ORGANIZATIONAL CULTURE PROFILE OF CONSTRUCTION COMPANIES IN THAILAND

Size: px
Start display at page:

Download "ORGANIZATIONAL CULTURE PROFILE OF CONSTRUCTION COMPANIES IN THAILAND"

Transcription

1 ORGANIZATIONAL CULTURE PROFILE OF CONSTRUCTION COMPANIES IN THAILAND Maria Novana and Stephen O. Ogunlana School of Engineering and Technology, Asian Institute of Technology, Klong Luang, Thailand, ABSTRACT A construction organization should understand its culture as a means to improved performance and effectiveness. This study assesses the organizational culture profiles of construction companies in Thailand using questionnaire survey data. The analysis of organizational culture and effectiveness was classified into groups, based on job position and age of company. Overall, the strongest culture of contracting companies in Thailand is characterized by Hierarchy culture followed by Market, Clan, and Adhocracy culture respectively. Thai contracting companies do not focus on innovation, growth, and resource acquisition, but rather they are growing as hierarchical organizations. Keywords: Construction companies, Organizational culture, Thailand 1. INTRODUCTION Organizational culture is very important for organizational success (Newstrom and Davis, 1993) and it is a key ingredient that differentiates the successful firms from the others, because it is the major distinguishing feature, the most powerful factor, and the most important competitive advantage in gaining success (Cameron and Quinn, 1999). Schein (1985) also stated that organizational culture can determine the level of effectiveness of an organization through its strength and type. Therefore, it is important to clearly understand organizational culture; particularly in the construction industry. By understanding an organization s culture, organizational leaders can manage the culture in order to improve organizational performance (Maloney and Federle, 1993). Although recent economic growth has brought good opportunity for development of the construction industry in many countries, the industry faces many obstacles and uncertainties resulting from the changing environment. There is still poor performance and low effectiveness in construction quality and organizations face many problems when attempting to improve organizational performance (Liu and Zhang, 2003). One major cause of problem in improving organizations is the lack of means for assessing organizations (Maloney and Federle, 1993). Given that organizational culture plays an important role in performance and effectiveness of contractor firms, this study examines the organizational culture profile of representative contractors in Bangkok as a first step towards establishing a relationship between culture and organizational effectiveness. In order to meet this objective, two logical steps were taken. First, we have assessed and constructed 279

2 organizational culture profile by classifying construction firms into groups. Second, we make recommendations regarding organizational culture to assist construction organizations in identifying their culture in order to improve performance and effectiveness. 2. LITERATURE REVIEW According to Schein (1985), organizational culture is defined as A pattern of basic assumptions which is invented, discovered, or developed by a group since it learns to cope with its problems of external adaptation and internal integration that has worked well to be considered valid, and therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems (Brown, 1998). There are a large number of functions that have been attributed to organizational culture. The most significant functions of culture according to Brown (1998) are: conflict reduction; coordination and control; reduction of uncertainty; motivation; and competitive advantages. Therefore, a strong organizational culture can help an organization to be successful in the market place. Theorists have examined different aspects of organizational culture (Brown, 1998). Below are the well-known classifications of organization culture s elements as per Schein s model (1985): 1. Artefacts. According to Schein, this is not the organizational culture itself, but only the most visible, apparent, accessible aspects, and superficial manifestation which can be perceived by people (Buchanan and Huzynski, 2000). 2. Values, beliefs, and attitudes. Values are the social principles, goals, and standards held within a culture to have intrinsic worth. They define what the members of an organization care about (Hatch, 1997). Beliefs, on the other hand, concern what people think is and is not true. (Brown, 1998). Attitudes connect beliefs and values with feelings. An attitude is a positive or negative feeling or mental state of learned predisposition to respond in consistently favorable or unfavorable manner to a particular objects, people or idea. 3. Basic Assumptions. According to Schein, this level is the organizational culture. Basic assumptions represent what members believe to be reality and thus influence what they perceive and how they think and feel (Hatch, 1997). The Competing Values Framework A brief review of the framework is presented here to bring the reader up to speed. The purpose of using the Competing Values Framework is to diagnose and facilitate change in organizational culture (Cameron and Quinn, 1999). The model dichotomizes organizational types into a 2 x 2 matrix, in which the organizational types on the diagonals are competing and those adjacent are complementary (Maloney and Federle, 1993). Using Figure 1, which presents organizational culture framework, the competing values paradigm can be discerned. An organization in the upper-half of Figure 1 is oriented toward decentralization and differentiation, with an emphasis on spontaneity and flexibility. On the other hand, an organization in the bottom of the figure is oriented toward centralization and integration, with emphasis on predictability and 280

3 control. An organization on the left side emphasizes maintenance of the sociotechnical system, has an internal focus, and focuses on long-term horizon. An organization on the right side is oriented toward the competitive position of the overall system, has an external focus, and focuses on short-term horizons. The values of upper-half of the picture are competing with those of the bottom-half, as well as those of the left and right sides (Maloney and Federle, 1993). Therefore, the framework identifies four types of culture as in Figure 1. Order Spontaneity Predictability Flexibility Figure 1: Competing Values Framework: Culture Source: Adapted from: Quinn (1988) 3. RESEARCH METHODOLOGY The major hypothesis in the study is that there is a dominant culture of contractor companies in Thailand. The OCAI (Organizational Culture Assessment Instrument) developed by Quinn and Cameron (1999) for measuring organizational culture profile was used. The instrument has been tested for reliability and validity by many researchers and results have been published in journals and books such as Maloney and Federle (1993), Lamond (2003), and Cameron and Quinn (1999). The OCAI assesses six key elements of organizational culture. The questionnaire was pilot tested on five contractors. Organizational culture is divided into six elements, each element having four statements representing each culture type. The six key elements and the measures can be gleaned from Table 2. The questionnaire was presented with a series of statements using a 5-point Likert scale. Respondents were asked to give labels ranging from never true or completely true to each statement and each was given a numerical score to reflect the degree of attitudinal favorableness. 281

4 Data Collection and Analysis The target respondents of the research were one manager and two engineers for each contracting firm. Therefore, three sets of questionnaires were distributed to each company. Due to time and budget limitations, the target location was in Bangkok and its surroundings and samples were selected randomly from the Thai Construction Association Directory The questionnaire was translated into the Thai language to aid understanding by the respondents. The sampled companies were classified into groups based on job position and duration of company existence. To construct an organizational culture profile, the study followed the OCAI. The score of each culture was plotted on the diagonal line and the organizational culture profile was interpreted based on the picture. The culture with the highest average score is considered to be the strongest and dominant culture. Microsoft Excel and SPSS 10.0 were used for the analysis. The t-test and Mann- Whitney U test were used to determine the significance of mean differences between groups. Spearman Correlation Coefficient is the measure of significant rank correlation between two groups. 3. RESULTS One hundred and twenty three (123) respondents returned questionnaires from forty eight (48) companies; i.e. forty two (42) managers and eighty one (81) engineers. Thus, the desired (1:2) ratio between managers and engineers could not be maintained in a few of the companies. Organizational Culture Profile of Contractor Companies The research intended to measure the organizational culture of the companies, and to determine the dominant or the strongest culture in the companies. 1. General Case. Overall, Hierarchy culture is emphasized most in the contracting firms (Figure 2). It means that the firms most emphasize formalized and structured place to work and focus on internal maintenance with a need for stability and control. The result shown in Table 1 reveals that Hierarchy culture is stronger than the other types of culture with the average score of 3.74, followed closely by Market culture (3.64), Clan culture (3.57), and Adhocracy culture (3.33). Hierarchy culture is the strongest culture; it contrasts with Adhocracy which is the weakest culture. As shown in Table 1, the differences in average score of the four types of culture are not great. It can be said that although the culture in the bottom two quadrants are stronger than the upper two quadrants, the respondents perceive their organizational culture to be relatively balanced. It seems that the contracting firms require a balanced culture where similar emphasis is placed on each culture type. The six elements of organizational culture (presented in Table 1) are dominant characteristic, organizational leadership, management of employees, organizational glue, strategic emphasizes, and criteria of success. All respondents perceive that the dominant characteristic of the contracting firms is represented by the Clan culture. In 282

5 organizational leadership, most of the contracting firms are strongly Market oriented (3.85) wherein leaders focus on being hard drivers, producers, and competitors. Figure 2: Overall Organizational Culture Profile The management style used to manage employees is strongly Hierarchy oriented (3.55), followed by the Market culture (3.34). The organizational glue that holds companies together is Clan culture that respects loyalty and follows tradition. The company strategic emphasis is strongly Hierarchy oriented (3.80); followed by the Market culture (3.73). Companies define success based on the Hierarchy culture (3.97) that stresses efficiency, dependable delivery, smooth scheduling, and low-cost production. From the explanation above, it is evident that there is a presence of cultural incongruence in the contracting firms because the strategy, leadership style, reward system, approaches to manage employees, and dominant characteristic tend to emphasize different culture types. This may have resulted from a mixture in the Thai market place. Nowadays, the market demand is changing rapidly. Hence, the contractor companies desire to modernize their organization in a society or business environment that requires them to be hierarchical organizations. Table 1: Overall Organizational Culture Profile Average Score No. 6 Elements of OC Clan Adhocracy Market Hierarchy 1 Dominant Characteristic Organizational Leadership Management of Employee Organizational Glue Strategic Emphases Criteria of Success Overall OC Profile N= Classification by Job Position The perception of culture types in an organization may be affected by the job position of the employees. For instance, the leader may a have different perception from the sub-ordinates. Therefore, the respondents were classified into two groups based on their job position separating managers from engineers. Their responses are plotted and summarized in Figure 3 and Table

6 Table 2 shows that the rank correlation for each pair (r) is very strong and significant. Thus, managers and engineers alike perceive that the Hierarchy and Market cultures are stronger than the Clan and Adhocracy cultures. The classification by job position does not show differences in the rank ordering of the four culture types. As seen in Figure 3, the two lower quadrants are stronger than the upper two quadrants. Seventeen (17) of forty two (42) managers perceive Hierarchy culture as the dominant and the strongest culture in contracting firms, followed by Market culture, Clan culture, and Adhocracy culture respectively. Twenty nine (29) of eighty one (81) engineers also perceive Hierarchy culture as the dominant and strongest culture in the contracting firms, followed by the Market, Clan, and Adhocracy culture respectively (Table 2). The statistical result shows that there is a significant mean difference between managers and engineers in the four culture types. The managers average score is higher than engineers average score as shown in Table 2. Thus, the managers have stronger feelings regarding the organizational culture profiles in their companies than the engineers. It can be concluded that the hierarchy culture is the most dominant in the contracting firms. It means that contractor companies tend to improve their effectiveness by emphasizing on value stability, control, and continuity which are obtained through measurement, documentation, and information management. In addition, the six elements of organizational culture are presented in Table 2. In the first element, the forty two (42) managers perceive that Market culture is more dominant than the others. On the other hand, the eighty one (81) engineers perceive that their organization is dominated by Hierarchy culture. Nevertheless both groups perceive Clan culture as the weakest culture in terms of the dominant characteristic. In the second element, both managers and engineers perceive that the organizational leadership used in the contracting firms is strongly Market culture, whereas Adhocracy culture is the weakest. OC Profile by Managers OC Profile by Engineers Figure 3: Organizational Culture Profile Classified by Job Position 284

7 In the third element, both groups perceive that the management style in the companies is strongly characterized by Hierarchy culture which focuses on security of employment and predictability, whereas Adhocracy culture is the weakest. In the fourth element, both managers and engineers perceive Clan culture as the organizational glue holding contracting firms together and Adhocracy culture is the weakest culture that cannot be applied to hold organizations together. Thai people have a tradition of loyalty to the family group, it may have colored their opinion regarding organization glue element. In the fifth element, both managers and engineers alike perceive that companies emphasize permanence, stability, efficiency control and smooth operations (Hierarchy culture) as being important to their strategy. In the sixth element, both managers and engineers perceive that companies define success on the basis of efficiency, dependable delivery, and smooth scheduling. They still believe that Hierarchy culture makes their companies successful. Adhocracy culture still has the least effect as criteria of success. From the foregoing, it is evident that there is incongruence in culture based on job position. Each element of organizational culture tends to emphasize a different culture type. 2. Classification by Age of Company Responses were divided into two (2) groups based on the age of companies: companies that are younger than twenty (20) years and companies that are older than twenty (20) years. The objective of the classification is to determine whether or not culture changes occur as companies age. The analysis and discussion consider the views of managers and engineers separately. The result for managers shows no significant mean difference between the two classes of companies. However, companies younger than 20 years give less average values than those that are older than 20 years. There is weak but non significant rank correlation between the two groups. Therefore, the age of companies have affected the ranking of the four culture types - as per the views of managers. The dominant culture in older companies (personal place) is different from that in younger companies (production). Based on managers, nine (9) of eighteen (18) companies younger than 20 years, are dominated by Market culture. Whereas eight (8) of twenty four (24) contracting firms older than 20 years are characterized by Hierarchy culture as the dominant and strongest culture. By contrast, Adhocracy culture is perceived as the weakest culture for both classes of companies. The analysis for engineers shows that there is no significant mean difference in organizational culture between the two groups of companies. In addition, there is strong but non significant correlation between the two groups in ranking the organizational culture types (sig. value > 0.05). Engineers perceive that both classes of companies are strongly Hierarchy oriented and Adhocracy culture is the weakest culture opposite to Hierarchy culture. Engineers report that the contracting firms focus on formalized and structured procedure, 285

8 documentation, stability and control. This may have resulted from the fact that the engineers are made to always follow procedures and rules by their companies. In addition, some contracting firms have adopted international standards for products or services which must be followed by the employees. The result for the six elements of organizational culture shows that there is incongruence in culture because each element of organizational culture of contracting firms tends to emphasize a different culture type. For example, based on managers perception, contracting firms younger than 20 years are dominated by Market culture, but they define their criteria of success based on Hierarchy culture. 4. CONCLUSIONS AND RECOMMENDATIONS The most common culture types reported in the analysis are Hierarchy and Market culture, which emphasize formalized and structured place to work, and goal achievement respectively. Clan and Adhocracy cultures were less prominent in the construction companies. The dominant characteristic of the contracting firms is Clan culture emphasizing personal place, like an extended family, and comfort at work. However, in this element, there is not much difference among the four types of cultures. Hence, it can be said overall that there is no dominant culture characterizing the companies. The leadership style used in the contracting firms is Market culture, which is generally considered to exemplify aggressive, result-oriented focus, hard driver, producer and competitor. The management of employee in the companies is strongly Hierarchy oriented which is characterized by security of employment, conformity, predictability, and stability in relationships. The organizational glue that holds the companies together is characterized by Clan culture that stresses loyalty and mutual trust, and commitment to companies runs high. The strategic emphasis in the companies is represented by Hierarchy culture which emphasizes permanence and stability as well as efficiency, control and smooth operation. Companies define success on the basis of Hierarchy culture, which values efficiency, dependable delivery, smooth scheduling, and low-cost production. The presence of cultural incongruence in the construction companies may have resulted from a mixture in the Thai market place. The contracting firms tend to modernize their organizations in a society or business environment that at the same time requires companies to have strong Hierarchical organization. In addition, the characteristic and the culture of Thai people may influence company values, beliefs, and basic assumptions. There are no differences in perception, based on job position classification, in ranking the overall average scores for the strongest and weakest culture types. Managers and engineers agree that the strongest culture is the Hierarchy culture and the weakest culture is Adhocracy. However, there are differences in perception in some elements of organizational culture, such as dominant characteristics, management of employees, and organizational glue. 286

9 Table 2 Organizational Culture Profile Classified by Job Position Manager Engineer No. 6 Key Elements of OC Average Rank Average Rank 1 B.1.a Personal Place (CC) Dominant of Characteristic 3.76* * 4 B.1.b Dynamic and entrepreneurial (AC) 3.83* * 2 B.1.c Production oriented (MC) 3.86* * 2 B.1.d Formalizes and structures (HC) 3.81* * 1 r = sig.(2-tailed) = Organizational Leadership B.2.a Mentor, sage, or parent figure (CC) B.2.b Entrepreneur, innovator, or a risk-taker (AC) B.2.c Hard-driver, producer, or competitor (MC) 4.07* * 1 B.2.d Coordinator, organizer, or an efficiency expert (HC) r = 1.000** sig.(2-tailed) = Management of Employee B.3.a Teamwork, consensus, and participation (CC) B.3.b Innovation, freedom, and uniqueness (AC) B.3.c Production and achievement (MC) 3.62* * 3 B.3.d Security of employment and predictability (HC) 3.90* * 1 r = sig.(2-tailed) = Organizational Glue B.4.a Loyalty and tradition (CC) B.4.b Innovation and development (AC) B.4.c Production and goal accomplishment (MC) B.4.d Rules and Policies (HC) r = sig.(2-tailed) = Strategic Emphases B.5.a Participative and comfortable (CC) 3.69* * 3 B.5.b Dynamics and readiness (AC) B.5.c Competitive and confrontational (MC) 3.98* * 2 B.5.d Permanence and stability (HC) r = 1.000** sig.(2-tailed) = Criteria of Success B.6.a Sensitivity to customers, concern for people (CC) 3.88* * 2 B.6.b Product leader and innovator (AC) 3.40* * 4 B.6.c Market penetration and market share (MC) B.6.d Dependable delivery, smooth scheduling (HC) 4.19* * 1 r = 1.000** sig.(2-tailed) = Overall OC Profile a Clan Culture (CC) 3.75* * 3 b Adhocracy Culture (AC) 3.51* * 4 c Market Culture (MC) 3.88* * 2 d Hierarchy Culture (HC) 3.97* * 1 N= r = 1.000** sig.(2-tailed) = ** = correlation is significant at 0.01 level (2-tailed) * = difference is significant at 0.05 level (2-tailed) 287

10 Analysis based on job position and age of company did not reveal much. In most cases, the strongest culture is Hierarchy culture and the weakest culture is Adhocracy culture; except that managers in companies that are younger than 20 years perceive that their companies are strongly market oriented. Overall, irrespective of classification, Adhocracy culture seems to be the weakest or the lowest culture. This may have happened because adhocracy does not relate well with hierarchy culture which is the strongest culture. Support for this comes from Maloney and Federle s (1991) observation that typically, the culture that is opposite to the strongest culture is the organization s weakest. It does mean that contracting firms do not focus on innovation, growth, and resource acquisition, but rather the companies are growing as hierarchal organizations. By knowing the dominant culture applied in the companies and the demand of the business environment, companies can determine the feasibilities of changing in order to achieve effectiveness. For instance, managers wishing to encourage innovation may need to manage themselves from a strongly hierarchical culture towards adhocracy or incorporate the appropriate elements into their organizations. 5. REFERENCES Brown, Andrew (1998). Organizational Culture. 2 nd ed. Prentice Hall. Buchanan, David A. and Huczynski, Andrzej (2000). Organization Behavior: An Introductory Text. New York: Pearson Education. Cameron Kim S. and Quinn, Robert E. (1999). Diagnosing and Changing Organizational Culture. Reading, Mass: Addison Wesley Publishing Company, Inc. Hatch, Mary Jo (1997). Organization Theory: Modern, Symbolic, and Postmodern perpectives. Oxford University Press. Lamond, David (2003). The Value of Quinn s Competing Values Model in an Australian Context. Journal of Managerial Psychology, 18, 1, Liu, Anita M.M. and Zhang, S.B. (2003). Organizational Culture Profiles of the Chinese Contractor. CIB TG-23. Maloney, William F. and Federle, Mark O. (1991). Organizational Culture and Management. Journal of Management in Engineering, 7, 1, Maloney, William F. and Federle, Mark O. (1993). Practical Models for Organizational Assessment. Journal of Management in Engineering, 9, 1, Newstrom, J.W. and Davis, K. (1993). Organizational Behavior: Human Behavior at Work. 9 th ed. New York: McGraw-Hill Inc. Quinn, Robert E. (1988) Beyond Rational management. San Francisco: Jossey-Bass Schein, Edgar H. (1985). Organizational Culture and Leadership. San Francisco: Jossey-Bass. 288

ROLE OF ORGANIZATIONAL CULTURE ON PROJECT SUCCESS

ROLE OF ORGANIZATIONAL CULTURE ON PROJECT SUCCESS ROLE OF ORGANIZATIONAL CULTURE ON PROJECT SUCCESS Hulya Julie Yazici, Lutgert School of Business, Florida Gulf Coast University, Fort Myers, FL 33965, (239)590-7335, hyazici@fgcu.edu ABSTRACT The purpose

More information

THE EFFECT OF ORGANIZATIONAL CULTURE ON E-COMMERCE ADOPTION

THE EFFECT OF ORGANIZATIONAL CULTURE ON E-COMMERCE ADOPTION THE EFFECT OF ORGANIZATIONAL CULTURE ON E-COMMERCE ADOPTION David W. Nickels University of North Alabama, Box 5210 University of North Alabama Florence, AL 35632 Phone: (256) 765-4819 Fax: (256) 765-4811

More information

THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA

THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA THE LINK BETWEEN ORGANIZATIONAL CULTURE AND PERFORMANCE MANAGEMENT PRACTICES: A CASE OF IT COMPANIES FROM ROMANIA Dobre Ovidiu-Iliuta The Bucharest University of Economic Studies (Institute of Doctoral

More information

Organizational Culture and Employee Satisfaction: An Exploratory Study

Organizational Culture and Employee Satisfaction: An Exploratory Study Organizational Culture and Employee Satisfaction: An Exploratory Study Xiaoxia Zhang and Bing Li Abstract Organizational culture has been considered as one of important core competencies of an organization.

More information

Organizational Culture and the Use of Management Accounting Innovations in Thailand

Organizational Culture and the Use of Management Accounting Innovations in Thailand Organizational Culture and the Use of Management Accounting Innovations in Thailand Wipa Chongruksut Institute of International Studies, Ramkhamhaeng University Ramkhamhaeng Road, Bangkok 10240, Thailand

More information

From the Individual to the World: How the Competing Values Framework Can Help Organizations Improve Global Strategic Performance

From the Individual to the World: How the Competing Values Framework Can Help Organizations Improve Global Strategic Performance From the Individual to the World: How the Competing Values Framework Can Help Organizations Improve Global Strategic Performance Scott Lincoln Handong Global University In a competitive global economy,

More information

Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development

Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development Using the Organizational Cultural Assessment (OCAI) as a Tool for New Team Development Jeff Suderman Regent University The Organizational Cultural Assessment Instrument (OCAI) is a psychometric tool developed

More information

The correlation coefficient

The correlation coefficient The correlation coefficient Clinical Biostatistics The correlation coefficient Martin Bland Correlation coefficients are used to measure the of the relationship or association between two quantitative

More information

INTERDEPENDENCE OF ORGANIZATIONAL CULTURE AND LEADERSHIP STYLES IN LARGE FIRMS

INTERDEPENDENCE OF ORGANIZATIONAL CULTURE AND LEADERSHIP STYLES IN LARGE FIRMS ITERDEPEDECE OF ORGAIZATIOAL CULTURE AD LEADERSHIP STYLES I LARGE FIRMS Mario Buble * Received: 17. 9. 2012 Preliminary communication Accepted: 21.11. 2012 UDC: 65.01:65.017.1>(497.5) The purpose of this

More information

The Relationship of Organizational Culture and the Implementation of Total Quality Management in Construction Firms

The Relationship of Organizational Culture and the Implementation of Total Quality Management in Construction Firms Surveying and Built Environment Vol 18 (1), 7-16 June 2007 ISSN 1816-9554 The Relationship of Organizational Culture and the Implementation of Total Quality Management in Construction Firms Canis WM Cheng

More information

Does organizational culture cheer organizational profitability? A case study on a Bangalore based Software Company

Does organizational culture cheer organizational profitability? A case study on a Bangalore based Software Company Does organizational culture cheer organizational profitability? A case study on a Bangalore based Software Company S Deepalakshmi Assistant Professor Department of Commerce School of Business, Alliance

More information

Consumer Buying and Decision Making Behavior of a Digital Camera in Thailand

Consumer Buying and Decision Making Behavior of a Digital Camera in Thailand Consumer Buying and Decision Making Behavior of a Digital Camera in Thailand Kawee Boonlertvanich Institute of International Studides, Ramkhamhaeng University Bangkok, Thailand E-mail: kaweeb@hotmail.com

More information

CHAPTER 14 ORDINAL MEASURES OF CORRELATION: SPEARMAN'S RHO AND GAMMA

CHAPTER 14 ORDINAL MEASURES OF CORRELATION: SPEARMAN'S RHO AND GAMMA CHAPTER 14 ORDINAL MEASURES OF CORRELATION: SPEARMAN'S RHO AND GAMMA Chapter 13 introduced the concept of correlation statistics and explained the use of Pearson's Correlation Coefficient when working

More information

Organizational Culture and Its Themes

Organizational Culture and Its Themes Organizational Culture and Its Themes Shili Sun School of Foreign Languages, Ludong University No.186 Hongqi Middle Road, Zhifu District, Yantai 264025, Shandong Province, China Tel: 86-535-668-1098 E-mail:

More information

A Study of Relationship between Organizational Culture and Leadership

A Study of Relationship between Organizational Culture and Leadership International Conference on Applied Economics ICOAE 2008 679 A Study of Relationship between Organizational Culture and Leadership Farough Amin Mozaffari 1 Abstract This research suggests that there is

More information

Choosing Human Resources Development Interventions

Choosing Human Resources Development Interventions Choosing Human Resources Development Interventions JP Singh Singh argues that top management should examine the managerial culture of the group and the organization before introducing change through human

More information

Organizational Factors Affecting E-commerce Adoption in Small and Medium-sized Enterprises

Organizational Factors Affecting E-commerce Adoption in Small and Medium-sized Enterprises Tropical Agricultural Research Vol. 22 (2): 204-210 (2011) Short communication Organizational Factors Affecting E-commerce Adoption in Small and Medium-sized Enterprises R.P.I.R. Senarathna and H.V.A.

More information

Q FACTOR ANALYSIS (Q-METHODOLOGY) AS DATA ANALYSIS TECHNIQUE

Q FACTOR ANALYSIS (Q-METHODOLOGY) AS DATA ANALYSIS TECHNIQUE Q FACTOR ANALYSIS (Q-METHODOLOGY) AS DATA ANALYSIS TECHNIQUE Gabor Manuela Rozalia Petru Maior Univerity of Tg. Mure, Faculty of Economic, Legal and Administrative Sciences, Rozalia_gabor@yahoo.com, 0742

More information

Effect of some important factors on management of customer relationship with an emphasis on comprehensive banking

Effect of some important factors on management of customer relationship with an emphasis on comprehensive banking Effect of some important factors on management of customer relationship with an emphasis on comprehensive banking Department of management, Science and research branch, Islamic Azad University, Shahroud,

More information

Leadership Frames and Perceptions of Effectiveness among Health Information Management Program Directors

Leadership Frames and Perceptions of Effectiveness among Health Information Management Program Directors Leadership Frames and Perceptions of Effectiveness among Health Information Management Program Directors 1 Leadership Frames and Perceptions of Effectiveness among Health Information Management Program

More information

Executive Summary of Mastering Business Growth & Change Made Easy

Executive Summary of Mastering Business Growth & Change Made Easy Executive Summary of Mastering Business Growth & Change Made Easy by David Matteson & Jeff Hansen, June 2008 You stand at a crossroads. A new division of your company is about to be launched, and you need

More information

PROFESSIONAL SATISFACTION OF TEACHERS FROM KINDERGARTEN. PRELIMINARY STUDY

PROFESSIONAL SATISFACTION OF TEACHERS FROM KINDERGARTEN. PRELIMINARY STUDY Volume 7, Volume 4, 2014 PROFESSIONAL SATISFACTION OF TEACHERS FROM KINDERGARTEN. PRELIMINARY STUDY Valerica Anghelache Abstract. Professional development is a topic of great interest for all those who

More information

Association Between Variables

Association Between Variables Contents 11 Association Between Variables 767 11.1 Introduction............................ 767 11.1.1 Measure of Association................. 768 11.1.2 Chapter Summary.................... 769 11.2 Chi

More information

Comparing Brand Equity of Digital Single Lens Reflex (DSLR) Camera. Abstract. Pramote Suppapanya 1 * Santi Boonkert 2

Comparing Brand Equity of Digital Single Lens Reflex (DSLR) Camera. Abstract. Pramote Suppapanya 1 * Santi Boonkert 2 768 วารสารว จ ย มข. 15 (8) : ส งหาคม 2553 (DSLR) Camera Pramote Suppapanya 1 * Santi Boonkert 2 Abstract The objective of this study is to compare brand equity of Digital Single Lens Reflex (DSLR) cameras

More information

Relationship between Working Conditions and Job Satisfaction: The Case of Croatian Shipbuilding Company

Relationship between Working Conditions and Job Satisfaction: The Case of Croatian Shipbuilding Company International Journal of Business and Social Science Vol. 4 o. 2; February 2013 Relationship between Working Conditions and Job : The Case of Croatian Shipbuilding Company Danica Bakotić, PhD Assistant

More information

Basic underlying assumptions

Basic underlying assumptions Organisational culture Broadly speaking there are two schools of thought on organisational culture. The first, suggests that culture is tangible and exists in much the same way an organisation chart can

More information

Center for Effective Organizations

Center for Effective Organizations Center for Effective Organizations HR METRICS AND ANALYTICS USES AND IMPACTS CEO PUBLICATION G 04-8 (460) EDWARD E. LAWLER III ALEC LEVENSON JOHN BOUDREAU Center for Effective Organizations Marshall School

More information

Change. Each of these themes will be discussed below. Employees

Change. Each of these themes will be discussed below. Employees Becoming a Diverse Law Firm Why it is Important, and the Skills Necessary to be Effective in an Increasingly Diverse Environment By Dr. William Guillory The most compelling question about diversity a law

More information

The Adverse Effects of a Role-Oriented Organizational Culture

The Adverse Effects of a Role-Oriented Organizational Culture Management & Marketing (2009) Vol. 4, No. 3, pp. 77-84. DESIRABLE TYPOLOGIES OF ORGANIZATIONAL CULTURE IN QUALITY MANAGEMENT IMPLEMENTATION. COMMUNICATIONAL FINDINGS Mihaela Alexandra IONESCU National

More information

Impact of Human Resource Practices on Employees Productivity A Comparative Study between Public and Private Banks in India

Impact of Human Resource Practices on Employees Productivity A Comparative Study between Public and Private Banks in India International Journal of Trade and Commerce-IIARTC January-June 2012, Volume 1, No. 1, pp. 142-148 ISSN-2277-5811 SGSR. (www.sgsrjournals.com) All right reserved. Impact of Human Resource Practices on

More information

The Basics of a Compensation Program

The Basics of a Compensation Program The Basics of a Compensation Program Learning Objectives By the end of this chapter, you should be able to: List three ways in which compensation plays a role in the management of the enterprise. Describe

More information

Advertising value of mobile marketing through acceptance among youth in Karachi

Advertising value of mobile marketing through acceptance among youth in Karachi MPRA Munich Personal RePEc Archive Advertising value of mobile marketing through acceptance among youth in Karachi Suleman Syed Akbar and Rehan Azam and Danish Muhammad IQRA UNIVERSITY 1. September 2012

More information

Designing a Proper Organizational Chart for a Project-oriented Company through Studying its Conceptual and Structural Dimensions

Designing a Proper Organizational Chart for a Project-oriented Company through Studying its Conceptual and Structural Dimensions 2011 3rd International Conference on Information and Financial Engineering IPEDR vol.12 (2011) (2011) IACSIT Press, Singapore Designing a Proper Organizational Chart for a Project-oriented Company through

More information

International Journal of Scientific & Engineering Research, Volume 4, Issue 7, July-2013 2554 ISSN 2229-5518

International Journal of Scientific & Engineering Research, Volume 4, Issue 7, July-2013 2554 ISSN 2229-5518 International Journal of Scientific & Engineering Research, Volume 4, Issue 7, July-2013 2554 Impact of Non-Financial Rewards on Employee Attitude &Performance in the workplace A case study of Business

More information

INTERNAL MARKETING ESTABLISHES A CULTURE OF LEARNING ORGANIZATION

INTERNAL MARKETING ESTABLISHES A CULTURE OF LEARNING ORGANIZATION INTERNAL MARKETING ESTABLISHES A CULTURE OF LEARNING ORGANIZATION Yafang Tsai, Department of Health Policy and Management, Chung-Shan Medical University, Taiwan, (886)-4-24730022 ext.12127, avon611@gmail.com

More information

Successful joint venture strategies based on data mining

Successful joint venture strategies based on data mining Successful joint venture strategies based on data mining JIN HYUNG KIM, SO YOUNG SOHN* Department of Information & Industrial Systems Engineering Yonsei University 134 Shinchon-dong, Seoul 120-749 KOREA

More information

Roles of Practitioners and Strategic Planning Practices

Roles of Practitioners and Strategic Planning Practices Roles of Practitioners and Strategic Planning Practices *** Associate Professor Dr. Kanya Sirisagul Department of Advertising and Public Relations Business Administration Faculty Ramkhamhaeng University

More information

STUDENT ATTITUDES TOWARD WEB-BASED COURSE MANAGEMENT SYSTEM FEATURES

STUDENT ATTITUDES TOWARD WEB-BASED COURSE MANAGEMENT SYSTEM FEATURES STUDENT ATTITUDES TOWARD WEB-BASED COURSE MANAGEMENT SYSTEM FEATURES Dr. Manying Qiu, Virginia State University, mqiu@vsu.edu Dr. Steve Davis, Clemson University, davis@clemson.edu Dr. Sadie Gregory, Virginia

More information

Human resource (HR) management

Human resource (HR) management FROM THE MPA PROGRAM Responsibility for Human Resource Management in North Carolina Municipalities: Findings and Recommendations Kirsten Olson Human resource (HR) management is a vital and influential

More information

How to Use Problem-Solving Simulations to Improve Knowledge, Skills, and Teamwork

How to Use Problem-Solving Simulations to Improve Knowledge, Skills, and Teamwork How to Use Problem-Solving Simulations to Improve Knowledge, Skills, and Teamwork By Janet L. Szumal, Ph.D. Human Synergistics/Center for Applied Research, Inc. Reprinted from Mel Silberman and Pat Philips

More information

Identification of Critical Success Factors for Successful TQM Implementation in Textile Industries, Pakistan

Identification of Critical Success Factors for Successful TQM Implementation in Textile Industries, Pakistan Global Advanced Research Journal of Management and Business Studies (ISSN: 2315-5086) Vol. 3(10) pp. 473-478, October, 2014 Available online http://garj.org/garjmbs/index.htm Copyright 2014 Global Advanced

More information

42 COACHING THE APPLICATION OF

42 COACHING THE APPLICATION OF 42 COACHING THE APPLICATION OF AGILE SOFTWARE DEVELOPMENT Peter Wendorff ASSET GmbH Oberhausen, Germany Abstract Keywords The success of agile software development has drawn attention to coaching as an

More information

Guided Reading 9 th Edition. informed consent, protection from harm, deception, confidentiality, and anonymity.

Guided Reading 9 th Edition. informed consent, protection from harm, deception, confidentiality, and anonymity. Guided Reading Educational Research: Competencies for Analysis and Applications 9th Edition EDFS 635: Educational Research Chapter 1: Introduction to Educational Research 1. List and briefly describe the

More information

EFFECTS OF LEARNING STYLES ON STUDENTS PERCEPTIONS OF ENTREPRENEURSHIP COURSE RELEVANCE AND TEACHING METHODS

EFFECTS OF LEARNING STYLES ON STUDENTS PERCEPTIONS OF ENTREPRENEURSHIP COURSE RELEVANCE AND TEACHING METHODS EFFECTS OF LEARNING STYLES ON STUDENTS PERCEPTIONS OF ENTREPRENEURSHIP COURSE RELEVANCE AND TEACHING METHODS Abayomi Kazeem Akinboye,* Zaidatol Akmaliah Lope Pihie** *Department of Science and Technical

More information

The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers

The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers Kamla-Raj 2012 Int J Edu Sci, 4(3): 209-213 (2012) The Relationship between Social Intelligence and Job Satisfaction among MA and BA Teachers Soleiman Yahyazadeh-Jeloudar 1 and Fatemeh Lotfi-Goodarzi 2

More information

The Effect of Information Technology (IT) Support on Innovations Concepts: A study of Textile Sector in Pakistan

The Effect of Information Technology (IT) Support on Innovations Concepts: A study of Textile Sector in Pakistan The Effect of Information Technology (IT) Support on Innovations Concepts: A study of Textile Sector in Pakistan Abstract Muhammad Mohsin MBA (Quality Management), Govt College University Faisalabad, Pakistan

More information

Behaving Intelligently: Leadership Traits & Characteristics Kristina G. Ricketts, Community and Leadership Development

Behaving Intelligently: Leadership Traits & Characteristics Kristina G. Ricketts, Community and Leadership Development COOPERATIVE EXTENSION SERVICE UNIVERSITY OF KENTUCKY COLLEGE OF AGRICULTURE, LEXINGTON, KY, 40546 ELK1-102 LEADERSHIP BEHAVIOR Behaving Intelligently: Leadership Traits & Characteristics Kristina G. Ricketts,

More information

How To Understand The Relationship Between Organization And Performance

How To Understand The Relationship Between Organization And Performance Organizational Behavior and Development Michael Beer Harvard University Organizational studies is a fragmented field. Its foundations are the disciplines of Psychology, Sociology, and Economics and applied

More information

Tom Ward, MPA University Ombudsman for Staff Clemson University. Overview

Tom Ward, MPA University Ombudsman for Staff Clemson University. Overview Challenges and Opportunities for Organizational Ombuds Tom Ward, MPA University Ombudsman for Staff Clemson University Overview Why this topic? Organizational change complexity and ramifications Motivation

More information

Choosing a compensation strategy in the hotel industry: An exploratory study Edwin N. Torres Howard Adler Purdue University

Choosing a compensation strategy in the hotel industry: An exploratory study Edwin N. Torres Howard Adler Purdue University Choosing a compensation strategy in the hotel industry: An exploratory study Edwin N. Torres Howard Adler Purdue University Abstract One of the key human resource decisions made by any organization is

More information

The Relationship between Transformational Leadership and Organizational Culture in National Oil Corporation of Libya

The Relationship between Transformational Leadership and Organizational Culture in National Oil Corporation of Libya The Relationship between Transformational Leadership and Organizational Culture in National Oil Corporation of Libya Adel Mohamed Ali Shurbagi 1 & Ibrahim Bin Zahari 2 1 Graduate School of Business, Universiti

More information

Evaluating Web Site Structure A Set of Techniques

Evaluating Web Site Structure A Set of Techniques Introduction Evaluating Web Site Structure A Set of Techniques K. Frederickson-Mele, Michael D. Levi, and Frederick G. Conrad U.S. Department of Labor, Bureau of Labor Statistics Washington, DC As the

More information

Chapter 2 Quantitative, Qualitative, and Mixed Research

Chapter 2 Quantitative, Qualitative, and Mixed Research 1 Chapter 2 Quantitative, Qualitative, and Mixed Research This chapter is our introduction to the three research methodology paradigms. A paradigm is a perspective based on a set of assumptions, concepts,

More information

ATTRIBUTES OF SCHOOL PRINCIPALS- LEADERSHIP QUALITIES & CAPACITIES

ATTRIBUTES OF SCHOOL PRINCIPALS- LEADERSHIP QUALITIES & CAPACITIES ATTRIBUTES OF SCHOOL PRINCIPALS- LEADERSHIP QUALITIES & CAPACITIES Dr Sailesh Sharma, Institute of Principalship Studies, University of Malaya, Kuala Lumpur, Malaysia Abstract Successful leadership is

More information

Constructing a TpB Questionnaire: Conceptual and Methodological Considerations

Constructing a TpB Questionnaire: Conceptual and Methodological Considerations Constructing a TpB Questionnaire: Conceptual and Methodological Considerations September, 2002 (Revised January, 2006) Icek Ajzen Brief Description of the Theory of Planned Behavior According to the theory

More information

CRM Systems and Customer Survey Measurement A Panoramic View of Customers by Jamie Baker-Prewitt, Ph.D.,Vice President, Burke, Inc.

CRM Systems and Customer Survey Measurement A Panoramic View of Customers by Jamie Baker-Prewitt, Ph.D.,Vice President, Burke, Inc. PUB. NO. 0602 CRM Systems and Customer Survey Measurement by Jamie Baker-Prewitt, Ph.D.,Vice President, Burke, Inc. Companies develop CRM (customer relationship management) systems for a variety of reasons,

More information

International Tourism Market Segmentation Based on Consumer Behavior

International Tourism Market Segmentation Based on Consumer Behavior International Tourism Market Segmentation Based on Consumer Behavior Luigi DUMITRESCU Lucian Blaga University, Faculty of Economics, Sibiu, Romania E-mail: dumitresculuigi@yahoo.com Telephone: +40 0724

More information

KEYWORDS: Value chain, Accounting, Information, System, Decision Making

KEYWORDS: Value chain, Accounting, Information, System, Decision Making THE EFFECT OF USING ACCOUNTING INFORMATION SYSTEMS TO IMPROVE THE VALUE CHAIN IN BUSINESS ORGANIZATIONS - EMPIRICAL STUDY Dr. Khaled M. Qatanani Accounting & Finance Dept. Applied Science University Bahrain

More information

ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT

ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT 114 Management and Economics ADAPTATION OF EMPLOYEES IN THE ORGANIZATION AND ITS IMPORTANCE IN TERMS OF HUMAN RESOURCE MANAGEMENT Jaroslav NEKORANEC Jaroslav.Nekoranec@aos.sk Lenka NAGYOVÁ lenka.nagyova@mil.sk

More information

Changing culture the experience of TU Delft Library

Changing culture the experience of TU Delft Library Abstract: Changing culture the experience of TU Delft Library Ellen van der Sar / Maria Heijne Delft University of Technology Library When seeking to introduce change into an organisation, it is usually

More information

ORGANIZATIONAL BEHAVIOR

ORGANIZATIONAL BEHAVIOR Fact Sheet ORGANIZATIONAL BEHAVIOR TEST INFORMATION This test was developed to enable schools to award credit to students for knowledge equivalent to that, which is learned, by students taking the course.

More information

The Research Basis of Employee-

The Research Basis of Employee- RICHARD J. VORWERK Dean of Special Programs and Instructional Services Governors State University Park Forest South, Illinois The Research Basis of Employee- Centered Supervision As supervisors in libraries,

More information

Evaluating the Factors Affecting on Intension to Use of E-Recruitment

Evaluating the Factors Affecting on Intension to Use of E-Recruitment American Journal of Information Science and Computer Engineering Vol., No. 5, 205, pp. 324-33 http://www.aiscience.org/journal/ajisce Evaluating the Factors Affecting on Intension to Use of E-Recruitment

More information

J. Appl. Environ. Biol. Sci., 5(5)220-226, 2015 2015, TextRoad Publication

J. Appl. Environ. Biol. Sci., 5(5)220-226, 2015 2015, TextRoad Publication 2015, TextRoad Publication ISSN: 2090-4274 Journal of Applied Environmental and Biological Sciences www.textroad.com Evaluation of the Impact of Change Management Dimensions on Increasing Organizational

More information

Examining the Marketing - Sales Relationships and its Implications for Business Performance

Examining the Marketing - Sales Relationships and its Implications for Business Performance Page 1 of 8 ANZMAC 2009 Examining the Marketing - Sales Relationships and its Implications for Business Performance Ken Grant*, Monash University, Ken.Grant@buseco.monash.edu.au Hanny Nasution, Monash

More information

ACADEMIC DIRECTOR: Carla Marquez-Lewis Email Contact: THE PROGRAM Career and Advanced Study Prospects Program Requirements

ACADEMIC DIRECTOR: Carla Marquez-Lewis Email Contact: THE PROGRAM Career and Advanced Study Prospects Program Requirements Psychology (BA) ACADEMIC DIRECTOR: Carla Marquez-Lewis CUNY School of Professional Studies 101 West 31 st Street, 7 th Floor New York, NY 10001 Email Contact: Carla Marquez-Lewis, carla.marquez-lewis@cuny.edu

More information

A Survey of the Relationship between Quality of Work Life and Customer Relationship Management (Case Study: Keshavarzi Bank Branches of Kermanshah)

A Survey of the Relationship between Quality of Work Life and Customer Relationship Management (Case Study: Keshavarzi Bank Branches of Kermanshah) ORIGINAL ARTICLE Received 15 Oct. 2012 Accepted 30 Dec. 2012 2012, Scienceline Publication www.science-line.com Asian Journal of Social and Economic Sciences Asian J. Soc. Econ. Sci. 1(1): 18-22, 2012

More information

CONSIDERING CRITICAL FACTORS OF SUCCESS AT IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM AND RANKING THEM

CONSIDERING CRITICAL FACTORS OF SUCCESS AT IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM AND RANKING THEM CONSIDERING CRITICAL FACTORS OF SUCCESS AT IMPLEMENTING CUSTOMER RELATIONSHIP MANAGEMENT SYSTEM AND RANKING THEM *Navid Aboulian Department of IT Management, Islamic Azad University, Science and Researches

More information

The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning

The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning The Impact of Management Information Systems on the Performance of Governmental Organizations- Study at Jordanian Ministry of Planning Dr. Shehadeh M.A.AL-Gharaibeh Assistant prof. Business Administration

More information

Leadership Practices Questionnaire Self Assessment

Leadership Practices Questionnaire Self Assessment Leadership Practices Questionnaire Self Assessment In this survey there are thirty statements about the things that leaders do. The statements all describe behaviours or activities. Please read each statement

More information

UNDERSTANDING THE TWO-WAY ANOVA

UNDERSTANDING THE TWO-WAY ANOVA UNDERSTANDING THE e have seen how the one-way ANOVA can be used to compare two or more sample means in studies involving a single independent variable. This can be extended to two independent variables

More information

Challenges of Intercultural Management: Change implementation in the context of national culture

Challenges of Intercultural Management: Change implementation in the context of national culture 12-ICIT 9-11/4/07 in RoC Going for Gold ~ Best Practices in Ed. & Public Paper #: 07-08 Page- 1 /7 Challenges of Intercultural Management: Change implementation in the context of national culture Prof.

More information

Using the PRECEDE- PROCEED Planning Model PRECEDE-PROCEED P R E C E D E. Model for health promotion programming Best known among health scientists

Using the PRECEDE- PROCEED Planning Model PRECEDE-PROCEED P R E C E D E. Model for health promotion programming Best known among health scientists Using the PRECEDE- PROCEED Planning Model Dr. McKinley Thomas Associate Professor Department of Community Medicine Mercer University PRECEDE-PROCEED Model for health promotion programming Best known among

More information

THE RELATIONSHIP BETWEEN CLASSROOM MANAGEMENT STYLES OF TEACHERS AND THE OCCURRENCE OF DISCIPLINE PROBLEMS IN INTERNATIONAL SCHOOLS BANGKOK, THAILAND

THE RELATIONSHIP BETWEEN CLASSROOM MANAGEMENT STYLES OF TEACHERS AND THE OCCURRENCE OF DISCIPLINE PROBLEMS IN INTERNATIONAL SCHOOLS BANGKOK, THAILAND THE RELATIONSHIP BETWEEN CLASSROOM MANAGEMENT STYLES OF TEACHERS AND THE OCCURRENCE OF DISCIPLINE PROBLEMS IN INTERNATIONAL SCHOOLS BANGKOK, THAILAND NESSRINE CHELLAL, Inesrinmebare@hotmail.com Advisors:

More information

PH.D THESIS ON A STUDY ON THE STRATEGIC ROLE OF HR IN IT INDUSTRY WITH SPECIAL REFERENCE TO SELECT IT / ITES ORGANIZATIONS IN PUNE CITY

PH.D THESIS ON A STUDY ON THE STRATEGIC ROLE OF HR IN IT INDUSTRY WITH SPECIAL REFERENCE TO SELECT IT / ITES ORGANIZATIONS IN PUNE CITY ABSTRACT OF PH.D THESIS ON A STUDY ON THE STRATEGIC ROLE OF HR IN IT INDUSTRY WITH SPECIAL REFERENCE TO SELECT IT / ITES ORGANIZATIONS IN PUNE CITY SUBMITTED TO THE UNIVERSITY OF PUNE FOR THE AWARD OF

More information

Issues in Information Systems Volume 13, Issue 1, pp. 258-263, 2012

Issues in Information Systems Volume 13, Issue 1, pp. 258-263, 2012 FACULTY PERCEPTIONS OF PEDAGOGICAL BENEFITS OF WEB 2.0 TECHNOLOGIES AND VARIABLES RELATED TO ADOPTION Pamela A. Dupin-Bryant, Utah State University, pam.dupin-bryant@usu.edu 258 ABSTRACT In recent years,

More information

Chapter Seven. Multiple regression An introduction to multiple regression Performing a multiple regression on SPSS

Chapter Seven. Multiple regression An introduction to multiple regression Performing a multiple regression on SPSS Chapter Seven Multiple regression An introduction to multiple regression Performing a multiple regression on SPSS Section : An introduction to multiple regression WHAT IS MULTIPLE REGRESSION? Multiple

More information

The effects of beliefs about language learning and learning strategy use of junior high school EFL learners in remote districts

The effects of beliefs about language learning and learning strategy use of junior high school EFL learners in remote districts The effects of beliefs about language learning and learning strategy use of junior high school EFL learners in remote districts ABSTRACT Ching-yi Chang Leader University, Taiwan Ming-chang Shen Leader

More information

Expectancy Value Theory: Motivating Healthcare Workers

Expectancy Value Theory: Motivating Healthcare Workers Expectancy Value Theory: Motivating Healthcare Workers Stefania De Simone Researcher in Organizational Behavior Institute for Research on Innovation and Services for Development National Research Council

More information

Shiken: JLT Testing & Evlution SIG Newsletter. 5 (3) October 2001 (pp. 13-17)

Shiken: JLT Testing & Evlution SIG Newsletter. 5 (3) October 2001 (pp. 13-17) Statistics Corner: Questions and answers about language testing statistics: Point- biserial correlation coefficients James Dean Brown (University of Hawai'i at Manoa) QUESTION: Recently on the email forum

More information

DATA ANALYSIS AND INTERPRETATION OF EMPLOYEES PERSPECTIVES ON HIGH ATTRITION

DATA ANALYSIS AND INTERPRETATION OF EMPLOYEES PERSPECTIVES ON HIGH ATTRITION DATA ANALYSIS AND INTERPRETATION OF EMPLOYEES PERSPECTIVES ON HIGH ATTRITION Analysis is the key element of any research as it is the reliable way to test the hypotheses framed by the investigator. This

More information

An Evaluation of Bank Customer Satisfaction in Pakistan, Case of Conventional Banks

An Evaluation of Bank Customer Satisfaction in Pakistan, Case of Conventional Banks An Evaluation of Bank Satisfaction in Pakistan, Case of Conventional Banks Haroon Rasheed Management School, Wuhan University of Technology 205-Loushi Road, Wuhan P.R China 4300070 Wang Aimin Management

More information

What do advertising professionals really want? Preparing University graduates for careers in the Middle East

What do advertising professionals really want? Preparing University graduates for careers in the Middle East Vol. 1, No. 1, pp. 27-32 What do advertising professionals really want? Love 27 What do advertising professionals really want? Preparing University graduates for careers in the Middle East By Don Love

More information

Designing Productive and Satisfying Work. Lesson 4

Designing Productive and Satisfying Work. Lesson 4 Designing Productive and Satisfying Work Lesson 4 Learning objectives After this lecture you should be able to: Describe how the design of work tasks and roles can align with overall HR strategy. Explain

More information

FACTORS AFFECTING SUCCESSFUL IMPLEMENTATION OF NICHE MARKETING IN TEHRAN METROPOLIS

FACTORS AFFECTING SUCCESSFUL IMPLEMENTATION OF NICHE MARKETING IN TEHRAN METROPOLIS Revista Empresarial Inter Metro / Inter Metro Business Journal Spring 2012 / Vol. 8 No. 1 / p. 33 FACTORS AFFECTING SUCCESSFUL IMPLEMENTATION OF NICHE MARKETING IN TEHRAN METROPOLIS By Mehdi Noursina Management

More information

Building a Culture of Quality

Building a Culture of Quality Building a Culture of Quality Michael Noble MD FRCPC University of British Columbia, Vancouver Canada Program Office for Laboratory Quality Management Medical Director for Quality LifeLabs Medical Laboratory

More information

E. Intervention The focus of direct practice intervention is derived from the social study and assessment and is sanctioned by the contract. Implement

E. Intervention The focus of direct practice intervention is derived from the social study and assessment and is sanctioned by the contract. Implement Narrative Outline I. Generalist Practice: A Definition Generalist practice is both a process and a method which seeks to improve, restore, maintain, or enhance the client's social functioning. Although

More information

A new direction for Delta Pacific: A case study

A new direction for Delta Pacific: A case study ABSTRACT A new direction for Delta Pacific: A case study Maureen Hannay Troy University Time in the classroom is largely spent providing students with theories, concepts and models. Exams frequently consist

More information

How to Use Problem-Solving Simulations to Im prove K now ledge, Sk ills, and Team w ork

How to Use Problem-Solving Simulations to Im prove K now ledge, Sk ills, and Team w ork How to Use Problem-Solving Simulations to Im prove K now ledge, Sk ills, and Team w ork By Janet L. Szumal, Ph.D. Human Synergistics/Center for Applied Research, Inc. Reprinted from Mel Silberman and Pat

More information

How can you identify the causes and effects of the risks in your company? What can happen?

How can you identify the causes and effects of the risks in your company? What can happen? Risk Identification STAGE 1 : RISK IDENTIFICATION 1. Risk identification 2. Sources for identifying risks 3. Other procedures for identifying risks 4. Classification of risks 1.Risk Identification How

More information

Stigmatisation of people with mental illness

Stigmatisation of people with mental illness Stigmatisation of people with mental illness Report of the research carried out in July 1998 and July 2003 by the Office for National Statistics (ONS) on behalf of the Royal College of Psychiatrists Changing

More information

Analysis of the perceptions of accounting students and practitioners regarding the ethnicity of earnings management post Sarbanes-Oxley

Analysis of the perceptions of accounting students and practitioners regarding the ethnicity of earnings management post Sarbanes-Oxley Analysis of the perceptions of accounting students and practitioners regarding the ethnicity of earnings management post Sarbanes-Oxley ABSTRACT Deborah M. Pendarvis University of Tampa David E. Morris,

More information

Teachers Emotional Intelligence and Its Relationship with Job Satisfaction

Teachers Emotional Intelligence and Its Relationship with Job Satisfaction ADVANCES IN EDUCATION VOL.1, NO.1 JANUARY 2012 4 Teachers Emotional Intelligence and Its Relationship with Job Satisfaction Soleiman Yahyazadeh-Jeloudar 1 Fatemeh Lotfi-Goodarzi 2 Abstract- The study was

More information

Learning theories Judy McKimm

Learning theories Judy McKimm Learning theories Judy McKimm There has been a lot of research into the way people learn and certain theories have been influential on developments in all areas of education, but particularly in adult

More information

PERCEPTION OF BUILDING CONSTRUCTION WORKERS TOWARDS SAFETY, HEALTH AND ENVIRONMENT

PERCEPTION OF BUILDING CONSTRUCTION WORKERS TOWARDS SAFETY, HEALTH AND ENVIRONMENT Journal of Engineering Science and Technology Vol. 2, No. 3 (2007) 271-279 School of Engineering, Taylor s University College PERCEPTION OF BUILDING CONSTRUCTION WORKERS TOWARDS SAFETY, HEALTH AND ENVIRONMENT

More information

User Resistance Factors in Post ERP Implementation

User Resistance Factors in Post ERP Implementation User Resistance Factors in Post ERP Implementation Sayeed Haider Salih 1 e-mail: sayd.salih@hotmail.com Ab Razak Che Hussin 2 e-mail: abrazak@utm.my Halina Mohamed Dahlan 3 e-mail: halina@utm.my Author(s)

More information

Identifying and Managing Key Value Drivers. Future issues will address topics such as: How Different Are Shareholder Value Companies

Identifying and Managing Key Value Drivers. Future issues will address topics such as: How Different Are Shareholder Value Companies VOLUME I, ISSUE 1 Identifying and Managing Key Value Drivers Over the years, L.E.K. Consulting has worked with a wide variety of companies to help them implement shareholder value techniques. In doing

More information

THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE

THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE THE OPEN UNIVERSITY OF TANZANIA FACULTY OF BUSINESS MANAGEMENT OME 212: BUSINESS ENVIRONMENT AND STRATEGIES COURSE OUTLINE 2010 1 INTRODUCTION This course focuses on the external and internal environment

More information

o and organizational data were the primary measures used to

o and organizational data were the primary measures used to The Role of Relevant Experience and Intellectual Ability in Determining the Performance of Military Leaders: A Contingency Model Explanation Patrick J. Bettin United States Military Academy Abstract A

More information