Why engineers must know and manage organizational culture

Introductory Chapter: Organizational Culture - How Much Underused Potential Does Science Have?

“…The authors state that engineers who want to manage and change organizational culture must become comfortable with hoopla and symbolism to add drama and life to their words and plans Proceeding paper [52] In complex a significance of employees' perception on ethical behavior, organizational culture and communication with managers is grounded Proceeding paper [53] In the context of organizational culture, the issues of ergonomics, group relationship, employees' development and managers' training are analyzed. The focus is on the relationship of VDT and employees' health Proceeding paper [54] Source: own.…”

Examining Organizational Trust and Psychological Contracts Between Trade Associations and Their Members

“…Trust has had numerous definitions by scholars over the years (Kurstedt, 2002) but a consensus among researchers concludes that trust is important in a range of organizational activities and processes such as team work, leadership, goal setting, performance appraisal, and in general, cooperative behaviours (Shockley-Zalabak, Ellis, & Winograd 2000;Axelrod, 1984;Elangovan & Shapiro, 1998;Gambetta, 1988: Jones & George, 1998Mayer, Davis, & Schoorman, 1995;McAllister, 1995;Trussell 2015). Shockley-Zalabak, Ellis, et.…”

Organizational Linkages: Understanding the Productivity Paradox,

“…An organizational system has upstream systems (suppliers, vendors, other providers); inputs (labor, capital, energy, materials, and information and data); value-adding processes; outputs (goods and/or services); downstream systems (customers); outcomes (profits, customer satisfaction); and up-line systems (parent organizations, hierarchically superior systems). The Management Systems model shown as Figure 6-1, which was adapted from Kurstedt (1986) and Sink and Tuttle (1989), depicts a systems view of an organizational system.…”

“…As seen in Figure 6-2, effectiveness focuses on the output side of an organizational system. An example of an indicator of effectiveness is Kurstedt (1986); Sink and Tuttle (1989).…”

“…The management system also involves three interfaces: (1) the interface between decision and action, (2) the interface between information portrayal and information perception, and (3) Juran, 1988;She whart, 1939) FIGURE 6-4 Improved management systems are required to ensure continuous performance improvement. SOURCE: Adapted from Kurstedt (1986); Sink and Tuttle (1989).…”