Current Search: Organizational culture (x)
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- Title
- The Relationships Among the Behavioral Agility of School Leadership Teams, Culture, and Performance.
- Creator
- Shaw, Carletha B., Shockley, Robert, Morris, John D., Florida Atlantic University, College of Education, Department of Educational Leadership and Research Methodology
- Abstract/Description
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This quantitative, non-experimental study was conducted to investigate the relationship among the behavioral agility of school leadership teams, school culture, and school performance. Additionally, the study sought to determine whether the influence of these variables and/or their relationships are modified by alterable and unalterable characteristics of the school. The study utilized Pisapia’s (2009) Strategic Leader Questionnaire (SLQ) to measure school leadership team’s behavioral agility...
Show moreThis quantitative, non-experimental study was conducted to investigate the relationship among the behavioral agility of school leadership teams, school culture, and school performance. Additionally, the study sought to determine whether the influence of these variables and/or their relationships are modified by alterable and unalterable characteristics of the school. The study utilized Pisapia’s (2009) Strategic Leader Questionnaire (SLQ) to measure school leadership team’s behavioral agility in using five leadership influence actions (managing, transforming, bridging, bonding, and bartering). Cameron and Quinn’s (2005) Organizational Culture Assessment Instrument (OCAI) was used to determine if the school’s dominant organizational culture type (adhocracy, clan, hierarchy, or market) mediated the behavioral agility of school leadership teams and school performance. The study included 65 schools and approximately 1,500 classroom teachers from a very large urban school district located in the Southeast United States. The results indicate that behavioral agility, unidimensional and multidimensional factors, were significantly correlated to each organizational culture type, with the exception of the managing behavior subfactor in clan and adhocracy cultures. Student suspension moderated the relationship between behavioral agility and school culture. There was no relationship found between school culture and school performance; however, it was found that minority percentage negatively correlated market culture and school performance and student attendance negatively correlated both hierarchy and market cultures and school performance.
Show less - Date Issued
- 2018
- PURL
- http://purl.flvc.org/fau/fd/FA00005966
- Subject Headings
- Educational leadership, Organizational culture, Schools, Agility
- Format
- Document (PDF)
- Title
- Corporate strategic reorientation and adjustment: A longitudinal analysis of the effects of top management teams.
- Creator
- Peyrefitte, Joseph Armand, Florida Atlantic University, Golden, Peggy A.
- Abstract/Description
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The impact of executive cognitive bases and values on corporate strategic change was examined in a longitudinal study of the computer hardware industry. Corporate strategic change was separated into pattern and magnitude dimensions as suggested by Ginsberg (1988). These dimensions complement the logic of Tushman and Romanelli (1985) who suggest that organizations proceed through long periods of stability or adjustment, punctuated by periods of metamorphic change or reorientation. I proposed...
Show moreThe impact of executive cognitive bases and values on corporate strategic change was examined in a longitudinal study of the computer hardware industry. Corporate strategic change was separated into pattern and magnitude dimensions as suggested by Ginsberg (1988). These dimensions complement the logic of Tushman and Romanelli (1985) who suggest that organizations proceed through long periods of stability or adjustment, punctuated by periods of metamorphic change or reorientation. I proposed that executive cognitive bases and values would be associated with strategic reorientation but not strategic adjustment since executive perceptions and responses are the internal driving forces that direct and redirect organizations (Romanelli & Tushman, 1988). Panel data analysis techniques were used to test the hypotheses developed in this study. Corporate strategic reorientation and adjustment were operationalized by changes in unrelated and related diversification, and changes in between-stage and within-stage vertical integration, respectively. The mean organization tenure and functional background heterogeneity of top management teams were used as proxies for executive cognitive bases and values. Results provided overall support for the hypotheses. Mean organization tenure was negatively related to unrelated diversification change, while neither mean organization tenure nor functional background heterogeneity were associated with related diversification change. Functional background heterogeneity was positively related to between-stage vertical integration change, however, contrary to expectations, it was negatively related to within-stage vertical integration change. These findings confirm and extend the literature which relates managerial characteristics to strategic change.
Show less - Date Issued
- 1996
- PURL
- http://purl.flvc.org/fcla/dt/12449
- Subject Headings
- Executives, Chief Executive Officers, Strategic Planning, Organizational Change, Organizational Behavior, Corporate Culture, Corporate Reorganizations
- Format
- Document (PDF)
- Title
- An Examination of the Role of Learning in the Work of Community Leaders.
- Creator
- Phares, Leatrice Turlis, Guglielmino, Lucy M., Florida Atlantic University
- Abstract/Description
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This study was designed to examine self-directed learning readiness of volunteer community leaders and to determine if and how they used self-directed learning in their community leadership roles. The sample included volunteer community leaders in South Florida serving as board members in community leadership organizations and Rotarians serving in leadership roles in the Rotary District 6990. The results support the conclusion that community leaders are self-directed learners. They make...
Show moreThis study was designed to examine self-directed learning readiness of volunteer community leaders and to determine if and how they used self-directed learning in their community leadership roles. The sample included volunteer community leaders in South Florida serving as board members in community leadership organizations and Rotarians serving in leadership roles in the Rotary District 6990. The results support the conclusion that community leaders are self-directed learners. They make extensive use of learning projects in their community leadership roles, use a variety of learning methods, and have a need for ongoing learning. The study suggests that designers of training for community leaders might find it valuable to reevaluate and update traditional training programs, utilize or support the identified key methods of learning and recognize that training needs to be applicable, cutting edge, and go beyond local boundaries.
Show less - Date Issued
- 2006
- PURL
- http://purl.flvc.org/fau/fd/FA00000687
- Subject Headings
- Experiential learning, Adult learning, Self-culture, Organizational learning
- Format
- Document (PDF)
- Title
- Identification strategies and unobtrusive control in organizational change initiatives: A textual analysis of corporate newsletters.
- Creator
- Glover, Laurie A., Florida Atlantic University, Darlington, Patricia
- Abstract/Description
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To be successful, organizations that undertake a large-scale planned change initiative must maintain employee commitment and loyalty to the organization. Identification with the organization can support that objective and is crucial in changing organizations when managers often introduce different cultural assumptions, values, and norms than those held by the organization's members. Employee identification with the organization is also pivotal in the employee's decision making process. This...
Show moreTo be successful, organizations that undertake a large-scale planned change initiative must maintain employee commitment and loyalty to the organization. Identification with the organization can support that objective and is crucial in changing organizations when managers often introduce different cultural assumptions, values, and norms than those held by the organization's members. Employee identification with the organization is also pivotal in the employee's decision making process. This study analyses a representative sample of an organization's newsletter published during a reengineering project. Identification strategies of common ground, the assumed we, antithesis and unifying symbols are used as the foundation for analysis. Results show that identification strategies are consistently used in this genre of organizational communication to maintain employee commitment during a change initiative. In addition, three additional tactics of the common ground strategy were uncovered: enlistment, self-congratulation and knowledge-sharing. The implications of these results are discussed.
Show less - Date Issued
- 2001
- PURL
- http://purl.flvc.org/fcla/dt/12837
- Subject Headings
- Organizational change., Newsletters., Communication in organizations., Corporate culture.
- Format
- Document (PDF)
- Title
- Moving Mountains: Animal Rights Organizations, Emotion, and Autodidactic Frame Alignment.
- Creator
- Jarvis, Lee Charles Jr., Goodrick, Elizabeth, Florida Atlantic University, College of Business, Department of Management
- Abstract/Description
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Animal rights organizations, in attempting to affect institutional change in industrial animal agriculture, face an institutional mountain. I show how these organizations, though contesting institutions which are highly reified, tacitly endorsed, and historically inertial, leverage emotional experiences and regulation to incrementally move this mountain. Using a grounded qualitative study of interview data from animal rights advocates and archival data generated by animal rights organizations...
Show moreAnimal rights organizations, in attempting to affect institutional change in industrial animal agriculture, face an institutional mountain. I show how these organizations, though contesting institutions which are highly reified, tacitly endorsed, and historically inertial, leverage emotional experiences and regulation to incrementally move this mountain. Using a grounded qualitative study of interview data from animal rights advocates and archival data generated by animal rights organizations, this study finds that animal rights organizations have encoded both response- and antecedent-focused emotion regulation into two distinct strategies used to garner support for their institutional change project: transgression mining and seed planting. Furthermore, this study expounds upon the role of moral emotional experiences in the individual-level process by which persons alternate into support for animal rights organizations and their goals, here labeled autodidactic frame alignment. Drawing on Goffman’s backstage/frontstage distinction, this study illustrates how emotion’s role in institutional change efforts varies across both level of analysis and areas of interactive life. In doing so, this research adds empirical weight to and extends recent theoretical work expounding upon the emotionally-charged nature of the lived experience of institutions.
Show less - Date Issued
- 2016
- PURL
- http://purl.flvc.org/fau/fd/FA00004645, http://purl.flvc.org/fau/fd/FA00004645
- Subject Headings
- Communication in organizations, Corporate culture, Grounded theory, Management -- Psychological aspects, Operations research, Organizational behavior, Organizational change, Psychology, Industrial
- Format
- Document (PDF)
- Title
- Moving Towards Fairness and Diversity? An Analysis of Perceptions from Employees Working in the United States Department of the Interior.
- Creator
- Beals, Stacey Lisbeth, Sapat, Alka K., Florida Atlantic University, College for Design and Social Inquiry, School of Public Administration
- Abstract/Description
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This dissertation examines how different United States Department of the Interior (USDOI) employees’ perceive fairness and support for diversity. The USDOI is an agency with numerous STEM (science, technology, engineering, and math) employees who have the opportunity to influence future generations through their STEM internship. Specifically, this dissertation examines the relationship between: (1) the perceived fairness of performance appraisals and the empowerment index, demographic...
Show moreThis dissertation examines how different United States Department of the Interior (USDOI) employees’ perceive fairness and support for diversity. The USDOI is an agency with numerous STEM (science, technology, engineering, and math) employees who have the opportunity to influence future generations through their STEM internship. Specifically, this dissertation examines the relationship between: (1) the perceived fairness of performance appraisals and the empowerment index, demographic characteristics, satisfaction, accountability and recognition; and (2) the perceived support (or lack thereof) of departmental programs and supervisors to foster diversity in the workforce and the empowerment index and demographic characteristics. This dissertation accomplishes several things. First, it provides a review of literature relating to gender diversity. Second, it provides a brief history of organizations that were created and acts/executive orders that were passed in order to support women in their fight against gender discrimination. Fourth, it provides a review of the USDOI’s recruitment, promotion, and employment policies. Finally, it presents an analysis of how USDOI employees’ perceptions of diversity differ by gender. This inquiry utilizes a theoretical framework based on Thomas and Ely’s (1996) and Selden and Selden’s (2001) four diversity paradigms; “discrimination and fairness,” “access and legitimacy,” “learning and effectiveness,” and “valuing and integrating.” These paradigms suggest that the true benefits of diversity can only be realized in the valuing and integrating paradigm where employees’ individual differences are used for the betterment of the organization. It is found that women tend not to perceive that their organization supports diversity. It is also found that the empowerment index, federal tenure, pay category, satisfaction, accountability and recognition are important in explaining employees’ perceptions of fairness and that the empowerment index, federal tenure, supervisory status, gender, and minority status are important in explaining employees’ perceptions of support for diversity.
Show less - Date Issued
- 2016
- PURL
- http://purl.flvc.org/fau/fd/FA00004754, http://purl.flvc.org/fau/fd/FA00004754
- Subject Headings
- Employee motivation., Personnel management., Diversity in the workplace., Organizational justice., Organizational behavior--Social aspects., Corporate culture.
- Format
- Document (PDF)
- Title
- Improving methods of communication based on culture in the business environment.
- Creator
- Burton, Walter N., Dorothy F. Schmidt College of Arts and Letters, School of Communication and Multimedia Studies
- Abstract/Description
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The ability to understand the individuals that we deal with on a daily basis can give anyone who focuses on this knowledge a competitive advantage in today's business world. In today's fast paced and globally expanding business world, it is critical to explore innovative approaches that will facilitate the process and time it typically takes to establish business relationships. When it is imperative to quickly create a business relationship between individuals that are unknown to each other,...
Show moreThe ability to understand the individuals that we deal with on a daily basis can give anyone who focuses on this knowledge a competitive advantage in today's business world. In today's fast paced and globally expanding business world, it is critical to explore innovative approaches that will facilitate the process and time it typically takes to establish business relationships. When it is imperative to quickly create a business relationship between individuals that are unknown to each other, identifying the city or region of the individual with whom a relationship is being formed and understanding that culture will help build a common ground which will facilitate and enhance the newly established working relationship. This paper shows how this can be achieved.
Show less - Date Issued
- 2008
- PURL
- http://purl.flvc.org/FAU/165671
- Subject Headings
- Business communication, Communication in management, Organizational effectiveness, Interpersonal relations, Relationship marketing, Corporate culture
- Format
- Document (PDF)
- Title
- The relationship between leadership styles of directors of accredited higher education respiratory care programs and faculty satisfaction, willingness to exert extra effort, perceived director effectiveness, and program outcomes.
- Creator
- Weissman, Nancy L., College of Education, Department of Educational Leadership and Research Methodology
- Abstract/Description
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The purpose of this study was to examine the leadership characteristics of respiratory care program directors and determine the relationship between the director's leadership style, effectiveness, faculty satisfaction, extra effort, and program outcomes. Differences between the directors' perceived leadership style and faculties' perception of the directors' leadership style were also examined. Directors' leadership styles were measured by the Multifactor Leadership Questionnaire (MLQ)....
Show moreThe purpose of this study was to examine the leadership characteristics of respiratory care program directors and determine the relationship between the director's leadership style, effectiveness, faculty satisfaction, extra effort, and program outcomes. Differences between the directors' perceived leadership style and faculties' perception of the directors' leadership style were also examined. Directors' leadership styles were measured by the Multifactor Leadership Questionnaire (MLQ). Director, faculty and program information was measured with a researcher-designed questionnaire. CoARC accredited program directors (n=321) and their full and part-time faculty (n=172) received an e-mail and a web link to obtain demographic information. All participants received an e-mail from Mind Garden, Inc. with a web link to complete the MLQ. Regression analysis and t tests were used to analyze the data. The results found a significant relationship between faculty satisfaction, extra effort, and perceived director effectiveness and each of the predictors transformational, transactional, and passive/avoidant leadership behaviors. There was no relationship between program director leadership style and program outcomes. This study found no difference between the directors' and the faculty's perception of the directors' transformational and transactional leadership behaviors. However, there was a significant difference between the directors' and the faculties' perception of the directors' passive/avoidant behavior.
Show less - Date Issued
- 2008
- PURL
- http://purl.flvc.org/FAU/186324
- Subject Headings
- Educational leadership, Evaluation, College teaching, Evaluation, Organizational behavior, Medical care, Motivation in education
- Format
- Document (PDF)
- Title
- The Role of Interorganizational Trust in the Merger and Acquisition Process.
- Creator
- Parola, Heather R., Ellis, Kimberly M., Florida Atlantic University, College of Business, Department of Management
- Abstract/Description
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Although recognized as an important stage of the merger and acquisition (M&A) process, little is understood about the processes that unfold during deal negotiations. In line with recent qualitative research highlighting the role of interorganizational trust, I examine the role of acquirer trust during M&A negotiations. Specifically, through two essays, I consider the effects of acquirer trust on two outcome variables: the acquisition premium and target executive retention. In Essay One, I...
Show moreAlthough recognized as an important stage of the merger and acquisition (M&A) process, little is understood about the processes that unfold during deal negotiations. In line with recent qualitative research highlighting the role of interorganizational trust, I examine the role of acquirer trust during M&A negotiations. Specifically, through two essays, I consider the effects of acquirer trust on two outcome variables: the acquisition premium and target executive retention. In Essay One, I integrate the social embeddedness theory and agency theory and find that acquirer trust leads to higher premiums. In Essay Two, I integrate the social embeddedness perspective with justice theory and find that the positive relationship between acquirer trust and target executive retention is mediated by justice. Boundary conditions are also considered in each essay. These two essay provide contributions to the nascent literature on M&A negotiations and the complex role of trust in M&A negotiations.
Show less - Date Issued
- 2015
- PURL
- http://purl.flvc.org/fau/fd/FA00004532, http://purl.flvc.org/fau/fd/FA00004532
- Subject Headings
- Consolidation and merger of corporations -- Psychological aspects, Consolidation and merger of corporations -- Social aspects, Corporate culture, Group decision making, Organizational behavior -- Moral and ethical aspects
- Format
- Document (PDF)
- Title
- Rhetoric of Federal Mission Statements: Power, Values, and Audience.
- Creator
- Donohue, John J., Patterson, Patricia M., Florida Atlantic University
- Abstract/Description
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Mission statements are an important part of the strategic planning process. In the federal government they are required for cabinet departments. Research about publicsector mission statements has been limited, compared to research on private-sector mission statements. Mission statements are important as artifacts of organizational culture. They introduce and reinforce important organizational values and can be part of a system of control. Within organizational culture and as part of a system...
Show moreMission statements are an important part of the strategic planning process. In the federal government they are required for cabinet departments. Research about publicsector mission statements has been limited, compared to research on private-sector mission statements. Mission statements are important as artifacts of organizational culture. They introduce and reinforce important organizational values and can be part of a system of control. Within organizational culture and as part of a system of control, mission statements may play a role in creating and maintaining certain power relationships. In this research I examine manifestations of organizational culture and power in cabinet-level federal agencies as expressed in the content and rhetoric of their mission statements. The research presented here examines the mission statements of federal departments and their affiliated agencies and offices. It seeks to identify the importance of mission statements outside of their role in the strategic planning process. The methodology used is Ethnographic Content Analysis (ECA). ECA allows for numerical and descriptive data. Numerically, the researcher creates and counts occurrences of relevant categories of analysis and then uses examples as descriptors. This dissertation describes the content of mission statements and compares it to features other researchers have identified as important for mission statements. In general, the federal mission statements studied here do not include many of the elements that previous research has identified as important for mission statements. Second, the research examines the presence in mission statements of values in general and, in particular, two specific groups of values: New Public Management and Democratic Constitutional values. Both types of values are found in federal mission statements, and the research shows that authors of mission statements are making a choice between the New Public and Democratic Constitutional sets of values. Next, this research looks for evidence of statements of power that are included within the mission statements. Borrowing French and Raven's five bases of interpersonal power for its rubric, this research finds evidence of all five bases of power in these organizational mission statements. Finally, this research looks for the intended audiences of the mission statements and finds that it is often unclear.
Show less - Date Issued
- 2008
- PURL
- http://purl.flvc.org/fau/fd/FA00000606
- Subject Headings
- Mission statements, Strategic planning--United States--21st century, Benchmarking (Management), Organizational effectiveness, Corporate culture, Administrative agencies--United States--Planning
- Format
- Document (PDF)