Organisatoriese doeltreffendheid in Suid-Afrika en Japan.
- Spoelstra, H.I.J., Raubenheimer, I. van W.
- Authors: Spoelstra, H.I.J. , Raubenheimer, I. van W.
- Date: 1981
- Subjects: Organisational practices , Individualism , Groupism , Organisational effectiveness
- Type: Article
- Identifier: uj:6544 , http://hdl.handle.net/10210/2743
- Description: In different cultures various work values determine organisational practises which in turn tend to determine effectiveness. Three cultural groups namely Japanese, White South Africans and Black South Africans are compared by means of a questionnaire determining relative emphasis on the values of individualism and gregariousness (groupism). Attitudes of the various cultures with respect to organisational practises are also measured using an attitude scale. The data are analysed by means of descriptive statistics and discriminate analysis. Results show that although basic values are the same for White South Africans and Japanese their actual hierarchical structures differ. The gregarious characteristic of the Japanese appears to be to a large extent responsible for their organisational effectiveness. Further research concerning the values of Black workers is suggested.
- Full Text:
- Authors: Spoelstra, H.I.J. , Raubenheimer, I. van W.
- Date: 1981
- Subjects: Organisational practices , Individualism , Groupism , Organisational effectiveness
- Type: Article
- Identifier: uj:6544 , http://hdl.handle.net/10210/2743
- Description: In different cultures various work values determine organisational practises which in turn tend to determine effectiveness. Three cultural groups namely Japanese, White South Africans and Black South Africans are compared by means of a questionnaire determining relative emphasis on the values of individualism and gregariousness (groupism). Attitudes of the various cultures with respect to organisational practises are also measured using an attitude scale. The data are analysed by means of descriptive statistics and discriminate analysis. Results show that although basic values are the same for White South Africans and Japanese their actual hierarchical structures differ. The gregarious characteristic of the Japanese appears to be to a large extent responsible for their organisational effectiveness. Further research concerning the values of Black workers is suggested.
- Full Text:
Die sintetiese bepaling van organisasiedoeltreffendheid.
- Raubenheimer, I. van W., Harmse, P.J.H.
- Authors: Raubenheimer, I. van W. , Harmse, P.J.H.
- Date: 1989
- Subjects: Organisational effectiveness , Organisational culture terms , Organisational structure , Organisational productivity , External communication , Internal communication
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/369423 , uj:6549 , http://hdl.handle.net/10210/2748
- Description: Organisational effectiveness: synthetically determined. In this article the development of a questionnaire for measuring organisational effectiveness (defined in organisational culture terms) is being discussed. The sample used for the item analysis consisted of 112 middle managers in the mining industry. The factor structure of the questionnaire was determined by using the responses of 230 middle managers. The original 72 items were reduced by 11 due to low item-total correlations. Four main constructs were measured by the questionnaire. The following preliminary names were given to these constructs: Internal communication, External communication, Organisational structure and productivity.
- Full Text:
- Authors: Raubenheimer, I. van W. , Harmse, P.J.H.
- Date: 1989
- Subjects: Organisational effectiveness , Organisational culture terms , Organisational structure , Organisational productivity , External communication , Internal communication
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/369423 , uj:6549 , http://hdl.handle.net/10210/2748
- Description: Organisational effectiveness: synthetically determined. In this article the development of a questionnaire for measuring organisational effectiveness (defined in organisational culture terms) is being discussed. The sample used for the item analysis consisted of 112 middle managers in the mining industry. The factor structure of the questionnaire was determined by using the responses of 230 middle managers. The original 72 items were reduced by 11 due to low item-total correlations. Four main constructs were measured by the questionnaire. The following preliminary names were given to these constructs: Internal communication, External communication, Organisational structure and productivity.
- Full Text:
The relationship between organisation identity and organisational performance
- Authors: Sugreen, Gulshan
- Date: 2012-06-06
- Subjects: Organisation identity , Corporate image , Organisational effectiveness , Success in business
- Type: Thesis
- Identifier: uj:2518 , http://hdl.handle.net/10210/4973
- Description: D. Phil. , Whetten (1985), Dutton and Dukerich (1991) and Van Tonder (1987; 1999; 2004a). Organisation identity is often simply described as the distinctive character of the organisation and more formally defined as the core, unique, enduring and unifying features of the organisation. Labich (1994) argued that it is a central factor in corporate failure, while De Geus (1997) concluded that organisation identity is a critical factor in long-living organisations, but empirical research on organisation identity is exceptionally rare. In particular, the organisation identity–performance relationship, which raises and illuminates the relevance of the organisation identity construct, especially at an applied level and from the perspective of organisational management, has not received formal research attention. The present study was expressly concerned with the relevance of the organisation identity construct and specifically investigated the relationship between organisation identity and organisational performance. It elaborates on an earlier empirical study by Van Tonder (1999), which indicated that organisation identity relates to several critical organisational variables, including organisational culture, institutional focus, lifecycle stage, and organisational performance, and which suggested the relevance of the construct. The present study aimed to isolate and illuminate the key variables of organisation identity and organisational performance in order to study and clarify the relationship between these constructs. Consistent with a growing trend towards non-participation, only three of the organisations that were approached eventually participated in the research. Predominantly quantitative in approach, the study used an adapted organisation identity questionnaire (cf. Van Tonder, 1999) together with an organisational performance questionnaire (the PI or Performance Index) (Spannenberg & Theron, 2002). Results from the 274 respondents revealed that organisation identity – both the ‘fact-of-identity’ and the organisational ‘sense-of-identity’ – are directly and indirectly related to the organisation’s performance. It was concluded that these findings are significant from the perspectives of the construct’s relevance to science, theory confirmation and building and at an applied (organisational managerial) level. The findings and their implications for continued research are discussed.
- Full Text:
- Authors: Sugreen, Gulshan
- Date: 2012-06-06
- Subjects: Organisation identity , Corporate image , Organisational effectiveness , Success in business
- Type: Thesis
- Identifier: uj:2518 , http://hdl.handle.net/10210/4973
- Description: D. Phil. , Whetten (1985), Dutton and Dukerich (1991) and Van Tonder (1987; 1999; 2004a). Organisation identity is often simply described as the distinctive character of the organisation and more formally defined as the core, unique, enduring and unifying features of the organisation. Labich (1994) argued that it is a central factor in corporate failure, while De Geus (1997) concluded that organisation identity is a critical factor in long-living organisations, but empirical research on organisation identity is exceptionally rare. In particular, the organisation identity–performance relationship, which raises and illuminates the relevance of the organisation identity construct, especially at an applied level and from the perspective of organisational management, has not received formal research attention. The present study was expressly concerned with the relevance of the organisation identity construct and specifically investigated the relationship between organisation identity and organisational performance. It elaborates on an earlier empirical study by Van Tonder (1999), which indicated that organisation identity relates to several critical organisational variables, including organisational culture, institutional focus, lifecycle stage, and organisational performance, and which suggested the relevance of the construct. The present study aimed to isolate and illuminate the key variables of organisation identity and organisational performance in order to study and clarify the relationship between these constructs. Consistent with a growing trend towards non-participation, only three of the organisations that were approached eventually participated in the research. Predominantly quantitative in approach, the study used an adapted organisation identity questionnaire (cf. Van Tonder, 1999) together with an organisational performance questionnaire (the PI or Performance Index) (Spannenberg & Theron, 2002). Results from the 274 respondents revealed that organisation identity – both the ‘fact-of-identity’ and the organisational ‘sense-of-identity’ – are directly and indirectly related to the organisation’s performance. It was concluded that these findings are significant from the perspectives of the construct’s relevance to science, theory confirmation and building and at an applied (organisational managerial) level. The findings and their implications for continued research are discussed.
- Full Text:
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