Theoretical Framework In an attempt to simplify the concept of organizational culture to be in an applicable manner for both practitioners and academicians, Schein (1984) views organizational culture as “dynamic evolutionary forces that govern how culture to evolves” (p.3). Beyond the manifestation supporting organizational culture as a critical successful factor, the structural model of organizational culture plays a necessary role in order to unfold the reason behind audible behavior patterns in organizations (Dauber, Fink & Yolles, 2012; Kong, 2003; Schein,
1.1.3. Overview Bojadziev’s Organizational Alignment Model– VOX Organizationis VOX Organizationis- “the voice of organizations”- is an instrument developed by Bojadziev et al. (2011), based on the Semler (1997), and Tosti (2007) thoughts, with the purpose of measure organizational alignment by looking at organizational culture, leader 's values, organizational structure, and organizational strategy. Vox Organizationis is an instrument that provides a starting point for a holistic vision of the organization, and it enables exploration of the alignment level between organizational culture, leader’s values, organizational structure as well as organizational strategy (Bojadziev et al. 2011).
Added to that, it is contain philosophy of management, work-force characteristics and task technology. Moving to, the second component of the Harvard Model is the stakeholder interests. This component contains all shareholders, management employees, government and communities. The Stakeholder interests identify the essential of trade-offs between the business owners interests and their employees in the organizations. Human Recourse Management policy choices are the third component of Harvard Model.
As these plans are been laid out and executed, it will be of utmost importance that they are assessed on how well they are meeting up with the desired results. It is essential that the company evaluates its plans periodically as relating to the key success factors (KSF). With this, the organization can easily know which of its drivers are behind the success or failure of the laid-out plans. (iii) Performance renewal and recontracting – This is a phase of the performance management processes where the output or results are reviewed, and the company uses the information and insights gained from the other phases to plan. In this process DSM can evaluate its key success factors (KSF) and work with measures that needs to be renewed in the next period.
This concepts influence the decision-making of the organization when coordinating the coordination of departments. Simon argued, “…it is necessary that the objectives of the administrative organization under study be defined in concrete terms so that results, expressed in terms of these objectives, can be accurately measured” (p.114). The elements under the theory should be able to be applied with logically and objectivity so that the agency should be able to used them on the daily operations and be subjected to
According to the words of Yale (2010) the main objective of management research is identify a proper solution for the management issue. Epistemological perspective is highly useful for researchers and companies for managing the core business issues in an effective way. (Fundneider 2014, p.346). Researchers are trying find an solution for the problem, while analyzing the three perspective of epistemological in management research problems such as constructivism, objectivism and subjectivism we can able to understand that we can able to use these perspectives for managing the issues in an effective way (Cunliffe et al 2014,p.278). Actually epistemological perspective shows the connection with reality and research.
Organization theory is the study of structures, designs, relationships, within an organization with the external environment and behavior of employees within an organization. It also proposes how an organization can cope with rapid changes resulting from the dynamic world. There are several theoretical contributions which are essential in explaining the organization and its structure. These can be divided into three categories; Classical organization theory 1. Scientific Management approach 2.
Pearce and Robinson (2000) defined strategic management as the set of decisions and actions that result in the formulation and implementation of plans to achieve a company’s objectives. Public relations is defined as the management function that established and maintains mutually beneficial relationship between an organization and publics or whom its success or failure depends (Cutlip, Centre & Broom, 1994). However, there are still those who see public relations as a technician job of communication that includes having strategic importance such as management consultancy, scanning and analyzing environment (Moss and Warnaby, 1999). Dozier and Grunig (1992) have pointed out that at some point in their history, most organizations probably develop their public relations strategically, namely with the presence of a strategic public provides the motivation for initiating public relations programs. However, as time goes by, the original objectives of the programs are being neglected and communication programs are being carried out without considering the public strategic segmentation.
The prescriptive approach regards strategy development as a systematised and deterministic process where analysis of the organisation, its performance and external environment leads to the formation of a rational, long-term plan. Senior
2a INTRODUCTION The main purpose of the article is to identify the impact of HRM practices on organizational performance. To understand how, the following specific objectives are considered: i. Review of strategic HRM and its benefits. ii. Provision of key insights with regard to the implementation of HRM practices on employee 's performance, ability and behavior.