Bibliography: 1. Mullins L.J.‚ 1996. Management and Organisational Behaviour. 4th ed. Pitman Publishing pp. 246-267 2. Bennett R. 1997. Organisational Behaviour. 3rd ed. Financial Times. Pitman Publishing pp. 181-187 3. Ogbonna E. And Harris L. C. 1999. Leadership styles and market orientation : an empirical study. European Journal Of Marketing 35(5/6). pp. 744-764 4. Yammarino F.J.‚ Spangler W.D. and Bass B.M. 1993. Transformational Leadership and Performance: A Longitudinal
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HANOI UNIVERSITY FACULTY OF MANAGEMENT AND TOURISM ----------o0o---------- RELATIONSHIP BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE (1391 words) The two primary articles: 1.”Impact of Organizational Culture on Employee Performance” written by Awadh‚ A.M and Sadd‚ A.M. (2013) 2. “Organizational Culture as a Root of Performance Improvement” written by Rose‚ R.C; Kumar‚ N; Abdullah‚ H and Ling‚ G.E. (2008) Teacher: Ms. Nguyen Thi Thanh Hang Student: Nguyen Thi Hai Linh
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| Copyright Pittsburg State University‚ Department of Economics Spring 2010 Globalization and the demand for a skilled‚ educated‚ and expeditious workforce pressure organizations to leverage their diverse workforces to gain competitive advantage (Harris‚ 1996). Throughout the next decade‚ the U.S. workforce is forecasted to become even more diverse‚ with 75 percent of the immigrant population arriving in the United States from Asia and Latin America‚ with only five percent coming from Canada and
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subordinate job performance and Drucker‚ P.F. (1999). Knowledge worker productivity: The biggest challenge. Graham‚ C.M.‚ &Nafukho‚ F.M. (2007). Employees’ perception toward the dimension of culture in enhancing organizational learning Harris‚ L. C. and Ogbonna‚ E. (2001)‚ “Leadership style and market orientation: An empirical study”‚ European Journal of Marketing‚ vol Hofstede‚ G. (1980). Culture’s Consequences: International Differences in Work Related Values Hsu‚ H. Y. (2009)‚ “Organizational
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complete concrete systems‚ and symbolism in the context of organizational theory and organizational defense systems. Research draws on articles presented by Etzioni‚ Parsons‚ and Trist‚ as well as Argyris‚ Fuller and Barnett‚ Hogg and Terry‚ Ogbonna and Harris‚ Reagans and McEvily‚ Santos and Eisenbardt‚ Sciulli‚ and Tyndall. Practical implications of each term are included for the benefit of organizations interested in applying theory in practice. Key words: organizational cohesion‚ action systems
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Shamir‚ R. House‚ y M. Arthur. (1993) “The motivational effects of charismatic leadership: A self-concept based theory”. Organization Science. D. Park. (1996) “Gender role‚ decision style and leadership style” Women in Management Review. E. Ogbonna‚ L. Harris. (2000) “Leadership style‚ organizational culture and performance: Empirical evidence from U.K. companies”. International Journal of Human Resource Management. S. Rahman. (2001) “Total quality management practices and business outcome: Evidence
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and my line of argumentation. The beginning of my argumentation starts with the explanation of the management of organizational cultures and how this influences the organizations behaviour. According to Guest‚ Storey & Watsons (2002‚ as cited in Ogbonna & Wilkinson 2003) organizational culture is a key concept in the human resource management. It is important to understand how the different cultures are effected and they change the behaviour inside an organization. Every person shares a different
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employees related through culture by utilising Parker‚ M. (2000). In the first paragraph‚ it will cover how organisations shape the identities of their members and influence their culture in order to manage effectively. Furthermore‚ by drawing on Ogbonna‚ E. & Wilkinson‚ B. (2003)‚ the essay will cover the impact of organisational culture change on managers and employees. Thirdly I will employ Rosen‚ M. (2007) to demonstrate the importance of building organisational culture and relationship between
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Measuring the level of market orientation among financial services providers in a resource-based economy: organizational and customer perspectives Abdulmonem M. Al-Shirawi A thesis submitted in fulfilment of the requirements for the degree of Doctor Philosophy in Marketing Brunel University‚ 2012 I Dedication To my family for their continual love and support and the President of Ahlia University for his support that helped me to achieve and realize my dream. II Acknowledgments
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Deshpande‚ R.‚ Farley J. U.‚ Webster‚ F.E. (1993) Corporate Culture‚ customer orientation‚ and innovativeness in Japanese firms: A quadrant analysis. Journal of Marketing 57 (January) Guo‚ C Harris‚ L.C (1996) Cultural obstacles to market orientation. Journal of Market Practice: Applied Marketing Science 2(4) Harris‚ L.C Houston F S (1986) The marketing concept: What it is and what it is not. Journal of Marketing‚ 52(July) Jaworski‚ B Kohli‚ A. K. and Jaworski‚ B. J. (1990) Market orientation: the construct
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