The book is designed for practising managers, who should be interested in applying management theories for enhancing the performance of their enterprises and improving employee satisfaction. The design of the book will also be very useful for all researchers engaged in different Management and Behavioural Science research, as a guideline in the formulation of problems, collection and analysis of data, interpretation of findings and report writing.

The recent merger waves in most organizations fail to increase organizational performance and sustain a competitive advantage. Several U.S. organizational mergers failed to sustain market competition and retain employees. Most consolidated and merged banks in Nigeria are in distress and have failed to increase organizational performance. Currently, organizational leaders are facing challenges regarding how to integrate two or more merged cultures to maintain employee commitment, job satisfaction, and employee retention. The author used a quantitative correlational and regression study that collected data related to a merged bank in Abuja, Federal Capital Territory (FCT) of Nigeria, to examine if a relationship existed between organizational culture and organizational performance. The study results indicated that a measure of the combination of cultural traits (mission, involvement, consistency, and adaptability) had a significant relationship with each of the organizational performance measures (employee commitment, job satisfaction, and employee retention). The need to provide solutions to the failed mergers and strategies for sustaining higher performance in partnership mergers and acquisitions becomes imperative. In this book, Henrietta Okoro integrates organizational culture traits with insights from research to provide readers with distinctive strategies to improve and sustain employee retention, job satisfaction, and higher organizational performance. Emphases were made on distressed banks, global bank mergers, acquisitions trends, and implications for sustainability. Recommendations were provided to leaders in various industries and future research prospects. The book highlights the factors of job satisfaction, employee commitment, thinking beyond financial gain in mergers and acquisitions, failure as a learning tool, and the cultural traits necessary to sustain creativity and higher organizational performance. Throughout the book, Henrietta Okoro draws from compelling examples of the merged organizations and research in the social sciences to demonstrate the relationship between organizational culture and performance and how it can enhance employee retention, job satisfaction, and higher organizational performance. The book further provides an excellent resource for business sectors that grasp market globalization, organizational leaders, higher institutions, scholars, professionals, researchers, and project managers, in various industries and other corporate sectors with the synergy intent of merger and acquisition to sustain market diversification, improved performance, customer base, and business synergy expansion.

Increasing globalization, cutthroat competition, recurrent financial crises, and new social media technology provide unimaginable strain on companies to rethink their human resources practices. Such ever-growing business environments particularly call upon companies to develop sustainable leadership practices and create a well-established organizational climate. By promoting an organizational value system, the leader can influence the work behavior and attitudes of the employees and results. Corporate Leadership and Its Role in Shaping Organizational Culture and Performance is an essential reference source that investigates the influence of corporate leadership on the organizational culture and performance of a company and ways in which this understanding can improve firm effectiveness, nurture entrepreneurial behavior and practices, and establish innovative processes. Featuring research on topics such as intellectual capital, job satisfaction, and gender inequality, this book is ideally designed for managers, executives, business leaders, entrepreneurs, researchers, academicians, and students.

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.

Aimed at healthcare managers and clinicians with management responsibilties, policy makers and healthcare academics, this book examines the evidence for relationships between organizational culture and performance, with practical tools to measure these factors.

Total Quality Management (TQM) epitomizes a pinnacle business excellence program, strategically deployed to elevate an organization’s performance amidst the ever-evolving business landscape. A profound comprehension of TQM principles and practices becomes indispensable for organizations aspiring to enhance their operational efficacy. Within the pages of this book, paramount focus is accorded not solely to TQM principles and organizational culture, but also to pragmatic insights garnered from diverse wind companies. Research findings are adeptly employed to demonstrate how the cultivation of a TQM culture has positively augmented the performance of the wind industry, highlighting the pivotal role of human resources in driving this transformation. Moreover, it elucidates how such implications can be extrapolated to other sectors, particularly within the burgeoning renewable energy domain in India.

To achieve a better understanding of the influence of National Culture, Corporate Culture and Leadership Style on Lean Six Sigma implementation and Corporate Success a quantitative empirical web-based survey with Lean Six Sigma professionals involved in the social professional network LinkedIn was carried out by Miriam Jacobs. The outcome of this survey suggests, that certain constellations of these five factors are more successful than others. Companies with an almost equal balance across different Leadership Styles and types of Corporate Culture achieve the best results, while companies equipped with a Rational and Hierarchical Corporate Culture in the absence of transformational, participative or supportive leadership are likely to fail.

The performance of public services is a matter of concern in many countries. Issues of public service efficiency, cost, and effectiveness have moved to the forefront of political debate. This book applies the latest thinking from Management and Organization Studies to public organizations to examine how the public sector can perform better.

The Oxford Handbook of Organizational Climate and Culture presents the breadth of topics from Industrial and Organizational Psychology and Organizational Behavior through the lenses of organizational climate and culture. The Handbook reveals in great detail how in both research and practice climate and culture reciprocally influence each other. The details reveal the many practices that organizations use to acquire, develop, manage, motivate, lead, and treat employees both at home and in the multinational settings that characterize contemporary organizations. Chapter authors are both expert in their fields of research and also represent current climate and culture practice in five national and international companies (3M, McDonald's, the Mayo Clinic, PepsiCo and Tata). In addition, new approaches to the collection and analysis of climate and culture data are presented as well as new thinking about organizational change from an integrated climate and culture paradigm. No other compendium integrates climate and culture thinking like this Handbook does and no other compendium presents both an up-to-date review of the theory and research on the many facets of climate and culture as well as contemporary practice. The Handbook takes a climate and culture vantage point on micro approaches to human issues at work (recruitment and hiring, training and performance management, motivation and fairness) as well as organizational processes (teams, leadership, careers, communication), and it also explicates the fact that these are lodged within firms that function in larger national and international contexts.

Critical and accessible, the new edition of this bestselling textbook offers valuable insight into contemporary management practices and encourages readers to reflect on the realities of the workplace. Work and Organizational Behaviour takes a unique and well-rounded approach, exploring key theories and topics through the lenses of sociology, psychology, ethics and sustainability. Firmly embedded in the latest research and the wider geopolitical environment, this new edition places OB in the context of climate change, the rise of unstable working conditions and the impact of new technologies. A strong suite of pedagogy supports student learning, demonstrating key theories in action and preparing readers for the real world of work. Cases and features illustrate contemporary organizational practices and their impact across the world, in a range of industries. With streamlined content, an improved structure, and an enhanced focus on leadership, Work and Organizational Behaviour is an essential companion for OB modules at undergraduate, postgraduate and MBA levels. New to this Edition: - New chapters on 'Work and the gig economy' and 'Human resource management' - New decision making scenarios helping readers to develop practical leadership skills - 200+ new references to recent academic literature - Inclusion of important contemporary topics, including Covid-19 and the gig economy - Coverage of new technologies, including the impact of AI, robots, remote working and big data - Increased coverage of corporate social responsibility and ethics - New end of chapter cases, Reality of Work features and Globalization and Organization Behaviour features Accompanying online resources for this title can be found at bloomsburyonlineresources.com/work-and-organizational-behaviour-4e. These resources are designed to support teaching and learning when using this textbook and are available at no extra cost.