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Etyka a zarządzanie: wybrane problemy

100%
Kisiel A.
Studia Ekonomiczne
|
2014
|
vol. 180 cz 1
85-93
EN
The purpose of this paper is to present selected issues concerning ethics in management. Managers while performing particular tasks are guided by the rules of ethics of management. Ethical aspects of any actions which take place in the organization of relation first of all refer to the form of relations existing in the organization (generally between the organization and stakeholders including employees). In this paper special attention has been paid to the ethical aspect of management of human resources. Taking into consideration a significant role of human capital in obtaining profits by the company - it is still important to stress the meaning of ethics in management
2

Poziom satysfakcji pracowników w zależności od stażu pracy

84%
Markowicz I.
Wiadomości Statystyczne. The Polish Statistician
|
2010
|
issue nr 10
58-68
XX
Przedstawiono dane z analizy przeprowadzonej w ramach projektu "Wdrażanie usprawnień zarządczych w jednostkach samorządu terytorialnego na obszarze województwa zachodniopomorskiego" mającego na celu poprawę jakości usług świadczonych przez jednostki samorządu terytorialnego. W artykule w ramach usprawnień analizowano zadowolenie pracowników ogółem i w zależności od stażu pracy w urzędzie. Objęto 16 jednostek samorządu terytorialnego (JST), które wyraziły chęć wzięcia udziału w projekcie. Celem artykułu jest przedstawienie możliwości zastosowania tzw. "map satysfakcji pracowników" (graficzne zobrazowanie zjawiska).
EN
A project "Implementation of the management improvement in Local Government Units on the area of The Zachodniopomorskie voivodship" was realised. A quality improvement of services provided by Local Government Units was the aim of this project. The aim of this article is to present a possibility of application maps concerning the employee satisfaction generally and depending on period of service. (original abstract)
3
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Stymulowanie zachowań innowacyjnych pracowników w korporacjach

84%
Kraśnicka T., Wronka-Pośpiech M.
Studia Ekonomiczne
|
2014
|
vol. 183 cz 1
115-129
EN
Contemporary organizations recognize the importance of innovation, which is reflected in achieved results and the ability to create competitive advantage. Therefore managers, especially in large enterprises, seek for different sources of innovation, reaching also to the potential that lies in employees. This implies taking efforts in order to stimulate innovative behavior of employees in the organization. The aim of this paper is to present determinants of employees innovative behavior as a source of innovation, as well as to identify complex tools aimed at stimulating this type of behavior (i.e. innovation management practices). As numerous researches suggests, that the above mentioned practices take place primarily in large corporations, the subject of our analysis are selected practices of managing innovative employees in international corporations. The selection of the corporation for the analysis was based on the popular rankings of the most innovative companies, such as: "The World's Most Innovative Companies", "World's 100 Most Innovative Companies", "50 Most Innovative Companies" and "World's Most Innovative Companies".
4
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Galanteria w wizerunku współczesnego menedżera

67%
Kamińska-Radomska I.
Studia Ekonomiczne
|
2014
|
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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