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Non-fundamentalist Manner of Conducting Management Sciences

100%
Sulkowski L.
Organization and Management
|
2006
|
issue 1(123)
53-65
EN
The article presents postulates of non-fundamentalist manner of conducting management sciences. This means the necessity of adopting pluralist principles of scientific discourse with the consideration of many social, economic, technical and natural sciences. Broadening of the reflectiveness of the discipline and of critical trends of the management practice analysis as well as departing from universalism towards relativism are suggested.
2
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The Evil of Team Work or Negative Effects of Collective Orientation in Organizations

100%
Sulkowski L.
Ekonomia. Rynek, Gospodarka, Społeczeństwo
|
2003
|
issue 11
150-158
EN
The objective of the paper is to analyze the effects of the presence of collective orientation in the organizations. Collectivism means the conviction that the social group welfare is more important than the individual welfare. Collectivism in an organization manifests itself in the orientation towards group targets, even in conflict with the interests of individuals. So, the problem of the efficiency of two orientations, collectivism and individualism, deserves discussion. The social psychology points towards negative effects of the group work, such as the group decision-making and group-thinking syndrome, as well as the problem of social idleness. Similarly, the cultural approach concentrates on such negative effects of collectivism as nepotism, favouritism and clique solidarity. On the other hand, the collective orientation strengthens the solidarity and participation of worker groups, and this is to be considered an advantageous effect of collectivism. Research conducted in five countries presents a very diversified cultural spectrum. According to the results of this comparative research, the Polish organizational culture shows a relatively high degree of collectivism. In the organizational practice, combinations of individual and collective approach are possible. According to the needs of the given organization, either the spirit of individual competition or that of shared responsibility can be promoted. To this end, however, appropriate steps must be taken in the areas of human resources management , strategy, structure, and organizational culture.
3

Human Resource Management in Family Businesses in Poland

100%
Sulkowski L.
Zarządzanie Zasobami Ludzkimi
|
2006
|
issue 1(46)
19-28
EN
The problem of HRM in a family enterprise has two aspects. The first is the assurance of high involvement, motivation, and loyalty on the part of employees. The second is the prevention of hiring and promoting people with low competencies who only have a family background to show.
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