Browsing by Subject "Corporate culture."

Now showing 1 - 3 of 3

Open Access
360-degree feedback : the influence of perceptions of organizational culture on upward appraisal system attitudes
(2003) Yalçın, Murat
At the threshold of the 21st century, organizations have reinterpreted organizational achievement factors for employees and they have started to emphasize the importance of human resources more in their organizational activities. Moreover, human resources have become a global competition element for organizations in their institutional environments. For that reason, organizations have to manage their human resources in a better way to motivate their employees and to drive their energy into organizational achievement. It is also necessary and critical to evaluate properly the performance of employees for various human resource practices such as promoting, compensating, etc. In other words since organizational achievement can be considered as a synergic sum of individual efforts, performance appraisal for improvement purpose is crucial for such an organisation. Ie army organization. The way that an organization measures and evaluates individual employee performance will directly effect organizational achievement. Therefore, evaluation results should reflect the factual evidences about the performance of organizations at the unitary level. To produce iii objective appraisal results, it is necessary to combine evaluations of all stakeholders involved in the process. It is also important to have positive perception of organization wide on the appraisal methods. This study discusses 360-degree feedback and upward appraisal systems that provide supervisors the opportunity to increase their self-awareness. This will also help them to improve their leadership conducts by having feedback from various sources. The system will also increase individual commitment of subordinates by giving them chance to express their opinions about supervisors, and thus, to participate more in the decision making process which is likely to create a higher level of motivation. However if organizations try to implement 360-degree feedback or upward appraisal system without studying the organizational culture, their effort may be futile. This thesis aims at identifying attitudes toward 360-degrees feedback and upward appraisal systems. It also tries to provide a general profile of organizational climate for Turkish Army through perceptions of Army officers.
Open Access
Diagnosing organizational culture
(1997) Karalar, Canan
In today’s dynamic business environment concepts like organizational development, restructuring, and change management has become the most popular subjects. Although it has begun to loose some of its popularity, organizational culture is the basis for all these concepts. Since organizational culture is a concept that can hardly be defined and agreed upon, this study examines the different approaches to the definition and the different approaches on how to diagnose organizational culture. The four dimensional culture model; questionnaire developed by Harrison and Strokes is explained and applied to three companies operating in different sectors in order to obtain a general understanding of their existing and preferred culture orientations. The results indicate that the questionnaire is a valid tool to begin discussions on organizational culture. This study can be taken as the first step of a larger culture change project since it analyzes the differences between the existing and preferred culture orientations.
Open Access
Managementality: management as a political mentality
(2000) Altunok, Gülbanu
This thesis is an attempt to explain and explore the social and political implications o f ‘management’ as a practice and theory of knowledge. In this respect the historical formation of management discipline, its basic principles, and its functioning are investigated. It is argued that management as a business administration operates as a control mechanism within the workplaces. However, management as an administrative practice is not limited to business organizations but spread through the public institutions in the post war years. In other words, the mentality of management infiltrated into public institutions and eventually influenced the relations between the state and citizens. Then, this thesis argues that management as a control mechanism has expanded into society at large. In order to investigate the social and political significance of management both in private and public organizations two concepts of Michel Foucault will be applied: one is Panopticism. It shows how management works as a disciplinary mechanism. The other is Governmentality. This concept is useful in analyzing the expansion of the mentality of management into social and political life in contemporary societies.