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Employees’ Attitudes towards Organisational Change: An Explanatory Model Proposal

100%
Nowak W.
Kultura i Edukacja
|
2014
|
issue 6(106)
89-104
EN
The aim of this article is to present formal organisations employees’ attitudes towards organisational change explanatory model. Initially, main results of conducted desk research on uptodate literature in the field are presented. The analysed secondary data sources mainly consist of research results on social phenomena accompanying organisational change. Three main conclusions of desk research constitute a basis for the explanatory model itself: an existence of noticeable need of bridging gaps between paradigms, necessity of taking a more balanced view on distance in employees attitudes towards change initiative and explaining relationship between individual attitudes and organisational culture. Next, the theoretical model of employees’ attitudes towards organisational change explanation is presented. It is developed on a basis of three distinguished concepts: Pamela S. Tolbert’s and Lynne G. Zucker’s microinstitutional theory, Krzysztof Konecki’s integrated organisational culture model and Paul J. Di Maggio’s and Walter W. Powell’s organizational field concept. Finally, the capabilities and challenges related to empirical application of presented explanatory model are discussed.
2

Metody realizacji strategii zarządzania

100%
Noga G.
Zeszyty Naukowe Uniwersytetu Ekonomicznego w Krakowie
|
2011
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issue 856
37-55
EN
The aim of the article is to look at and characterise enterprise strategy realisation methods. It begins with the presentation of three models – a static, a dynamic and a mixed model – for strategy implementation. Dividing the implementation strategy into phases – initialisation and strategy realisation – the mixed model forms the foundation for the choice of methods, which in an either complex or partial way solve strategy implementation problems. The final part looks in greater detail at complex methods of strategy realisation.
3
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Metody oceny efektywności zmian organizacyjnych

75%
Stabryła A.
Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie
|
2004
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issue 5
111-124
PL
Celem artykułu jest przedstawienie koncepcji zmian i rozwoju organizacyjnego w przedsiębiorstwie. W zakresie zmian organizacyjnych mieści się czynnik zarządzania, personalny, informacyjny i techniczno-produkcyjny. Autor koncentruje rozważania na ramach metodologicznych procesu zmian i efektywności zmian organizacyjnych. Szczególną uwagę kieruje na problem analizy ryzyka i wykonalności projektów.
EN
The object of the paper is to present the concept of changes and development management in an enterprise. The starting point of the essay is the interpretation of the changes and the development in the following systems: organization, personnel, information and production. The main contents of the work concern a suggestion for the methodological framework of the designing process and the effectiveness of organizational changes. Special attention was focused upon the problem of risk analysis and feasibility studies.
4
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Zmiany w firmie a kultura organizacyjna

63%
Wojtowicz A.
Zeszyty Naukowe Małopolskiej Wyższej Szkoły Ekonomicznej w Tarnowie
|
2000
|
issue 3
59-71
EN
The objective of the paper is to present the relations between the changes in a company caused by the changes of its environment and the company's organisational culture. The base of all the changes in an enterprise is the organisational culture and its change. Considering the organisational culture from the perspective of the process of implementing changes in an enterprise, we can conclude that the culture of an enterprise becomes as a "two-edged weapon". Culture is a unique image of an enterprise through each we can identify it in the light of its history, behavioural models, system of values and policy applied. If we do not understand the tradition, which constitutes the core of each company, we can advocate changes which completely misfit the enterprise and are doomed to be rejected. On the other side, many organisations quite deliberately use the change of the organisational culture as a factor supporting the change process.
PL
Artykuł dotyczy sposobów kształtowania proefektywnościowej kultury organizacyjnej. Autorka omawia zależność między zmianą w przedsiębiorstwie a kulturą organizacyjną przedsiębiorstwa. Jej zdaniem, nie można mówić o zmianach w organizacji bez równoczesnego przeprowadzenia procesu zmiany kultury organizacyjnej. W pewnym momencie kolejność tych procesów ulega przestawieniu - aby efektywnie wprowadzić zmianę w przedsiębiorstwie należy najpierw zmienić jej kulturę organizacyjną. W artykule przedstawia spotykane w literaturze propozycje przemian kulturowych w przedsiębiorstwie.
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