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E-raamat: Culture and Trust in Technology-Driven Organizations

(ESH Director - Lawrence Livermore National Laboratory, California, USA)
  • Formaat: 179 pages
  • Ilmumisaeg: 04-Dec-2013
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781040072134
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  • Formaat: 179 pages
  • Ilmumisaeg: 04-Dec-2013
  • Kirjastus: CRC Press Inc
  • Keel: eng
  • ISBN-13: 9781040072134

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"Preface Changes in the global business environment have drastically increased demands on businesses in the areas of productivity, product quality, innovation, and product development. Competing in a global environment has increased the need for enhancedcommunication exchanges, creating trusting cultures, and the ability to cope with the increased complexity and uncertainty of the ever-changing business environment. It is widely recognized that culture and trust play important roles in the corporate environment and must be managed in order to recruit and retain talented workers and build high-performing organizations. Managers have a need to understand the relationship between culture and trust and the role each plays in the successful creation of high-performing organizations. Authors and theorists have linked trust with increased performance levels, increased creativity, and increased critical thinking. These factors are critical for leaders to tap into when work is being performed in flexible and adaptive environments. Many researchers, authors, and theorists have contributed to developing the theories of culture and trust and have pointed out the important role that culture can play in the success of organizations. Presented in three parts, this book is written for the theorist, the researcher, and the practitioner. Section I outlines the literature on organizational trust and culture and the role theorists believe they play in the success of a changing domestic and global business environment. In conducting the literature review, various elements or attributes of culture and trust were studied"--

"This book provides insight into the important role that culture and trust can play in the success of high-technology organizations. There has been little research to demonstrate a connection between organizational culture and trust. This book introducesa review of the literature and the result of an empirical study that investigated the relationship between mechanistic and organic cultures and the level of trust in technology-based organizations"--



Preface xiii
About the author xv
Chapter 1 Importance of trusting cultures
1(8)
1.1 Introduction
1(1)
1.2 Technology-driven organizations in the global marketplace
2(2)
1.3 Relationship between increased productivity and trusting cultures
4(5)
Section I Literature review and the empirical study
Chapter 2 Literature review
9(16)
2.1 Introduction
9(1)
2.2 Organizational culture
9(1)
2.3 Defining organizational culture
10(3)
2.4 Burns and Stalker's organic and mechanistic management systems
13(1)
2.5 Likert System IV management process
13(1)
2.6 Connection between mechanistic and organic cultures and Likert management systems
14(3)
2.7 Summary of culture literature review
17(1)
2.8 Organizational trust
17(1)
2.9 Defining organizational trust
18(1)
2.10 Principal trust attributes
18(4)
2.11 Summary of trust literature review
22(3)
Section II Result of empirical studies
Chapter 3 Research statement and methodology
25(10)
3.1 Introduction
25(1)
3.2 Research question and objective
25(1)
3.3 Hypotheses
25(1)
3.4 Research significance and contribution to the body of knowledge
26(1)
3.5 Contribution to the disciplines of management and leadership
27(1)
3.6 Survey instrument selection
28(4)
3.6.1 Measuring organizational culture
28(2)
3.6.2 Measuring organizational trust
30(2)
3.7 Demographic questionnaire
32(1)
3.8 Targeted population
33(1)
3.9 Data collection process
33(2)
Chapter 4 Pilot study
35(6)
4.1 Conducting the pilot study
35(1)
4.1.1 Organization A
35(1)
4.1.2 Organization B
35(1)
4.1.3 Organization C
35(1)
4.2 Pilot results
36(3)
4.3 Summary of pilot study
39(1)
4.4 Lesson learned
39(2)
Chapter 5 Full study
41(26)
5.1 Introduction
41(1)
5.2 Description of data analysis methods
41(1)
5.3 Data characteristics
41(2)
5.4 Participating organizations
43(3)
5.4.1 Organization D
44(1)
5.4.2 Organization E
44(1)
5.4.3 Organization F
44(1)
5.4.4 Organization G
45(1)
5.4.5 Organization H
45(1)
5.4.6 Organization I
45(1)
5.4.7 Organization J
45(1)
5.4.8 Organization K
46(1)
5.4.9 Organization L
46(1)
5.4.10 Organization M
46(1)
5.5 Data and analysis of results
46(1)
5.6 Normality and survey reliability analysis
47(1)
5.7 Mean analysis
47(6)
5.8 Correlation analysis
53(1)
5.9 Hypothesis testing---trust attributes
53(1)
5.10 Analysis by organization
54(1)
5.11 Summary of organizational analyses
55(1)
5.12 Trust in technology-driven organizations
56(1)
5.13 Gender analysis
57(1)
5.14 Ethnic group analysis
58(3)
5.15 Age analysis
61(1)
5.16 Job tenure analysis
62(1)
5.17 Industry analysis
62(1)
5.18 Job status/position analysis
63(1)
5.19 Conclusion
64(3)
Chapter 6 Technology-driven organization cultures
67(6)
6.1 Characteristics of technology-driven organization cultures
67(1)
6.2 Redefining cultures for technology-driven organizations
68(2)
6.3 Culture---the foundation of trust
70(1)
6.4 Summary
70(3)
Chapter 7 Study recommendations and conclusions
73(8)
7.1 Recommendations
73(1)
7.2 Conclusion
74(1)
7.3 Limitation of the study
75(1)
7.4 Areas for future study
75(6)
Section III Practitioner's guide
Chapter 8 Tactics for building and maintaining trust
81(24)
8.1 Introduction
81(1)
8.2 Organizational diversity
82(4)
8.2.1 Gender intelligence
83(2)
8.2.2 Ethnicity and trust
85(1)
8.3 Organizational alignment and policies
86(1)
8.4 Dealing with perceptions
86(1)
8.5 Role of trust attributes in building a culture of trust
87(5)
8.5.1 Openness and honesty
88(1)
8.5.2 Competence
89(1)
8.5.3 Concern for employees
90(1)
8.5.4 Identification
90(1)
8.5.5 Reliability
91(1)
8.5.6 Relationship
91(1)
8.6 Selection and promotion of new managers
92(2)
8.6.1 Leadership training
93(1)
8.7 Building trusting cultures
94(1)
8.8 Perils of mistrust
95(1)
8.9 Behaviors that facilitate trust
95(1)
8.10 Interpersonal communication
96(1)
8.11 Soft side of management
97(1)
8.12 Leader's role
97(4)
8.12.1 Performance appraisals
99(1)
8.12.2 Reward and recognition
100(1)
8.12.3 Succession planning
100(1)
8.12.4 Employee engagement
101(1)
8.13 Leadership styles
101(4)
8.13.1 Situational leadership
102(1)
8.13.2 Servant leadership
102(1)
8.13.3 The micro leader
103(2)
Chapter 9 Manager's toolkit
105(26)
9.1 Introduction
105(1)
9.2 Guidelines for assessing organizational culture and trust
105(11)
9.2.1 Document review
106(1)
9.2.2 Selecting a survey instrument
106(1)
9.2.3 Development of a demographic survey
107(1)
9.2.4 Developing a survey instrument
107(1)
9.2.5 Conducting focus group discussions
108(1)
9.2.6 Selecting a facilitator
108(1)
9.2.7 Conducting interviews
109(1)
9.2.8 Analyzing and reporting the data
109(1)
9.2.9 Culture improvement plan
109(1)
9.3 Case study 1 Dysfunctional management
110(1)
9.4 Case study 2 The absent manager
111(2)
9.5 Case study 3 The art and importance of relationships
113(1)
9.6 Case study 4 Diversity matters
114(1)
9.7 Case study 5 Management accountability
115(1)
9.8 Individual Trust Questionnaire
116(3)
9.8.1 Survey completion
116(1)
9.8.2 Survey analysis
116(1)
9.8.3 Individual Trust Questionnaire guide
117(1)
9.8.4 Individual Trust Questionnaire
118(1)
9.9 Organization Trust Questionnaire
119(3)
9.9.1 Survey completion instructions
119(1)
9.9.2 Survey analysis
119(1)
9.9.3 Organization Trust Questionnaire guide
120(1)
9.9.4 Organization Trust Questionnaire
121(1)
9.10 Employee Engagement Questionnaire
122(2)
9.10.1 Survey completion
122(1)
9.10.2 Survey analysis
122(1)
9.10.3 Employee Engagement Questionnaire
123(1)
9.11 Management Trust Questionnaire
124(2)
9.11.1 Survey completion
124(1)
9.11.2 Survey analysis
124(1)
9.11.3 Management Trust Questionnaire
125(1)
9.12 Instruction for completing the Organizational Culture Questionnaire
126(3)
9.12.1 Survey instruction
126(1)
9.12.2 Organization Culture Questionnaire
127(2)
9.13 Culture focus group questions
129(1)
9.14 Trust focus group questions
129(1)
9.15 Practitioner guide summary
130(1)
Appendix: Participating organization data and charts 131(24)
References 155(4)
Index 159
Alston, Frances