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1

Culture in Virtual Organization

100%
Lotko A.
Ekonomika i Organizacja Przedsiębiorstwa
|
2007
|
issue 12(695)
19-26
EN
The article presents the essence of organizational culture in the classic E. Schein's approach. Integrating, perceptive, and adaptive functions of organizational culture are discussed further. The significance of each of the mentioned functions for virtual organization is highlighted. Most important features of the virtual organization in the context of culture are set together. Also, the most essential elements of organizational culture in virtual organizations are discussed.
2

FINDING AN OPTIMAL ORGANIZATIONAL CULTURE OF A BUSINESS ENTERPRISE (Poszukiwanie optymalnej kultury organizacyjnej przedsiebiorstwa)

63%
Michalczyk L.
Pieniądze i Więź
|
2011
|
vol. 14
|
issue 3(52)
139-155
EN
The goal of this article is to present one of the methods of desired organizational culture models' creation. Organizational culture is defined as a factor, which function is to motivate employees. The first phase of shaping organizational culture consists in determining its desired character. For this purpose, we may resort to methods which are accepted as appropriate in defining the decision process. These methods are multi-standard. From among the methods, the AHP method has been considered as most suitable. The use of the AHP method bases upon the creation of a board of advisors. The article contains a theoretical section, which presents synthetic analysis of the notion of organizational culture. The empirical section consists in a case analysis. A description of additive models of desired organizational culture ends the article. The analysis conducted in the present article may be used as a model for analyses in different companies, provided that their specific characteristics, abilities and their owners' expectations are taken into account.
3

A Value System in the Process of Company Operations

63%
Zemigala M.
Zarządzanie Zasobami Ludzkimi
|
2007
|
issue 5(57)
35-46
EN
In order for values adhered to by a company to become factors in its success, they cannot be chaotic and disconnected from the reality in which the company operates. Such empty values can only result in the undermining of the credibility of the company among customers and cynicism among employees, which in no way leads to strengthening market position. Thus, values should form a cohesive value system..
4
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Molding Organizational Culture in International Organizations Subject to Mergers and Acquisitions

63%
Aniszewska G.
Zarządzanie Zasobami Ludzkimi
|
2008
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issue 6(65)
27-38
EN
This article is devoted to actions that international organizations in the process of mergers and acquisitions can undertake in order to guarantee flexibility. Organizational culture is an important 'welding' mechanism in international mergers and acquisitions. This is why the ability to look at the integration process from a cultural perspective is stepping up to becoming a challenge for partners to the transaction. This article identifies the most important tools as well as potential problems in shaping organizational culture. Case studies serve to illustrate the discussed questions.
5

ORGANIZATIONAL CULTURE AS AN INDICATOR OF WORKAHOLIC BEHAVIOR

63%
Frasunkiewicz D.
Optimum. Studia Ekonomiczne
|
2007
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issue 3(35)
83-106
EN
The idea of the paper was to describe organizational culture and workaholism. On the one hand, it is paid more and more attention to organizational culture as an important determinant of organizational success and on the other - transformation of political system induced a change in attitude to work forming new look of workaholism in Poland and organizational culture is one of the source of this phenomena. It is no denying that each organization has a unique social structure and that these social structures drive much of the individual behavior observed in organizations. Individuals influence organizational culture and at the same time culture of organization has an impact on them, because on the one hand, the culture is brought into an organization from outside (by its members) and therefore it arises from their needs, aspirations or aims and is manifested in models of workers' attitudes, on the other - organizations create the culture by themselves and workers adopt it. In most cases behaviors of employees are organized by norms and assumptions formed by organizational culture of these two sources. Thus, the aim was to indicate the most important organizational norms and basic assumptions which influence workaholism in great corporations and in small private enterprises in the North-East region of Poland, where people have a more intensive need to make up for civilizing backwardness through hard work than in others parts of country. Currently, the previous stagnation was replaced by ambitions and diligence characteristic of all age groups of the investigated workers. The image of the active man who is always busy and overworked is attractive nowadays, because it is perceived as the image of a man of success. Thus, the main reason why inhabitants of the region devote their private time for hour-long work is their need for individual success, which means the achievement of their own aims and aspirations. Independently of individual predispositions to workaholism and desires, organizational culture can strengthen workers' tendency to it. The results of inquiry showed some repeatable norms and assumptions of organizational culture which maintain personal features as well as arouse workaholic behaviors of members of an organization.
6

Diagnosis of Employee Value in Molding Organizational Culture

51%
Maciag A.
Zarządzanie Zasobami Ludzkimi
|
2007
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issue 5(57)
115-124
EN
The communication presents selected aspects of the process of shaping organizational culture. What was conducted was a diagnosis of human value in the work place on the basis of quantitative studies applying a standard questionnaire, where value at work refers to the future as described by Hofstede. Attention is called to human value systems in specific types of corporate cultures. Also presented is basic information in human behavior and attitudes in the organization.
7

Partnership or Conflict?

51%
Karpowicz E.
Zarządzanie Zasobami Ludzkimi
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2004
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vol. 4
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issue 5
35-46
EN
We are living in times of great interest in human potential in organizations. Human resources are universally treated as the primary capital of a company and an important component of an organization's strategic objectives. Much has been written and said about the need to improve HRM, enriching the forms of managing people, and molding an appropriate organizational culture, while stressing the import of these processes not only to engender employee comfort, but also for business efficiency. Paradoxically however, the strong accent placed on these matters is not always reflected in actual care for the social aspects of company operations.
8

RELATIONSHIP OF ORGANIZATIONAL CULTURE AND JOB SATISFACTION IN THE PUBLIC SECTOR

51%
Lovas L.
Studia Psychologica
|
2007
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vol. 49
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issue 3
215-221
EN
The relation of organizational culture orientation within the competing values framework and job satisfaction within public organizations was verified. The orientation of organizational culture as a configuration of four types of this culture and job satisfaction were surveyed through the OCAI questionnaire (Cameron, Quinn, 1999). Closeness of their relation was verified by correlation analysis. The research was made in public administrative organizations. According to the results of correlation analysis, job satisfaction positively correlates with orientation to relations and human resources and negatively with orientation to results and competitiveness as types of organizational culture.
9
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Ksztaltowanie proinnowacyjnej kultury organizacyjnej w szpitalu publicznym

51%
Jonczyk J.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 2(79)
43-54
PL
Ewolucja teorii i praktyki zarządzania pokazuje, że we współczesnych warunkach funkcjonowania organizacji niezbędne staje się przeprowadzanie zmian o charakterze innowacyjnym. Stwierdzenie to dotyczy również szpitali, które od wielu lat poddawane są ciągłym przemianom, próbując pogodzić rozwój medycyny z ograniczonością zasobów w ochronie zdrowia. W niniejszej publikacji podjęto próbę określenia czynników kształtujących proinnowacyjną kulturę organizacyjną. Analiza literatury prowadzi do wniosku, że zasadniczymi czynnikami kształtującymi kulturę wspierającą innowacje są strategia, struktura, twórczość i kreatywność, technologie informacyjne i komunikacja.
EN
The evolution of management theory and practice shows that innovative changes are essential in modern organizations. This is particularly true in the case of hospitals that have been changing continuously for years, bringing together modern medical development and scarce healthcare resources. This publication is an attempt at determining factors enhancing the shaping of pro-innovative organizational culture. The analysis of topical literature leads to the conclusion that the main factors of pro-innovative culture are the organization's strategy and structure, the creativity and activity of its staff, information technology, and communication processes.
10

POTREBA IMPLEMENTÁCIE MANAŽMENTU ZNALOSTÍ V SLOVENSKÝCH PODNIKOCH

51%
Čarnický Š., Mesároš P.
Ekonomický časopis (Journal of Economics)
|
2006
|
vol. 54
|
issue 4
386-402
EN
Knowledge management becomes one of the most critical success factors in the company. An understanding of the knowledge management processes and its challenges is the first step of gaining of the competitive advantage. The Slovak companies have to transform their activities to the knowledge-based business and follow the challenges of the knowledge economy, especially if they want to succeed on the competitive European market. Most of the knowledge management projects have to make knowledge visible and show the role of the knowledge in the organization, to develop a knowledge-intensive culture by encouraging behaviours such as knowledge sharing, seeking and offering knowledge and to build the knowledge infrastructure. These processes will contribute to the effective implementation of the knowledge management in the Slovak companies. The aim of the paper is to present the theoretical insight of the knowledge management conception and its challenges for the Slovak enterprises. It also presents the results of a survey of the knowledge management practice and application, which was performed in the construction industry in Slovakia.
11

The Culture of IT Services

51%
Lotko A.
Zarządzanie Zasobami Ludzkimi
|
2004
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vol. 4
|
issue 5
7-20
EN
This article is an attempt at responding to the question on the sources of the antagonism that exists on the supplier-customer axis in the case of both in-house IT departments and among outside suppliers of IT services. They are also visible in the realm of human resource management. Selected concepts of organizational culture and service culture are seen as a possible solution for understanding between service suppliers and users.
12

A Psychological Model of Organization. Culture, Identity, Personality

51%
Barabasz A.
Organization and Management
|
2006
|
issue 3(125)
33-50
EN
The authoress suggests looking at an organization through the prism of a concept which until now has been applied to describe the functioning of the individual. This concept is that of the personality of an organization. The article presents the theoretical foundation on which the idea of organizational personality is based as well as its scope and specificity by referring to such notions as organizational culture and organizational identity. The chief goal is to demonstrate that, by applying the concept of personality, managers gain the possibility of running organizations more effectively. Approaching an organization using categories of personality should enable management to exploit fully organization's social potential, but most of all to cope competently and effectively with the diverse crises arising in the organization, particularly those connected with change, as a category of especially difficult situations for the organization's members.
13
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Zarządzanie poprzez wartości w procesie zmian kulturowych. Studium przypadku przedsiębiorstwa produkcyjnego

51%
Dunal A., Nogalski B.
Zarządzanie i Finanse
|
2012
|
vol. 4
|
issue 2
97-115
EN
The article consists of two chapters. First chapter presents of values from organizational theory perspective, starting with Elton Mayo and Hawthorne effect and Geert Hofstede culture theory. Then we focus on values in Polish literature, studying Cz. Sikorski, L. Zbiegień-Maciąg, Ł. Sułkowski, A. Stachowicz-Stanusch and other. Second chapter includes Management by Values case study in production company basing on Artur Dunal’s research. We try to answer a question – How values affect culture change management. Qualitative analysis includes description of the company, its management system, organi-zational rituals and so far culture change journey. Quantitative analysis comprises research on organizational culture using Cameron – Quinn competing values framework. Summary presents our reflections on journey that Polish business is to done to appreciate managing by values.
14

Ksztaltowanie kultury organizacyjnej w warunkach wzrostu konkurencyjnosci przedsiebiorstw

51%
Rebisz J.
Contemporary Economics
|
2010
|
issue 3(15)
203-214
EN
The organizational culture is one of key factors which can influence the organizational success in building the long-lasting domination of an enterprise. The article is an attempt to introduce and at the same time to present the understanding of the culture in terms of expected bearings which can explain why organizational individuals (or entire organizations) promote only the behaviors which are in accordance with the value and the mission of the enterprises. The author draws attention to the level of expectations and behavior, which is usually the result of team work. A lot of attention has also been paid to the phenomenon of crossing of two relations: organizational culture with the function of leadership. The author has also discussed the role of a manager as a means of shaping and supporting an organization culture in conditions of increasing competition.
15

ORGANIZATIONAL CULTURE AS A FACTOR LEANING KNOWLEDGE MANAGEMENT (Kultura organizacyjna jako czynnik wspierajacy rozwijanie wiedzy i doskonalenie kompetencji pracownikow)

51%
Walczak W.
Contemporary Economics
|
2009
|
issue 3(11)
71-85
EN
The article discusses subject of the organizational culture and understanding the strong role it plays in organizations from the point of view in regard to the human capital management. Basically, culture is comprised of the assumptions, values, norms and tangible signs (artifacts) of organization members and their behaviors. It encourages employees to identify their goals with company goals, promotes knowledge sharing lead to increased competencies and team's effectiveness. The most significant thesis of the article says that organizational culture plays an important role in the process of knowledge management. Main conceptions of corporate culture as understanding, meaning, the most important aspects indicated changes which should be stimulated by transformation of organizational culture and ways of shaping, were shown.
16

The school as an organization through the opinion of teachers

51%
Serfozo M.
Magyar Pszichologiai Szemle (Hungarian Psychological Review)
|
2005
|
vol. 60
|
issue 1/2
249-265
EN
In the last few years more attention turned to the organizational behavior of schools, partly because of the reinforcement of their professional autonomy. Nowadays it is required for all schools to purposefully care about their organizational culture and behavior. Our paper analyzes answers to the questions how teachers think about the organizational behavior of their school and whether they observe the coherence of the organization's norm and value system. The analysis builds on a detailed empirical research, we conducted three overlapping surveys on the organizational behavior of schools. Our sample included 639 teachers from 28 schools, where the distribution of the latter is the following: 24 from Budapest and 4 from Debrecen; 24 primary and 4 secondary schools; 19 public, 5 private and 4 financed by the church. Questionnaires were used to explore the different areas of organizational behavior. Additionally, in order to give a quantitative approach as well, these methods were complemented by open questions, interviews with managers and teachers, direct observations of meetings and analysis of school documents. First we demonstrate how teachers evaluate the unique properties of their school and which are the important elements they consider. We put a special weight on the school climate and the management, and analyze these points in more details. We use component analysis to identify the main dimensions along which the teachers perceive and characterize the organizational culture of their school. Additionally, we show how these factors correlate to the cultural types in Quinn's 'competing values' model. In summarizing the interviews, we highlight how the effects of the school's norm and value system can be traced in the personal experience of the teachers. According to our findings, there exists no unified cultural concept for those working in the same organization, but if the teachers are asked about concrete processes, then they can identify the key properties in their school's organization behavior. Finally, we look at the metaphors teachers give to describe their schools and analyze which organizational properties they are referring to.
17

Organizational culture at schools

51%
Kovacs Z., Perjes I., Sass J.
Magyar Pszichologiai Szemle (Hungarian Psychological Review)
|
2005
|
vol. 60
|
issue 1/2
51-64
EN
The paper reports on the development of an instrument enabling researchers to examine organizational culture at schools. The study is related to a comprehensive educational research project investigating the efficiency of schools as organizations with unique characteristics. The large-scale project is based on the analysis of organizational culture and, more specifically, organizations' attitude towards change. The paper first presents the results of a preliminary phase consisting of a questionnaire study on organizational culture at schools. Then these results are compared with the data obtained through a questionnaire based on Quinn's Competing Values Framework. Finally, an attempt is made to draw a comparison between the 'value map' revealed by the questionnaire examining organizational culture and the basic bipolar model of schools.
18

SUSTAINABILITY-ORIENTED INNOVATION: CRUCIAL SOURCES TO ACHIEVE COMPETITIVENESS

51%
Urbancová H., Vrabcová P.
Ekonomický časopis (Journal of Economics)
|
2023
|
vol. 71
|
issue 1
46 – 64
EN
Innovation is an important part of a sustainable society and a prerequisite for the long-term competitiveness of organizations. Continuous innovation can support the sustainability of organizations, which represents an important area for every organization and for the entire society. This paper aims to identify the main sources of innovation that support sustainability and competitiveness in the organizations surveyed. The study is based on both quantitative and qualitative research (the questionnaire survey of n1 = 183; the focus groups of n2 = 5), using the tools of descriptive statistics and factor analysis by the method of principal components. The results have shown that the main sources of innovation are stakeholders involved in the sales chain, primary and applied research, innovation programmes focused on employees as well as customers, and benchmarking.
19
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Kultura organizacyjna w konkurowaniu przedsiębiorstw handlu detalicznego

51%
Śmigielska G.
|
2012
|
vol. 19
|
issue 3
EN
The aim of the paper is to show the importance of organizational culture and its main features for service organizations; how it could foster the competitive strategies of retailers but also indicate that, if it do not allow the organizations to adjust to environmental changes it could become the barrier to their further development. The cases of three very successful retailers are shortly analyzed (Wal-Mart, Home Depot and M&S). In is summed up by presenting the directions of developing retailers organizational culture nowadays.
20
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CHANGES IN THE VALUE SYSTEMS OF POLISH COMPANIES

44%
Gadomska-Lila K.
Zarządzanie Zasobami Ludzkimi
|
2010
|
issue 3-4(74-75)
29-38
PL
Artykuł podejmuje zagadnienie wartości organizacyjnych, wskazując na ich rolę w procesie funkcjonowania przedsiębiorstw. Prowadzone rozważania koncentrują się na przyczynach i kierunkach przeobrażeń systemu wartości polskich przedsiębiorstw, a ich podstawę stanowią wyniki badań empirycznych. Pozwalają one wnioskować o dalszych kierunkach rozwoju systemu wartości oraz o doborze narzędzi pomocnych w jego utrwalaniu.
EN
This paper discusses the problem of organizational values, pointing to their role in the process of company operations. Considerations focus on the reasons and directions of transformations in the value systems of Polish companies and are based on empirical research. They allow conclusions as to further directions in value system development and the selection of tools helpful in making them permanent.
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