Search results - CEJSH

1

Kultura organizacyjna – ślepa uliczka teorii organizacji

100%

Krzyworzeka P.

Management and Business Administration. Central Europe

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2012

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vol. 20

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issue 1(114)

72-81

EN

A critical presentation of the concept of organizational culture. An interpretive and critical approach. Organizational culture as an analytical concept triggers serious methodological, ethical and pragmatic problems. Hence, the postulate of approaching the concept as a sensitizing notion rather than a rigidly defined analytical one was formulated. The paper introduces a set of new categories to the organizational theory debate, which have their origin in anthropological post-colonial criticism.

2

Pomiar kultury organizacyjnej w organizacjach ochrony zdrowia

100%

Szeptuch A.

e-mentor

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2016

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issue 3 (65)

60-67

EN

Healthcare organizations play an important role in every society. Those organizations are run connecting two conflicted fields: economics and ethics, facing a problem of what is more important: economic accounts or human's life. This perspective makes organizational culture in healthcare institutions seem much more important. Ethical codex, values system, norms of behavior and, of course, management methods - all those factors shape doctor-patient relationships and, as a result, influence human health and life. Thus, creating the organizational culture maximizing the medical staff effectiveness of lifesaving, is of interest to every society. In this paper, the author tried to answer two essential questions - what kind of organizational culture would be the most adequate for healthcare organizations and how to diagnose the organizational culture - measure something immeasurable.

3

The organizational culture in the fishing cooperative society of Sinaloa

100%

Payares Flores R. d. C., Alvarado Borrego A.

Journal of Intercultural Management

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2014

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vol. 6

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issue 4-1

159-167

EN

Organizational culture is a phenomenon that identifies members of the fishing cooperative “Peninsula Lucenilla” as part of the values, symbols, ideology, customs, language, among others. The importance of organizational culture identifies those who belong to a union, because they are hard-working, talkative, enthusiastic, responsible, and ethical people. Research aimed to analyze the organizational culture in the fishing cooperative of Sinaloa. The study was conducted with a qualitative approach; through a study case. Data collection was carried out from members of the cooperative, as well as a couple of interviews to the president. The main results of the study indicate that organizational culture in the fishing cooperative of Sinaloa is manifested in all of the activities that fishermen performed when the ban is lifted, how shrimp and other fishes are delivered. Based on that, we conclude that organizational culture identifies those who belong to an organization that represents the lifestyle of fishermen, for example; as in the case of a fishing cooperative.

4

Kultura organizacyjna szkoły wyższej – pozadydaktyczne formy funkcjonowania uczelni

100%

Augustyniak E.

Pedagogika Szkoły Wyższej

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2012

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issue 1

129-136

EN

Life of a university is not only the teaching-learning process. Particularly for students it is much more complex. For growing they need different forms of activity. Organizational culture at every university should help them in this matter. AGH University of Science and Technology puts stress on a variety of student scientifi c circles which help them to expand they knowledge, develop passions and discover the new. Life of a university is not only the teaching-learning process. Particularly for students it is much more complex. For growing they need different forms of activity. Organizational culture at every university should help them in this matter. AGH University of Science and Technology puts stress on a variety of student scientifi c circles which help them to expand they knowledge, develop passions and discover the new.

5

Cechy kultury organizacyjnej warunkujące podejmowanie działań pozabiznesowych

100%

Olszewska M.

Annales. Etyka w Życiu Gospodarczym

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2014

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vol. 17

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issue 3

75-90

EN

Adam Noga, in his review of the theory of entrepreneurship, distinguishes 24 different types of goals which make entrepreneurs establish, run and develop their enterprises. He emphasizes that the maximization of profits, sales volume, satisfactory profits, flow and value were the goals enterprises strived for until the 1970’s. However, entrepreneurship, according to Noga, consists of discovering new targets and objectives which accompany the process of enterprise creation and development, including the growth in the usefulness of human, intellectual and social assets. In order to meet such expectations, appropriate social and or-ganizational conditions need to be ensured. One of these essential conditions is a suitable organizational culture, to a large extent depending on the owners and top rank managers, which con-firms that, today, growth is determined by social capital, human capital, man-agement and organizational culture. This subject is important both from the scientific and practical point of view. It shows that when it comes to management, economy lacks knowledge concerning the cultural context, as well as knowledge related to the assessment of social welfare, in which too little attention is paid to the qualitative elements of social and economic development. The aim of this paper is to answer the ques-tion whether an organizational culture which facilitates undertaking non-business activities exists. In order to answer this question, the notions of non-business activities and organizational culture have been defined. Characteristic features of an organizational culture have been presented and the culture which theoretically facilitates undertaking non-business activities has been indicated. In the empirical part, the theoretical assumptions have been verified and an organizational culture which attempts to achieve not only business goals has been identified.

6

Pomiar kultury organizacyjnej jako determinanty programów zarządzania talentami

80%

Ingram T.

Nauki o Zarządzaniu

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2013

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issue 3(16)

36-47

XX

While talent management programs are well described in the literature, little is known about factors influencing their shape. The aim of the paper is to propose a method of organizational culture measurement tool that would fit talent management programs specificity. On the basis of critical analysis of qualitative research results conducted in 2011 and 2012 regarding talent management in organizations, I identified criteria which should be met by the organizational culture measurement tool. On the basis of analysis of chosen organizational culture measurement tools confronted with previously identified criteria, I recommend the most adequate tool from the perspective of talent management programs specificity. In the final part I suggest the way of tool adaptation for Polish conditions and draw implications for theory.

7

Organizational Culture and its Influence on the Effectiveness of the Company

80%

Myszak J.

Management Business Innovation

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2010

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vol. 6

25-29

EN

Not so long ago, the crucial factor on the road to success was believed to be found within the perfect understanding and application of organizational strategies. This turned out to be incomplete when the influence of the organizational culture came to daylight. Today this force constitutes the core of the present organization. It determines the unwritten rules and values, which allow stakeholders to better comprehend the way the company works, what it stands and aims for. Understanding and accepting the above enables creating a „member-company‟ relationship, bringing benefit in form of involved employees, and a company which provides confidence and security.

8

Knowledge Management and Organizational Culture: An Exploratory Study

80%

Li B., Zhang J., Zhang X.

Creative and Knowledge Society

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2013

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vol. 3

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issue 1

65-77

EN

Purpose of the article Knowledge has been considered as the strategic assets and become the source of competitive advantage in organizations. Knowledge management thus receives the extraordinary attention from the top management. Many organizational factors have influences on knowledge management practices. This paper attempts to explore the empirical relationship between knowledge management and organizational culture in the specific situation of China’s commercial banking industry. Methodology/methods The relationship between knowledge management and organizational culture is quantitatively investigated by surveying bank managers. The scale of SECI modes is used to measure knowledge management process and the scale of Denison Organizational Culture Survey (DOCS) is used to measure organizational culture. We explore the underlying relationship by employing the statistical analyses such as correlation, regression and structural equation modeling. Scientific aim The research aims at testing the relationship between knowledge management and organizational culture, and furthermore if there exist linkages between cultural traits and SECI modes. Findings The results of the empirical study confirm the great and positive effect that organizational culture has on knowledge management. Different cultural traits contribute to different SECI modes. Conclusions For obtaining successful knowledge management practices in organizations, it is better to concern about the relationship between knowledge management and organizational culture. The limitation in the paper is the sampling size, which will be solved by an industry-wide survey in our future research.

80%

Czajkowska M.

Annales. Etyka w Życiu Gospodarczym

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2008

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vol. 11

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issue 1

EN

The article brings up the problem of making use of trust in organization management. Modern organizations and the conditions of their functioning enforce some inevitable changes in different areas of their activity. An attempt at adapting to these changes may be shaping trust culture and an opportunity to use this tool in organization management. The article contains elements of trust theory as well as organizational culture theory. It also presents an effort put into defining the guidelines for organization management concerning the trust culture shaping (on the basis of a theoretical model) and positive aspects of trust existing in an organization as well as a possibility of using it in management science as an effective tool.

16

Organizational culture and culture of an organization in management

80%

Noga B.

Central and Eastern European Journal of Management and Economics (CEEJME)

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2014

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vol. 2

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issue 4

255-262

EN

Most approaches towards management seem to aim at the most economical use of resources during the accomplishment of a pre-determined goal. Different types of capital (physical, intellectual, social) are elementary in achieving the goal. The role of the different types of capital has changed through time, with increasing emphasis on intellectual and social capital. In this context, this paper presents the main features of organizational culture and corporate culture and their impact on the organization's management

17

Z badań nad kulturą szkoły. W kalejdoskopie analiz i interpretacji

80%

Nowosad I.

Studia Edukacyjne

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2018

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issue 49

159-174

EN

The kaleidoscope category adopted in relation to school culture is meant to emphasise the diversity in the identificationof this scientificcategory. I refer to analyses of the definitionsof the term school culture as well as to research perspectives and attempts to specify the notion. As a result, some research areas identifying school culture have been recognised and theoretical and empirical perspectives of the understanding the specificityof school culture have been scrutinised from two separate perspectives. One of them is vertical and includes the history of educational research, in which school culture emerged at the interface of other scientificdisciplines. The other one, horizontal, focuses on the contemporary meaning of research and analyses of school culture in the area of educational studies.

18

The problem of children’s right to participation in early childhood education and care

80%

Skrzypczak M.

Society Register

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2022

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vol. 6

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issue 1

85-106

EN

Participation, a highly debated topic, is understood as a right to self-determination and a right to be involved in the decision-making in matters that concern one’s life. Also, in the field of Early Childhood Education and Care (ECEC) in Germany, children’s participation plays an important role, embedded in the legislation. However, research shows that children still do not participate in decisions in their daily life in childcare facilities. This problem has been linked to the negative attitudes of early childhood educators, their fear of losing control, sharing power with children, or even lack of knowledge. The recent qualitative case study, examining educators’ participation perspectives by applying semi-structured interviews and a focus group, demonstrated that educators understand what participation means differently and view it as a concept rather than a right. However, they perceive it as having enormous importance and are keen to embrace it. Their attitudes depend significantly on their experiences and the behavioural scripts they internalized. Another factor influencing children’s participation is the organizational culture of a childcare facility. It is correlated with the quality of care in childcare settings. To this end, studying and ensuring positive work relationships proves to be necessary. Applying collaborative leadership and democratic, participatory structures is essential to children and adults alike. A genuinely respectful environment designed to promote self-determination, deep reflection, ongoing training, and support are key in realizing children’s right to participation in ECEC.

19

Analiza zachowań kadry kierowniczej w międzynarodowej organizacji z branży hutniczej z wykorzystaniem typologii Camerona i Quinna

80%

Wolniak R., Szeptuch A., Zięcina G.

e-mentor

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2017

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issue 2 (69)

60-69

EN

This paper presents the results of research on the behavior of executive management in an international metallurgical organization. The purpose of the research was to establish the level of congruence between that behavior and the organizational culture of the company from two different points of view: employees and managers. The researchers also tried to establish what type of organizational culture was desirable for each group. The typology developed by Cameron and Quinn has been used. Based on the collected results the authors of the paper try to answer the following research questions: How is the organizational culture in the analyzed company assessed by the managers and by the employees? And: Is there any difference in assessing the managers’ behavior and competencies by themselves and by their staff? For the purpose of research the following hypothesis was also put forward: The behavior of the managers in that organization corresponds to the culture of the clan. The analysis carried out by the authors confirmed that hypothesis.

20

Cultural Paradigms in Management Sciences

80%

Sułkowski Ł.

Management and Business Administration. Central Europe

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2013

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vol. 21

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issue 3(122)

50-57

EN

Purpose: The purpose of this paper is to present an idea for understanding cultural processes in the organizational�discourse from the perspective of four paradigms in management sciences based on the concept of G. Burrell and G. Morgan. Methodology: The author has elaborated a valuable list of structures of the scientifi c theory based on the respective paradigms and has compared cultural paradigms in management sciences. The methodology involves an analysis of classical and recent world literature. Nowadays there is no consensus on the defi nitions, types or research models of organizational culture. Originality: In the literature on the subject we can fi nd many, sometimes contradictory cultural research studies that require further analysis. Precisely because of the diversity and complexity of cultural issues in management sciences a multi-paradigmatic analysis is necessary. The paper presents a proposal for a pluralistic approach to the theory and methodology of cultural studies in management sciences

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