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Ukryte programy jako element kultury organizacyjnej

100%
Kocoń P.
Studia Ekonomiczne
|
2013
|
vol. 136
139-148
EN
The text concerns the problem of the hidden program and its relation with the organization culture. In the first part there has been made the attempt to define the notions of the organization culture and of the hidden program within the context of the interesting study area. In order to achieve that, some chosen descriptions of this topic have been quoted. The second part of the article is the analysis of the issues described. The conclusion shall include ideas being the attempt to best answer the research questions.
2
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Kształtowanie innowacyjnej kultury organizacji poprzez styl kierowania

88%
Czerska M., Rutka R.
Studia Ekonomiczne
|
2014
|
vol. 183 cz 2
32-44
XX
In this paper we try to point the influence of the management style onto the organization culture. The management style is treated as an independent variable and organization culture is treated as a dependent variable. We marked out two categories of the management style (instructing, delegating) and two silhouettes of the organization culture (perfecting, innovating). Logical analysis led us to this conclusion: - the instructing style forms the conservative culture, - the delegating style forms the innovating culture.
3
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Kwestie etyczne zawarte w kulturze organizacyjnej

75%
Łukasik K.
Studia Ekonomiczne
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2014
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vol. 180 cz 1
145-153
EN
This article presents the issues of ethical behavior in the organization and the relationships and the impact of organizational culture on management in the context of ethics. They were presented the norms and values and their impact on influencing the behavior of workers and the creation and development of organizational culture. It also discusses common ethical dilemmas arising from the social and moral aspects.
4
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Kultura organizacyjna NGO wobec wymagań funduszy strukturalnych

75%
Cierniak-Szóstak E.
Ekonomia Społeczna
|
2011
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issue 1
41-52
PL
Udział w projektach finansowanych ze środków unijnych bywa postrzegany jako czynnik wymuszający zmiany w kulturze organizacyjnej NGO. Zakłada się, że zmiany obejmują dwa obszary: zarządzanie (z uwagi na przechodzenie organizacji pozarządowych na model projektowego zarządzania swoją działalnością) oraz relacje z otoczeniem społecznym (z uwagi na wymóg partnerstwa lokalnego). Z perspektywy kilku lat doświadczeń można stwierdzić, że skala zmian jest dosyć ograniczona. Po pierwsze, ekspozycji na ten czynnik zmiany jest poddana jedynie część sektora pozarządowego, zdolna spełnić wszystkie kryteria dostępu do tych źródeł finansowania. Po drugie, zderzenie specyficznej kultury organizacyjnej NGO ze sformalizowanymi wymogami zarządzania projektowego wywołuje dwojaki skutek: wymuszony proces profesjonalizacji zarządzania (rozumianej jako adaptacja wzorów zarządzania z sektora rynkowego) przy równoczesnym wykorzystaniu (z sektora publicznego) zabiegów"neutralizujących" te wymagania, które odbierane są jako najbardziej sprzeczne z kulturą organizacyjną NGO. (abstrakt oryginalny)
EN
The main aim of the article is to present the social cooperative as a skill-sharing platform that off ers its members an opportunity to improve their competencies and thereby strengthen their position in the labour market. The fi rst part of the article focuses on the evolution of the social cooperative movement, especially in EU member states such as Finland, the United Kingdom and Germany, where the idea of social cooperatives, although absent from their legal systems, constitutes part of NGO policy. In other countries, such as Greece and Italy, the idea is supported not only by the activities of the NGOs but also by the legal systems. The Italian tradition coupled with the legal backing constituted the reference point for the Polish lawmakers when they started to create the social cooperative movement in Poland. Part two of the article contains information on forms support that social cooperatives can obtain from local authorities. Such a solution is advantageous for both parties. Social cooperatives can develop dynamically, while local authorities can reduce long-term unemployment, which is their biggest concern, especially of socially excluded individuals. Part three of the paper describes instances of cooperation of social cooperatives with local entrepreneurs, which, in turn, facilitates the exchange of experiences in the management of both types of entities, off ering them opportunities to embark on joint projects in the future. The conclusion details recommendations for future cooperation between social cooperatives, local authorities and local entrepreneurs for the benefi t of local communities. (original abstract)
5
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Mikroprzedsiębiorstw spin off

63%
Korpysa J.
Studia Ekonomiczne
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2014
|
vol. 202
148-159
EN
The article is a theoretical-empirical. The main goal is to analyze a culture of innovation in academic spin off. In the first part is presented determinants of innovation academic spin-off companies. Theoretical considerations were the basis for presenting the empirical part of the results of own research conducted among academic spin-off entrepreneurs in Zachodniopomorskie, Lubuskie and Wielkopolskie Region.
6
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Kultura organizacyjna w sieciach innowacji

63%
Klimas P.
Studia Ekonomiczne
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2014
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vol. 202
100-112
EN
This paper focuses on the significance of organizational culture for innovation network performance. Furthermore, our aim is to present the results of the research on attributes and models of organizational culture adopted by members of innovation networks. The research was conducted within Polish aviation industry, namely among members of one of three aviation innovation networks. During the research the quantitative approach was adopted using univariate analysis aimed at describing the distribution of considered, cultural variables. The research results indicate that members of innovation networks are characterized by flexibility and external strategic orientation to the greatest extent. Furthermore, based on the identified cultural features characteristic for network members it was possible to find out that their organizational culture models are the most convergent with clan culture and the least consistent with hierarchy culture.
7
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Rola kultury organizacyjnej w kreowaniu wizerunku ośrodków pomocy społecznej jako pracodawcy

63%
Marzec I.
Studia Ekonomiczne
|
2014
|
vol. 185
151-163
PL
Celem artykułu jest próba odpowiedzi na pytanie: czy typy kultury organizacyjnej oddziałują na wizerunek ośrodków pomocy społecznej jako pracodawcy? Cel ten zostanie zrealizowany przez zaprezentowanie wyników studiów literaturowych i badań empirycznych dotyczących kultury organizacyjnej ośrodków pomocy społecznej oraz jej powiązań z wizerunkiem ośrodków pomocy społecznej jako pracodawcy.
EN
Changes in socio-economic environment of social welfare centres result in searching for new ways of communication with the environment and creating their image. High expectations regarding the quality of services provided by social welfare centres and the key role of Human Capital in proper functioning of social welfare centres result in growing importance of issues connected with employer branding. This paper attempts to answer the following question: does the type of organizational culture affect employer brand image of social welfare centres? This goal will be achieved by presenting the results of literature study and empirical research concerning organizational culture of social welfare centres and its ties with employer branding.
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