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Organisational Behaviour - Annotated Bibliography

Added on - 17 Jun 2021

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Organisational Behaviour1
Annotated Bibliography EntriesTopes: Organisational CultureEntry -1Carlström, E. D., & Ekman, I. (2012). Organisational culture and change: implementing person-centred care.Journal of health organization and management,26(2), 175-191.In this research paper, the author tries to investigate the relationship between organisationalculture and employee resistance to change. The paper takes the case of health organisations forthe purpose of simplicity. In this research primarydata has been collected from five hospitalwards in Western Sweden. The employees of these hospitals had undergone severe change due toimplementation of a research project related to person centric care. In terms of methodology,survey method was used as a research tool. The study found that employees tended to stick toroutines and a daily stable or unchanging environment if there is less focus on socialcompetencies or skulls. Additionally, if there is a culture of cohesion, trust and flexibility, theemployees will be more accepting of the change and will not seek stable daily routine as a lastingconcept. In other words, a work culture which promotes competencies, trust and flexibility willgenerate lesser resistance to change and will reduce routine seeking behaviour.Entry-2Giberson, T. R., Resick, C. J., Dickson, M. W., Mitchelson, J. K., Randall, K. R., & Clark, M. A.(2009). Leadership and organizational culture: Linking CEO characteristics to culturalvalues.Journal of Business and Psychology,24(2), 123-137.The purpose of this study was to ascertain the relationship between culture of an organisationand leadership. This study made a specific attempt to understand the correlation betweenpersonality traits of CEO of an organisation and the culture that prevails within that organisation.The study surveyed 32 CEOs who were assessed on the big five personality measures.Additionally 467 employees from these 32 organisations were asked to complete a valuesmeasure of organisational culture. The study found a huge positive correlation between theCEO’s personality traits and the organisational culture. For example, if the CEO showed a traitofagreeableness, the employees were found to view the organisational culture as having values2
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