes of a company’s employees and the manner through which these attitudes are manifested. The strong impacts of culture have resulted in the need for managers to find ways to affect the culture of their employees and of the work places.

By influencing the culture of an organization the managers are therefore able to influence the way the organization operates. Culture is an unsaid norm which the members of an organization abide to (Jack et al, 2003).

Organizations implement different types of organization structures. The type of organization structure implemented depends on the size and project characteristics. The type of project management has an effect on the eventual delivery of the project. The study has shown that there is no perfect method of management.

Managers of projects are therefore required to assess and identify the appropriate structure for their specific conditions. Project management structures have a great effect on the quality and effectiveness of the organization’s activities (Allan, 2004).

The study has brought to light the importance of proper culture in an organization. Culture has been found to be a better determinant of employee behavior as compared to formal management. Formal management is dependent on the enforcement of those in authority / wield power.

Culture on the other hand is enforced by the members themselves as they are part and pertinent of the culture. Formal management has also been found to be excessively bureaucratic and procedural and thus its implementation is rather cumbersome and expensive. Culture has therefore been found as the most appropriate way of managing a project.

Allan, B., 2004. Project Management: tools and techniques for today’s ILS professional. London: Facet Publishing.

Ashish, D., 2010. Project management Module. Hull: University of Hull.

Burke, R., 1999. Project Management, Planning and control Techniques. Chichester: Wiley.

Jack, M. & Mentel, S., 2003. Project Management: A Managerial Approach. New Jersey: Wiley and Sons.

Johnston, R. Chambers, S. & Slack, N., 2002. Operations management . Essex: Pearson Publishers.

Kloppenborg, T., 2009. Project management A Contemporary. Chicago: Xavier University.

Young, T., 2007. The Handbook of Project Management, A practical Guide to Effective Policies and Procedures . Washington: Kogan Page publishers.

• Chicago (A-D)
• Chicago (N-B)

IvyPanda. (2023, December 21). Essay on Organizational Culture. https://ivypanda.com/essays/organizations-culture/

"Essay on Organizational Culture." IvyPanda , 21 Dec. 2023, ivypanda.com/essays/organizations-culture/.

IvyPanda . (2023) 'Essay on Organizational Culture'. 21 December.

IvyPanda . 2023. "Essay on Organizational Culture." December 21, 2023. https://ivypanda.com/essays/organizations-culture/.

1. IvyPanda . "Essay on Organizational Culture." December 21, 2023. https://ivypanda.com/essays/organizations-culture/.

Bibliography

IvyPanda . "Essay on Organizational Culture." December 21, 2023. https://ivypanda.com/essays/organizations-culture/.

• Formal Organization Structure
• Functional and Functional Viewpoint
• Functional Areas of a Business
• Functional management Vs. Project management
• Formal Planning's Strengths and Weakness
• Functional and Relational Leadership
• Preferred Organizational Structure: Functional Organizational Structure
• Importance of Communication in an Organization - Essay
• Organizational Culture: Data-Driven and Innovative Approaches
• Sociology. Evolution of Formal Organizations
• Management Skills in the 21st Century
• Challenges Inherent in Repositioning a Fast Food Chain
• Impact of Resolution Act of 1998 on Women-Workers
• Leadership and Management Strategies
• The Product and Service Development Process

• Bibliography
• More Referencing guides Blog Automated transliteration Relevant bibliographies by topics
• Automated transliteration
• Relevant bibliographies by topics
• Referencing guides

Dissertations / Theses on the topic 'Change in organizational culture'

Create a spot-on reference in apa, mla, chicago, harvard, and other styles.

Consult the top 50 dissertations / theses for your research on the topic 'Change in organizational culture.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.

Drummond, Geoffrey, and n/a. "Understanding organisation culture, leadership, conflict, and change." Swinburne University of Technology, 1996. http://adt.lib.swin.edu.au./public/adt-VSWT20060821.092317.

Wion, Jennifer Lynn. "The assessment of an organizational culture change." CSUSB ScholarWorks, 1992. https://scholarworks.lib.csusb.edu/etd-project/1127.

Banish, Bryan J. (Bryan John) 1971, and Muhammad I. 1960 Nawaz. "The role of culture in organizational change." Thesis, Massachusetts Institute of Technology, 2003. http://hdl.handle.net/1721.1/29712.

Noyes, Christopher M. (Christopher Michael) Carleton University Dissertation Management Studies. "Creativity, change and culture; an investigation into the relationship between organizational culture and innovation." Ottawa, 1992.

Isaksson, Malin, and Hanna Nikolausson. "Establishing an Environmentally Friendly Organizational Culture." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-89353.

Harris, Cory Dalton. "Organizational change and intellectual production the case study of Hohokam archaeology /." Tucson, Ariz. : University of Arizona, 2006. http://etd.library.arizona.edu/etd/GetFileServlet?file=file:///data1/pdf/etd/azu%5Fetd%5F1489%5F1%5Fm.pdf&type=application/pdf.

Novitskaya, Anna, and Momina Rajput. "Role of Organizational Culture in Creating Readiness for Change Project." Thesis, Umeå universitet, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-85603.

Aaltio-Marjosola, Iiris. "Cultural change in a business enterprise : studying a major organizational change and its impact on culture /." Helsinki : Helsinki School of Economics and Business Administration, 1991. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=005951583&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

Kalamata, Glykeria. "Organizational Culture, Justice, Equality and Change in Youth Organizations : The success story of the non-governmental organization 'System and G'." Thesis, Linköpings universitet, Tema Genus, 2018. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-149004.

Lee, John 1957 Dec 10. "Effective global teams : impact of organizational culture change and national culture differences." Thesis, Massachusetts Institute of Technology, 2000. http://hdl.handle.net/1721.1/9200.

Ershaghi, Hames Marsha. "Ethical leadership as an enabler of organizational culture change." Thesis, Pepperdine University, 2013. http://pqdtopen.proquest.com/#viewpdf?dispub=3567265.

We are emerging from a decade plagued with headlines of crises that tell the narrative of the cost of organizational culture. Evolving before our eyes, the world is acutely focused on the actions of individual leaders and the organizational cultures that have cultivated low-trust and high-fear environments, dysfunctional and failing organizational cultures. Drawing from research in organizational theory, moral philosophy, psychology and sociology, the study focuses on organizational cultures, the role of leadership in enabling healthy cultures. This exploratory, qualitative study utilizing the grounded theory approach addressed the question of how organizations are establishing and reinforcing acceptable ethical leadership behaviors and principles and the factors critical in the role of leadership as an enabler of ethical cultures. The research explores how these leadership behaviors are manifested, and what is the impact and potential consequences these leadership behaviors have on creating healthy organizational cultures. The framework for this exploratory study was to research the questions and assess the phenomena from multiple perspectives. A process of data triangulation was performed, including an evaluation of multiple forms of primary and secondary sources. An analysis of the convergence and disparities of the data patterns resulted in the emergence of the key factors informing the grounded theory. The study points to the importance of leaders as visible and reflective models of organizational culture, especially at the middle layer of the organization. The study points to some emergent themes and effective practices that organizations can utilize to build and frame their ethical leadership development programs and initiatives. These themes include that rules and policies alone, do not provide a sustainable framework for mitigating leadership behavior. Other themes include social learning tools as channels for reinforcement and peer support of ethical decision making practices, evaluation of multiple perspectives of a situation, framing guidance with a tone set through the middle layer of an organization, and implementing diverse activities with a cadence of frequent contact over time. Implications and recommendations for leadership development in the areas of organizational development and business ethics are outlined. Suggestions for future study include organizational reputation management, phenomena of sensationalism and global transparency.

Bischoff, Lena. "Organizational culture persistence versus change : How organizational culture is interpreted and formulated in the work life of a company with a cultural focus." Thesis, Linnéuniversitetet, Institutionen för organisation och entreprenörskap (OE), 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-67408.

Cepková, Jana. "Návrh změny organizační kultury ve vybraném podniku." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2012. http://www.nusl.cz/ntk/nusl-223646.

Peplow, Amber Leigh. "Creating change in the SEIU and the AFL-CIO: The role of identity." Diss., Texas A&M University, 2003. http://hdl.handle.net/1969.1/2263.

Sahin, Asu. "Manifestations Of Curriculum Change On Organizational Culture: Teachers&#039." Phd thesis, METU, 2012. http://etd.lib.metu.edu.tr/upload/12614303/index.pdf.

Merican, W. Rohana A. "Organizational culture and change : assessing impact in British Higher Education." Thesis, University of Strathclyde, 1993. http://oleg.lib.strath.ac.uk:80/R/?func=dbin-jump-full&object_id=21273.

Adesina, Anthonia. "Diversity officers : symbols of diversity-oriented organizational culture change programmes." Thesis, Cardiff University, 2017. http://orca.cf.ac.uk/106475/.

Bollar, Suzanne L. "The impact of organization culture on employee work attitudes, readiness for change, and organizational performance." Diss., Georgia Institute of Technology, 1996. http://hdl.handle.net/1853/28970.

Barker, Antony Ellis. "The role of culture in post-merger performance." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/29335.

Britton, Garth Murray, and garth britton@netspeed com au. "On Reading Lines in Shifting Sands: making organisational culture relevant." The Australian National University. College of Business and Economics, 2007. http://thesis.anu.edu.au./public/adt-ANU20071105.161653.

Chew, Lim Fee-yee. "Evolution of organisational culture : a Singapore experience /." Hong Kong : University of Hong Kong, 1997. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18969173.

Eriksson, Linn, and Hanna Santesson. "Organizational Culture in a Remote Setting : A Qualitative Study on Organizational Culture and the Effects of Remote Work." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-448645.

Heidrich, Balázs. "The change of organizational culture in the transition period in Hungary /." Miskolc : Univ. of Miskolc, 1999. http://www.gbv.de/dms/zbw/348590555.pdf.

Ek, Charlotta, and Elin Storm. "Step by step vs. Culture : A strategy for managing change." Thesis, Linköping University, Project management, Innovations and Entrepreneurship, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-16591.

Even though companies are facing a continuously changing environment, far from all businesses manage to succeed with their organizational changes. (Olson, 2008) If wanting to meet market demands and avoid unnecessary costs it is important to ask the question if we can, in some way, predict, understand or influence the process of change. (Ahrenfelt, 2001) The purpose of this thesis is to determine if life-cycle theories can be used exclusively when planning and managing a process of change. To answer the purpose, the thesis is based upon a qualitative case study at Consafe Logistics group. Theobjective with the empirical studies, executed through nine interviews with various managers, was to determine whether or not life-cycle models and organizational culture can be of assistance when managing change. The studies showed that the opinions differ between the respondents and that the topics internal communication and documentation were frequently brought up during the interviews.

Theoretically, this thesis addresses different life-cycle change theories and an alternative model for implementing change through organizational culture. Furthermore the theoretic section considers the areas Project organization, Leadership in processes of change, Knowledge, competence & education, Internal communication and Documentation. The thesis showed that applying life-cycle theories to a change can be of limited use since there are big difficulties in placing the different activities throughout the change in achronological order. The theories can be used however to highlight the relationship between activities which can be useful for making time savings. Irrespective of the order activities are managed in a process of change, measurable goals, feedback and support throughout the process are central for the change’s outcome. This thesis has resulted in a general life-cycle model for managing organizational change based upon existing theoriesand empirical studies. Finally, culture and inertia are described as two factors that either facilitate or inhibit the success of the change depending on how they are managed.

Paul, Gary William. "Strategies to create a post-merged organisational culture conducive to effective performance management." Thesis, Nelson Mandela Metropolitan University, 2011. http://hdl.handle.net/10948/d1010857.

Lindmark, Felicia, and Petra Nilsson. "Breaking the glass ceiling : How to change an organizational culture to increase the share of women at executive level." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-255863.

Davis, Brooke. "What Is Needed to Enable a Cultural Shift in the Market Research Department at the Gangler Company?" Thesis, University of North Texas, 2014. https://digital.library.unt.edu/ark:/67531/metadc700092/.

Holtzhausen, Natasja. "Die rol van die openbare bestuurder in die ontwikkeling van 'n organisasiekultuur : 'n normatiewe beskouing (Afrikaans)." Diss., University of Pretoria, 2000. http://hdl.handle.net/2263/26956.

Amon, Faith Sophie. "Organizational change communication, identity, image, and culture the case of care international /." [Gainesville, Fla.] : University of Florida, 2004. http://purl.fcla.edu/fcla/etd/UFE0004702.

Huston, J. T. "Transition to a focused factory of the future : a case study of an organization's cultural change." Virtual Press, 1987. http://liblink.bsu.edu/uhtbin/catkey/487504.

Matthysen, Megan. "The relationship between readiness to change and work engagement: a case study within an accounting firm undergoing change." Thesis, Nelson Mandela Metropolitan University, 2016. http://hdl.handle.net/10948/11553.

Kumar, Vijay. "Organisation culture : definition, values, change and participation in two shires /." View thesis, 2000. http://library.uws.edu.au/adt-NUWS/public/adt-NUWS20031121.113358/index.html.

Jordan, Portia Janine. "The relationship between organisational culture, transformational leadership and organisational change outcomes in private intensive care units." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/6401.

Gethin-Jones, Rachel. "The impact of employee perceptions and organisation-related employee attributes on employee outcomes after restructuring /." St. Lucia, Qld, 2004. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe17814.pdf.

McLaughlin, Patrick. "Exploring aspects of organizational culture that facilitate radical product innovation in a small mature company." Thesis, Cranfield University, 2006. http://hdl.handle.net/1826/1119.

Hartl, Eva [Verfasser]. "Organizational Culture in Digital Transformation : On the Objectives, Characteristics, and Implications of Digital Culture Change / Eva Hartl." Berlin : epubli, 2020. http://d-nb.info/1216752737/34.

Cruz, Orlando Ferreira da. "Impactos dos processos de mudanças na cultura organizacional: um estudo na secretaria municipal de economia e finanças da prefeitura de Manaus." reponame:Repositório Institucional do FGV, 2002. http://hdl.handle.net/10438/3820.

Bowa, Mabvuto. "Exploring differences between organisational cultures in a company undergoing change." Thesis, Rhodes University, 2003. http://hdl.handle.net/10962/d1006287.

Franczak, Jennifer Lynn. "EXPOSURE TO DOWNSIZING: A LONGITUDINAL EXAMINATION OF CHANGE IN COLLECTIVE TRUST." OpenSIUC, 2013. https://opensiuc.lib.siu.edu/dissertations/674.

Williams, David John. "Corporate culture in preparatory schools : the business of independent education." Thesis, University of Southampton, 2001. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.343009.

Lynch, Owen Hanley. "Humor at work: using humor to study organizations as a social process." Diss., Texas A&M University, 2005. http://hdl.handle.net/1969.1/2390.

林慧瑜 and Lim Fee-yee Chew. "Evolution of organisational culture: a Singapore experience." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1997. http://hub.hku.hk/bib/B31236716.

Visser, Ronelda. "Corporate culture in a democratic South Africa." Thesis, Cape Peninsula University of Technology, 2005. http://hdl.handle.net/20.500.11838/1661.

Tucker-Lloyd, Julia E. "Leadership Influence and Organizational Culture Influence in Private Schools: A Comparative Multiple Case Study on the Relationship between Organizational Culture and Strategic Leadership." VCU Scholars Compass, 2019. https://scholarscompass.vcu.edu/etd/5811.

Vitale, Dean C. Armenakis Achilles A. "Organizational change recipients and choosing an opinion leader a mixed methods investigation /." Auburn, Ala, 2008. http://repo.lib.auburn.edu/EtdRoot/2008/SUMMER/Management/Dissertation/Vitale_Dean_35.pdf.

Santoriello, Anthony John. "Assessing Unique Core Values with the Competing Values Framework: The CCVI Technique for Guiding Organizational Culture Change." PDXScholar, 2015. https://pdxscholar.library.pdx.edu/open_access_etds/2315.

Crespell, Pablo Javier. "Organizational climate and innovativeness in the forest products industry /." Connect to this title online, 2007. http://hdl.handle.net/1957/4932.

Befile, Nomawethu. "The relationship between organisational culture, transformational leadership and organisational change outcomes in public intensive care units." Thesis, Nelson Mandela Metropolitan University, 2017. http://hdl.handle.net/10948/14576.

Dhir, Saloni. "The changing nature of work, leadership, and organizational culture in future ready organizations." Scholarship @ Claremont, 2019. https://scholarship.claremont.edu/cmc_theses/2064.

Regjo, Kathryn S. "Program assessment and culture change| Understanding organizational culture change resulting from the development and implementation of student learning outcomes assessment at the program level." Thesis, University of Pennsylvania, 2014. http://pqdtopen.proquest.com/#viewpdf?dispub=3635762.

The following explores the phenomenon of perceived organizational culture change resulting from involvement in the establishment of program-level student learning outcomes assessment at colleges and universities. The goal of the research was to understand what elements of organizational culture may have changed on the part of the faculty and administration during the assessment development and implementation process, and how the combined effects may have shifted elements of organizational culture.

Two primary research questions guided the exploration of perceived organizational culture change. The first question focused on how the process of developing and implementing plans to assess student learning at the program level influences the attitudes, behaviors, values, and practices of faculty. The second question considered ways in which the assessment initiative changed or affected the program's organizational culture.

Critical to answering these research questions for each program studied was an understanding of the assessment development and implementation process. Further, it was important to identify and comprehend those decisions perceived most influential on the organizational culture of the program's faculty and administration.

The review of current knowledge supported and focused on research from the following four areas: 1. a basic history of assessment and the role of accreditation; 2. perceived cultural conflicts associated with assessment; 3. institutional interpretations of assessment; and, 4. research on organizational culture and the change process most relevant to higher education.

The researcher used the qualitative method of case study analysis and focused on efforts at three private liberal arts institutions. Selected from each institution were two programs of study that have successfully established learning goals and methods to measure student learning.

Across the three institutions and six programs studied, common themes and unique features emerged relative to the process of assessment development and the elements indicative of organizational culture change. Further, general assertions emerge concerning how the program's efforts affect attributes of organizational culture.

Both faculty and administrators may benefit from the conclusions of the research. Individuals charged with demonstrating academic integrity as well as those involved in the decision-making process regarding measuring student learning may also find the research valuable.

Got any suggestions?

We want to hear from you! Send us a message and help improve Slidesgo

Top searches

Trending searches

solar eclipse

25 templates

16 templates

autism awareness

28 templates

12 templates

35 templates

7 templates

Leadership and Organizational Culture Thesis Defense

Leadership and organizational culture thesis defense presentation, free google slides theme and powerpoint template.

Leadership and organizational culture are topics that are becoming more and more relevant in the business world. If you are preparing a thesis on it, we suggest you to use this geometric style template, which will give a modern and cool touch to your thesis defense. Moreover, to make it more eye-catching for the committee, we have added a color filter to the images, and we have combined the backgrounds of the slides in blue and cream colors. Download this presentation and get ready to become a doctor.

Features of this template

• 100% editable and easy to modify
• 24 different slides to impress your audience
• Contains easy-to-edit graphics such as graphs, maps, tables, timelines and mockups
• Includes 500+ icons and Flaticon’s extension for customizing your slides
• Designed to be used in Google Slides and Microsoft PowerPoint
• 16:9 widescreen format suitable for all types of screens
• Includes information about fonts, colors, and credits of the free resources used

How can I use the template?

Am I free to use the templates?

How to attribute?

Attribution required If you are a free user, you must attribute Slidesgo by keeping the slide where the credits appear. How to attribute?

Related posts on our blog.

How to Add, Duplicate, Move, Delete or Hide Slides in Google Slides

How to Change Layouts in PowerPoint

How to Change the Slide Size in Google Slides

Related presentations.

Premium template

Unlock this template and gain unlimited access