Performance, Project Management, and Effectiveness
These resources illustrate ways that Organizational Culture can affect performance, project management, and effectiveness within organizations. Descriptions of resources can be viewed by hovering over the information icon.
Alignment of Organizational Change Strategies and its Relationship with Increasing Organizations' Performance2011. The purpose of the present research is to study the relationship between the alignments of different typologies of strategies for organizational change strategies (structure, technology, culture, human resources, and goals) with improving the performance. By applying the qualitative and quantitative methods approved that 1) The more the alignment among the typologies of organizational change strategies increases regardless of their group (high performance, medium performance, and low performance), the more their performance improves And 2) The more the alignment among the typologies of organizational change strategies increases in a specific group (low performance organizational group), the more their own performance improves.
The Effect Of Organizational Culture On Organizational Efficiency: The Moderating Role Of Organizational Environment and CEO Values2011. In today's increasing competitive conditions, reaching desired organizational efficiency level attracts both academician's and practitioners’ interest much more. The factors influencing organizational efficiency are examined with highly increasing importance. Considering organizational culture as one of the factors, the effect of the types of organizational culture on organizational efficiency is questioned. 40 top managers/organizational founders are selected for sampling in health sector. Questionnaire method is utilized for gathering data. The findings show that organizational culture types are related to some organizational efficiency dimensions. The stability or variability of internal and external organizational environment and the top manager's values (self-direction and stimulation) play a moderator role on this relationship.
A Paradox of Learning in Project Cycle Management and the Role of Organizational Culture2003. Advocacy in favor of project cycle management (PCM) for development work continues to increase, with new PCM tools and techniques constantly introduced. There is, however, a growing literature documenting the “failures” of PCM in practice. There seems to be a paradox in the stance of the PCM literature. While at the center of its approach is the idea of a “learning cycle,” the normative PCM manuals appear remarkably robust against such learning. This paper argues that not enough attention is given to the influence of organizational culture on PCM and proposes that frameworks from cultural theory can help in addressing this shortcoming.
Organizational culture and performance measurement systems2006. The aim of this study is to articulate and test the relationships between organizational culture and two attributes of performance measurement systems (PMS), namely the diversity of measurement and the nature of use. The results of a survey reveal that top managers of firms reflecting a flexibility dominant type tend to use more performance measures and to use PMS to focus organizational attention, support strategic decision-making and legitimate actions to a greater extent than top managers of firms reflecting a control dominant type.
Toward a Theory of Organizational Culture and Effectiveness2004. This paper develops a model of organizational culture and effectiveness based on four traits of organizational cultures; involvement, consistency, adaptability, and mission. These traits are examined through two linked studies: In the first, qualitative case studies of five firms are used to identify the traits and the nature of their linkage to effectiveness; In the second, a quantitative study provides an exploratory analysis of CEO perceptions of these four traits and their relation to subjective and objective measures of effectiveness in a sample of 764 organizations.
Corporate culture and organizational performance2004. While many culture researchers have devoted numerous articles to the nature and definitions of culture, relatively fewer articles have contributed towards culture and performance research. The purpose of this study is to investigate the possible relationships between corporate culture and organizational performance among Singaporean companies. The objectives of this study are twofold: first, it aims to investigate the validity of the culture construct. Second, it attempts to assess how culture affects organizational performance.
The interplay between performance measurement, organizational culture and management styles2004. It is generally agreed that businesses perform better if they are managed through formalised, balanced and integrated performance measures. Reports on some case studies which were part of a study to explore the dynamics and relationships between performance measurement, organizational culture and management styles. A key finding of the work is that organisational culture and management style seems to be interdependent throughout the lifecycle of the performance measurement system.
Lean and Performance: The Impact of Organizational Culture2014. The use of lean methods to drive sustainable competitive advantage has been a cornerstone of manufacturing strategy since the early 1980’s. Almost all manufacturing operations in industrialized economies leverage, or have leveraged, some aspect of lean. Unfortunately, success from using lean has been mixed. Some authors have suggested that context variables may play a role in explaining the inconsistent results. This study evaluates the role of organizational culture in realizing performance benefits from lean.
