Purpose: To determine the extent to which the role of internal audit, leadership effectiveness, and organizational culture influence the effectiveness of risk management. Design/Method/Approach: This study uses an explanatory research method with a quantitative approach. Findings: The results of this study explain that effectiveness of risk management is needed in organizations to achieve organizational goals, especially those related to the role of internal audit, leadership effectiveness, and organizational culture. Theoretical Implications: This study concludes that to improve the effectiveness of risk management, it can be seen from the role of internal audit, leadership effectiveness, and organizational culture. All variables are measured through the dimensions and indicators of the existing theory. Practical Implications: This study obtained the results which show that internal audit, leadership effectiveness, and organizational culture have a significant effect on the effectiveness of risk management. Originality/Value: The originality of this research lies in the dimensions and indicators used to make research questionnaires which were distributed to respondents. Research Limitations/Future Research: The data collection technique used a survey method at private universities in Bandung and Cimahi which were registered in the List of Higher Education Region IV only. Paper type: Empirical
This study aims: 1) How to Planning, Organizing, Monitoring and Implementing Change Management 2) What are the steps of the Principal in developing organizational culture 3) What are the supporting and inhibiting factors of the effectiveness of change management in developing organizational culture at SMP IT Darul Azhar Southeast Aceh. This type of research is qualitative. The approach in this study uses a descriptive approach. As informants in this study were the principal, teachers, and students. Research data collection techniques using observation, interviews and documentation. Data analysis techniques used data reduction, data presentation, and drawing conclusions. Techniques to guarantee data validity are credibility, transferability, dependability, and conformability. The results of this study indicate that there are three most important points in the effectiveness of change management in developing the organizational culture of SMP IT Darul Azhar, namely: In change management, the principal is planning according to the needs of students and then by organizing by dividing tasks to teachers to carry out planning, then supervision, namely to know the progress of this change management. In developing the school principal's organizational culture, namely the implementation of morning apples, dhuha prayers, and tadarus al-qur'an after the midday prayers. The supporting factor is the willingness of teachers and students to be better at applying religious values. The inhibiting factor is the lack of competent human resources (HR), loyal to change.
Subsidiary initiatives are bottom-up, entrepreneurial processes that have the potential to drive change. They have generally been seen as beneficial for both the headquarters and the subsidiary within a multinational corporation. However, research suggests that only a small number of subsidiary initiatives are actually approved by headquarters, while most fail. From the perspective of the subsidiary, the pragmatic question is how to gain headquarters’ approval. This meta-synthesis integrates findings from a set of qualitative case studies on this topic. It explores how subsidiary managers can effectively negotiate subsidiary initiatives and offers explanations as to why some subsidiaries outperform others.
This chapter deals with how managers should motivate employees and ascertain whether motivating employees is all about using common sense as a manager, or if there is more to it than that. It examines different theories of motivation, considering why and how they arose, and what attempts have been made to influence motivation or improve the quality of working life for employees. It also talks about the theory underlying motivation on improving the motivation of employees. This improves output and other factors, as managers are interested in motivating and creating sufficient job satisfaction, so work will be done adequately and in fact will be continually improved. The chapter covers both content and process theories of motivation. It points out that content theories describe the individual’s needs, drives, and goals, while process theories focus on the individual’s interactions with the environment and judgements about rewards, costs, and preferences.
This chapter deals with organizational structure. It covers the form of an organization, the framework of the organization, how the purpose and work of the organization is carried out, the hierarchy and division of labour, and the most effective ways of organizing. It also looks at bureaucracy, which represents a continuous drive towards rationalization and efficiency in organizations. The chapter describes bureaucracy as a distinctive form of organization marked by a clear hierarchy of authority, and staffed by full-time, salaried officials functioning under impersonal, uniform written rules and procedures. It stresses that bureaucracy is designed to install rationality and eliminate emotionality, noting that the creation of an efficient organizational structure involves dealing with task and job division, performance, and control.
This chapter refers to how people in organizations are perceived, arguing that all management starts from perception as people manage what they perceive to be happening. It explores how we can perceive people and how we may have reason to doubt the accuracy of our own perceptual process, including how we are also perceived by others. It also stresses the importance of seeing how class and other factors may influence or determine what people think they perceive. The chapter explains that the study of perception is a study that includes how we make sense of the information that we receive through the sense organs of the body. It points out that perception is not necessarily truthful as it may not coincide with realities, noting that an individual’s perceptions may be influenced by many factors, such as needs, wishes, and expectations.
This chapter examines the definitional links between innovation, organizational change, organizational culture, organizational climate, and dialogic communication. In the 21st century context of nano-second change across organizations, understanding these concepts, their nexus for practical purposes, and the value of dialogic narratives help frame the “stories” of innovative processes that construct change. Current change cases such as Saturday Mail, Should We Make Cents, due process removal for Colorado public service providers, and Colorado Open Space “Nature Play” constructions are examined to apply a theoretical framework for this complex process of innovation through dialogue. An organizational tool modeled after Bingo is demonstrated as an aid in constructing and shaping the organizational change narrative while incorporating diverse dialogues in the communication process.