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Corporate culture diagnostics in management control: Evidence from Ukraine

100%
Kuznetsova S., Kuznetsov A.
Journal of Economics and Management
|
2017
|
vol. 27
42-57
EN
The paper presents the model of corporate culture diagnostics for simulation in management control. Three approaches (symbolic, cognitive, and systematic) used for the diagnosis of corporate culture have been outlined. There have been provided 3 levels (basic underlying assumptions, espoused beliefs and values, and visual artifacts) to evaluate the state of corporate culture in a comprehensive way. Two methods of assessment (standard and dynamic) have been proposed for selection. 19 groups of indicators and 42 defined indicators that allow diagnosing corporate culture comprehensively have been provided. Based on the sample of 11 Ukrainian companies, the results suggest that application of the management control model provides a high quality informational base for decision-making on the trends and prospects of development, addressing problematic issues and weaknesses of the current corporate culture and use of its operating conditions and strengths to improve the overall efficiency of the company.
2

Culture as a barrier of knowledge sharing

100%
Chmielecki M.
Journal of Intercultural Management
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2013
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vol. 5
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issue 2
101-111
EN
Management in last decades has seen knowledge sharing become a key tool for the success of a variety of institutions. Many international companies and other organizations have developed knowledge management programs as key to their future development strategies. There are number of international organizations that have identified knowledge sharing as one of their core management tools. Yet despite its growing popularity, knowledge sharing remains a complex and challenging task. This article discusses what cultural barriers can impede knowledge sharing processes
3

Znaczenie misji w działalności przedsiębiorstwa - wybrane aspekty

72%
Kowalska K.
Zeszyty Naukowe Wyższej Szkoły Ekonomii i Informatyki w Krakowie
|
2008
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issue 4
107-118
PL
Przedstawiono funkcje misji przyporządkowując je do wewnętrznej i zewnętrznej sfery oddziaływania przedsiębiorstwa. Omówiono miejsce i rolę misji w zarządzaniu strategicznym. Scharakteryzowano relacje między misją a kulturą organizacyjną, misją a kreowaniem wizerunku przedsiębiorstwa oraz misją a etyką.
EN
Defined and accepted mission sets the direct objective of enterprise system of values and strategies that commonly determine the social aspect of organization activities. The paper reviews the crucial connections between declared in status and strategic management, corporate culture and company profile development. (original abstract)
4
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The Role of Psychic Distance in the Process of Companies Internationalization - Review of Research Results

72%
Nizielska A.
Journal of Economics and Management
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2013
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vol. 13
85-99
EN
The article presents the review of existing research on the role of psychic distance in the process of companies internationalization (both secondary and primary). The main attention was dedicated to the measurement of this phenomenon. The concept of psychic distance was compared to cultural distance, they are used interchangeably in the article. The objective of the paper was also to discuss the conceptual and methodological properties of psychic (cultural) distance: the illusion of symmetry, stability, linearity, causality, discordance, as well as the assumption of corporate and spatial homogeneity and the assumption of equivalence. The last part of the article is dedicated to the examples of research examining the role of psychic (cultural) distance in decisions of: choosing market entry mode (export versus foreign direct investment; acquisitions versus green field investment), choosing the level of strategy adaptation to local market conditions and decisions concerning other fields of international business.
5

Organizacyjne funkcje plotki i pogłoski

72%
Wypych-Dobkowska M.
Zeszyty Naukowe Wyższej Szkoły Ekonomii i Informatyki w Krakowie
|
2009
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issue 5
107-118
PL
Wyjaśniano pojęcia plotki i pogłoski z uwzględnieniem różnic występujących pomiędzy nimi. Omówiono funkcje pogłoski i plotki jakie pełnią wewnątrz organizacji. Wyjaśniono także wpływ plotki i pogłoski na sytuację organizacyjną, której one dotyczą. Do funkcji pogłoski należy m.in. redukcja niepewności, natomiast do funkcji plotki należą: funkcja informacyjna, kontroli społecznej, budowania więzi oraz rozrywkowa.
EN
There is pervasive need to explain and differentiate the phenomena of gossiping and rumor mongering in organizations. There are actually many misunderstandings concerning gossip and rumor. The mail goal of this article is to introduce to polish readers differences between gossip and rumors ' organizational character and describe functions that stand behind gossip and emotional and cognitive reasons that lead to rumor mongering in context of organization. (original abstract)
6
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Galanteria w wizerunku współczesnego menedżera

58%
Kamińska-Radomska I.
Studia Ekonomiczne
|
2014
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vol. 185
186-197
PL
Niniejszy artykuł koncentruje się na wizerunku wybranej grupy pracowników: menedżerów - głównie płci męskiej. Tu nasuwa się pytanie, dlaczego tak istotny jest wizerunek menedżera, a nie szeregowego pracownika, oraz dlaczego artykuł dotyczy menedżerów płci męskiej. Niewątpliwie każdy człowiek kreuje wizerunek przedsiębiorstwa czy organizacji, jaką reprezentuje na zewnątrz, jednak kadra kierownicza nie tylko tworzy image organizacji swoim jednostkowym działaniem, ale jednocześnie ma możliwości narzucenia i egzekwowania pewnych zachowań pracowników czy to poprzez instrumenty zarządzania, czy przez własny przykład, którego siła oddziaływania będzie tym większa, im kultura organizacji bardziej zhierarchizowana.
EN
While discussing issues of Public Relations it is hard to overestimate the role of the executives' image - executives who influence and therefore create the corporate culture they represent. In this article the image is not limited to questions of dress code, it includes behavior and concentrates on the aspect of hierarchy and precedence in a workplace in Poland. In this country there exists a contradiction of rules accepted in private lives and in business. In business precedence is based on rank while in private life - on gender (women precede men). Therefore contemporary managers have doubts about the rules concerning men's behavior towards women in a workplace. Should they differentiate employees according to their gender or should everybody be treated equally. According to a research, working people in Poland generally accept business etiquette rules based on the rank. They expect managers to initiate handshake, proposing less formal forms of address and they are expected to be greeted first in a group. There is only one exception: when going through a door it is still expected that a man should let women go first - no matter what rank. But there is a certain regularity: the bigger the hierarchy difference the less important the gender. So chivalry in a workplace can be found only at a door.
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