984 resultados para Positive Organizational Scholarship
Resumo:
Over the years, cross-border mergers and acquisitions have become a popular strategic option for variety of firms. Companies often seek rapid growth through acquiring potentially valuable enterprises or attempting to enhance their organization’s profitability by merging with other firms. However, managing the change of organizational culture is a major managerial challenge as companies often confront difficulties when merging two previously autonomous organizational cultures into one, joint organizational culture. Therefore, the purpose of this study is to increase understanding related to the challenges and possibilities concerning the management of organizational culture change in cross-border mergers and acquisitions. The research question “How to manage the change of organizational culture in cross-border mergers and acquisitions?” is analysed in relation to the theories presented in this thesis regarding organizational culture, organizational change and acculturation as well as in relation with the collected empirical data. The research question is divided into three sub-questions according to the following: (1) “What is the role of organizational culture in organizations?”, (2) “How to manage organizational change in mergers and acquisitions?” and (3) “How to manage organizational culture change through acculturation?”. The thesis is conducted as a qualitative case study research including three personal interviews and one group interview. The interviews were conducted as a combination of semi-structured and unstructured interviews. Theories related to organizational culture, the management of change as well as acculturation are studied and further analysed in relation to empirical material collected by the researcher. Research findings indicate that that several factors can influence the success of managing the organizational culture change in cross-border mergers and acquisitions. Factors such as defining the preferred acculturation model prior the merger; managing the resistance of change; open communication; acknowledgement of local culture and cultural differences; involvement of personnel in change processes; as well as the formulation and implementation of comprehensive change plans proved to be important factors with relation to successful management of organizational culture change
Resumo:
Tämän kandidaatintutkielman tarkoituksena on tutkia työtyytyväisyyttä organisaatiomuutoksen näkökulmasta ja organisaatiomuutoksen vaikutuksia työtyytyväisyyteen. Tarkasteltavana case-yrityksenä toimii Autolinjat Oy. Tutkimuksen tavoitteena on löytää tekijöitä, jotka vaikuttavat Autolinjojen työntekijöiden työtyytyväisyyteen. Tämän pohjalta tarkoituksena on tehdä yritykselle työtyytyväisyyden kehittämisehdotuksia. Olen lähestynyt työtyytyväisyyttä teoreettisesti työtyytyväisyyden sisältö- ja prosessi-teorioilla, joihin kuuluvat Maslown tarvehierarkia, Herzbergin kaksifaktoriteoria, Lawlerin odotusarvoteoria ja Locken päämääräteoria. Tässä tutkielmassa käytetään laadullista tutkimusta. Valitsin laadullisen näkökulman tutkimukseen sen vuoksi, että täten saadaan paremmin esille työtekijöiden subjektiivista tunnetta suhteessa työhönsä ja sen ominaispiirteisiin. Tutkimustulokset osoittavat, että organisaatiomuutokseen suhtautuminen on subjektiivista, mikä tarkoittaa sitä, että jokainen yksilö suhtautuu muutokseen eri tavalla. Täten muutos on omiaan ravisuttamaan työn koettuja piirteitä, mikä taas vaikuttaa yksilön turvallisuuden tunteeseen. Joissakin tapauksissa organisaatiomuutos voi olla positiivinen asia, joka ajaa työntekijää kohti parempaa suoritusta, mutta usein organisaatiomuutoksen vaikutukset työtyytyväisyyteen ovat negatiivisia. Muutoksesta selviämiseen auttaa työtyytyväisyyteen vaikuttavien tunteiden selvittäminen, joten vuorovaikutuksen rooli muutostilanteessa on suuri. Kaiken kaikkiaan työtyytyväisyys on moniulotteinen asia, joka näkyy muutostilanteissa monella eri tavalla, johtuen tunnetilan henkilökohtaisuudesta. Muutoksen läpiviemisessä ja siitä selviämisessä on tärkeää tiedostaa lähtökohdat ja se, mihin mennään.
Resumo:
This study discusses the importance of internal communication during organizational change of a case study company X. The purpose of this study is to find out how to use internal communication effectively during organizational change. This study is an ethnographic cade study where a unique case of an organizational change was chosen as the research object. The theoretical background of this study consists of literature relating to the concepts of communication, organizational communication, organizational change, change management and communication of change. The empirical research conducted for this study is based on an ethnographic research method where data was collected through participant observation, informal interviews and field records in the form of a research diary. The research data was collected between September and December 2015. During this period the researcher was working within the case study organization while observing the internal communication during the organizational change process. Triangulation was used to analyze the research data in order to build a united and theoretical picture of the topic. The study finds that without clear internal communication strategy the effectiveness of communication is ought to be poor, which may lead to resistance of change, lack of trust and lower level of overall job satisfaction. Moreover the study findings highlight the importance of managerial presence during an organizational change process and consistency in using formal and informal communication and utilizing multiple communication channels. Based on the findings of this research the study suggests that during an organizational change process a clear internal communication strategy should be carefully planned and executed. The goals of internal communication should be clearly stated and communicated to the company’s employees. The findings of this study enhance importance of managers promoting sense of belonging, developing awareness of the overall change process and contributing to the manager employee relationships and trust. In addition this study points out the key factors that should be included in the internal change communication strategy which are how to ensure that the communications, both vertical and horizontal, are constant. Future research is however necessary in order to gain a more comprehensive view of the research and wider perspective of the case study. Nevertheless, this study deepens the understanding of how to use internal communication effectively during organizational change.
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1882/07 (SER2,T29,A15)-1882/12.
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1877/07 (SER2,T19,A10)-1877/13.
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1879/01 (SER2,T22,A11)-1879/06.
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1880/07 (SER2,T25,A13)-1880/12.
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1882/01 (SER2,T28,A14)-1882/06.
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1873/07 (T11,A6)-1873/12.
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1875/01 (T14,A7)-1875/06.
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1883/01 (SER2,T30,A15)-1883/06.
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1875/07 (T15,A8)-1875/12.
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1877/01 (SER2,T18,A9)-1877/06.
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1872/07 (T9,A5)-1872/12.
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1874/01 (T12,A7)-1874/06.
