FundeOnze Waarden: een onderzoek naar de aansluiting van de bestaande organisatiecultuur van Fundeon bij de door de directie gewenste organisatiecultuur

Allersma-Dröge, Mieke (2008) FundeOnze Waarden: een onderzoek naar de aansluiting van de bestaande organisatiecultuur van Fundeon bij de door de directie gewenste organisatiecultuur.

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Abstract:A year and a half after the establishment of Fundeon, the result of a merger between SBW and Bouwradius, the board of directors of the new company ordered an investigation into the organisational culture. This is the resulting case study. It maps out how the present organisational culture of the company relates to the desired culture. The research into the organisational culture is based on the Competing Values Framework (Quinn & Rohrbaugh, 1983) emerged from a series of research of empirical studies on the notion of organizational effectiveness. Quinn and Rohrbaugh (1983) discovered two dimensions of effectiveness. The first dimension is related to organisational focus, from an internal emphasis on people in the organization to an external focus of the organization itself. The second dimension represents the contrast between stability and control and flexibility and change. Based on the theory of the Competing Values Framework Cameron & Quinn (1999) developed the Organisational Culture Assessment Instrument. This instrument contains a bundle of dimensions originated from extensive research of organisational effectiveness: ‘dominant characteristics’, ‘organisational leadership’, ‘management of employees’, ‘organisational glue’, ‘strategic emphasis’, and ‘criteria for success’. In this case study the instrument is used to diagnose the patterns of the culture type, the cultural strength and the culture congruence. All Fundeon employees were asked to fill out an OCAI questionnaire. Employees were also given an additional query to establish the existence of possible occupational subcultures as well as to trace subcultures in their level of education, term of employment, and blood-group (i.e. former employer). The board of directors was interviewed on the desired organisational culture using the OCAI. This case study determines the present and desired culture. It makes an analysis on how both relate to each other. Based on the analysis, conclusions were drawn and recommendations made to the board, to attain the desired culture.
Item Type:Essay (Master)
Faculty:BMS: Behavioural, Management and Social Sciences
Subject:85 business administration, organizational science
Programme:Business Administration MSc (60644)
Link to this item:http://purl.utwente.nl/essays/59231
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