Pracowników każdej organizacji postrzegać można w kategoriach cennego zasobu. Jeśli efektywność i wartość rosną, pracownicy mają odpowiednią motywację do pracy. W celu stymulowania poziomu motywacji pracowników organizacje wprowadzają określone systemy, na ogół zgodne z wartościami kultury korporacyjnej danej firmy. Wartości te, zwłaszcza jeśli chodzi o korporacje międzynarodowe, bywają konfrontowane z wartościami wyznawanymi w kraju, w którym dana korporacja funkcjonuje. Niedopasowanie wartości może wpłynąć na nieskuteczność systemu motywacyjnego. Uniwersalnym bodźcem są pieniądze. Przeprowadzone badania wskazują jednak, że w subiektywnej ocenie wielu pracowników, skuteczniej niż bodźce materialne oddziałują na nich bodźce niematerialne.
EN
The employees of every organization can be perceived in categories of valuable resources. The effectiveness and value of such a resource grows if the workers have the proper motivation to work. In order to stimulate the motivational level of employees, organizations introduce defined motivational systems that are usually in agreement with the corporate culture of the given company. These values, especially in the case of international corporations, tend to be confronted with values recognized in the various countries in which the given corporation operates. A mismatch of values may result in an ineffective motivational system. Money is the universal stimulant. However, research shows that in the subjective assessment of many workers, intangible stimuli are more effective than tangible ones.
Job satisfaction is related to the match between an individual and the environment. This match gains special significance in the field of values. Behaviours of managers in a given organisation are the exemplification of values but also indicate what is important in a given culture. Since the requirements of corporate culture cause some unification of employees, it seems that for job satisfaction it will be important whether or not managers will ensure them individual treatment. Thus, the objective of the research conducted was to check what managers’ behaviours are most closely related to job satisfaction.
The paper addresses the concept of Weyerhaeuser’s culture which was transformed as the result of mergers and implemented policies against recession. The culture, particularly their long-term vision and values played a crucial role in Weyerhaeuser’s company. Frederick Weyerhaeuser, founder of the firm, realized that a firm’s reputation was the most important asset. Significant increases in housing demand over 1997-2005 had led to an enormous pressure for faster deliveries and innovations in the construction industry. Weyerhaeuser decided to become global leader by transforming its culture and launching the iLevel concept7.
In management theory and business practice the dealing with a diverse workforce has played a leading role in recent years. In a globalizing economy companies recognized potential benefits of a multicultural workforce and tried to create more inclusive work environments. Unfortunately many of them have been disappointed with the results they achieved. The reason for this is that too little attention has been paid for the norms, values and behaviors involved. Given the fact that diversity is essentially about cultural norms and values, appropriate reflection work becomes a fundamental task to create a truly inclusive work environment where people coming out from diverse backgrounds feel respected and recognized. The paper focus on the challenge of building an inclusive diversity culture showing that a “culture of inclusion” has to be built on solid grounds. It shed light on the process of developing such a culture in CISCO corporation which serves as an example of a good practice in this respect.
By adopting an empirical and rational approach, this article investigates the influence of ethics on decision-taking in business based on case studies dating back to 50 years ago. It contrasts theoretical principles of ethics and the actual market activities of businesses by taking a closer look at two ethically controversial events from the automotive and pharmaceutical industry where human life and health was at risk. The foregoing analysis demonstrates that, where profit maximisation is at stake, businesses are prompted to take advantage of imprecise laws or absence of legal provisions, and manipulate data to protect its interests at the expense of product liability and consumer/patient safety.
Today, the business history constitutes an important branch of economic and social history, primarily in western historiography. It is defined as scientific documentation of the history of particular companies, especially their manufacturing and social work. In its research, classical historical methods are combined with those of the history of technology, trade, and mentalities. The business history is a branch that encompasses a number of additional disciplines; it is close to business economy and is closely linked to the economic theories. Family companies or firms as economic units constituted also a field of delicate social and cultural policy. In Western Europe and North America, they organized a major part of socially needed labour and became an arena of activity for different interest circles and groups. The family business history as a part of the business history and history of society has been studied in recent years, mostly in the German and American scientific and business milieu, with a special accent placed on its political, mental and cultural connotations. Especially in the United States established magazines, institutions, guides, professional associations and job positions. Family business research developed an original methodology and conceptualized new topics. If we had to answer the question tents after the existence of the family business history as a new scientific discipline, the answer is not clear. In most developed countries of the world except the United States remained the family business history still part of the history of business or, like in Germany, part of the social and economic history. The historical dimension of the family business is still so by‑product of most research centers dedicated to the family business. However, investigative provides promising potential for the future.
The presented text is a reflection on family entrepreneurship in the Czech milieu. It asks when the current term of family company originated and how its meaning developed. It concludes that modern family entrepreneurship, which results in a modern entrepreneurial tradition gradually transforming into a family brand or logo and constituting business culture inside as well as outside the company, can be traced to the late 18th century. A massive development of private family companies arrived in Central Europe in the second half of the 19th century, but the companies had no need to present themselves as family companies. Establishment of the term as we know it now occurred almost undetected in the interwar period. The tradition of the company and its roots are often much older than the term “family firm” itself.
The article addresses the issue of ethics in business. The positive attitude to ethics declared by some liberal economists confronts business units with new dilemmas. The economic conflicts, wars, and pandemic crisis treated as a challenge for economic recovery highlight the ethical side of choices. In this way, individualistic rationality is confronted with multilateral benefits. The relation between ethical norms and economic criteria considers the point of view respecting human participation in the process of managing a business. As a consequence, ignorance of ethics in business as a concept of applied ethics, which means ethical relativism, leads man to a crisis of values depriving the system of the liberal economy of a sense of orientation and thus hindering the search for rational solutions.Ethics introduces a personalistic dimension to economic considerations associated with an individual responsibility coming from respect for human values and dignity. In the social aspect, compliance with ethics is acondition of mutual acceptance, cooperation, and bonding within the community. Ultimately, the place of ethics in economics is a consequence of the relationship of economics with humans and, at the same time, the attitude of individuals to ethics. Paying more attention to ethical issues serves the humanisation of economic relations, displaces business egotism, and awakens the tendency to cooperate by seeking the common good.
Celem artykułu jest przedstawienie wzajemnych związków istniejących między wiedzą i zarządzaniem wiedzą a kulturą organizacyjną. Szczególnie wiele miejsca poświęcono na ukazanie kultury organizacyjnej jako determinanty implementacji zarządzania wiedzą. Zaprezentowano także zarys metodyki diagnozowania kultury organizacyjnej w procesie implementacji koncepcji zarządzania wiedzą.
EN
The aim of the article is to present the correlation between knowledge management (KM) and organizational culture (OC) in a company. The issue of organizational culture as a determinant of knowledge management implementation is widely described. In the last section of the article an outline of the methodology of diagnosing of the organizational culture in the process of implementation the idea of knowledge management is presented.
Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work. Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine. Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises - top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations. Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.
Celem artykułu jest opis funkcjonalistycznego ujęcia kultury organizacyjnej, które jest historycznie najstarszym ujęciem procesów kulturowych zarządzania. Prowadzona analiza jest oparta na refleksji na temat rozwoju paradygmatów w naukach społecznych i paradygmatów nauk o zarządzaniu. W artykule przeprowadzono krytyczną analizę paradygmatu funkcjonalistycznego w badaniach kultury, która prowadzi do postulatów pluralizmu epistemologicznego i metodologicznego w zarządzaniu.
EN
The purpose of this article is to analyze the functionalist approach to organizational culture, which is historically the oldest approach to culture processes in management. The analysis is carried out in conjunction with a reflection on the evolution of paradigms in the social sciences and management sciences paradigms. The article includes a critical analysis of the functionalist paradigm in the study of culture and the postulates of epistemological and methodological pluralism in management.
This article presents a theoretical analysis of scientific sources of philosophy, culture, cultural studies, and sociology concerning the interpretation of university culture and set the value of the academic essence in development of European education, science and innovation.
Organizations create competitive advantage by creating more economic value than their rivals. Increasing business competition and information technology development have both led to huge corporate organizational changes and have raised the importance of intangible assets along the value chain. Value creation and the success of organizations increasingly depends on the leverage of knowledge available internally, as nowadays it has become essential to understand employee portals’ business value and to build adequate change management programmes. The Balanced Scorecard (BSC) and Strategy Map (SM) show an organization’s objectives, how they are achieved, and the link between the goals of the various sub-units and how these act together to produce the overall results. BSC and SM clarify how intangible assets are aligned with strategy, to create value for the organization. However, the concerns related to change management seem not to have been properly addressed. To conveniently deal with these matters, the authors propose a framework to map the cause-effect relationships that generates business value, as well as provides top management and decision makers with the information needed for a suitable top-down commitment and sponsorship, which is essential to bring about the appropriate change management and benefits’ realization. SM and Benefits Dependency Network (BDN) were combined, resulting in a suitable framework to help organizations enhance their knowledge, mitigating the risk of investment failure or misuse, and a timely contribution to capture more value from investments in intangible assets. The developed framework helps organizations address their concerns related to value creation and change management, and it has been applied to this Employee Portal case study. This case study allows us to conclude that, although the promotion of organizational culture and corporate alignment are not usually frequent goals of organizations, and do not motivate investments in the development of employee portals, they are generally recognised as being essential tools for decision-making and value creation.
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.
Rozpatrując zagadnienie tworzenia wysokiej efektywności pracy ludzkiej, należy skupić uwagę na klimacie i kulturze organizacyjnej. Klimat bowiem i kultura organizacyjna tworzą społeczne warunki współdziałania ludzi w procesie pracy. W artykule autor dokonał systematyzacji obu pojęć, wskazał istotne różnice i związki między nimi. Podkreślił znaczenie klimatu organizacyjnego, często pomijanego na rzecz kultury organizacyjnej.
EN
One of the key elements characterising the effectiveness of human work is the organisational culture. The notion that bears almost the same importance from the perspective of the current operations of an enterprise, though very often neglected, is the organisational climate. This article attempts to classify the ways of understanding of the organisational climate and culture, indicating similarities, differences and the factors influencing them. A thesis has also been drawn up stating that achieving the pro-effective model of the organisational climate is the first step to develop a pro-effective model of the organisational culture.
W artykule podjęto kwestię etyki w najważniejszych koncepcjach współczesnej ekonomii. Związek etyki z ekonomią wynika z udziału człowieka w procesie gospodarowania, co jest przedmiotem wielu niedopowiedzeń w głównym nurcie ekonomii. Relatywizm etyczny prowadzi człowieka do kryzysu wartości, pozbawiając system liberalnej gospodarki zmysłu orientacji i utrudniając w ten sposób poszukiwanie racjonalnych rozwiązań. Etyka wprowadza do rozważań ekonomicznych wymiar personalistyczny, bardzo osobisty, związany z indywidualnym poczuciem odpowiedzialności płynącej z godności człowieka. W aspekcie społecznym przestrzeganie zasad etyki jest warunkiem wzajemnej akceptacji, współpracy i więzi w ramach wspólnoty. Ostatecznie, miejsce etyki w ekonomii jest konsekwencją stosunku ekonomii do człowieka oraz równocześnie stosunku człowieka do etyki. Poświęcenie większej uwagi kwestiom etycznym służy humanizacji stosunków ekonomicznych, wypiera egoizm biznesu i rozbudza skłonność do poszukiwania wspólnego dobra.
EN
The article deals with the issue of ethics in the most important concepts of modern economics. The relationship between ethics and economics results from human participation in the management process, which is the subject of many failures in the mainstream of economics. Ethical relativism leads the man to a crisis of values, depriving the liberal economy of the sense of orientation and thus making it difficult to search for rational solutions. Ethics introduces to economic considerations a personalistic dimension, very personal, related to the individual sense of responsibility resulting from human dignity. In the social aspect, compliance with the rules of ethics is a condition for mutual acceptance, cooperation and bonds within the community. Ultimately, the place of ethics in economics is a consequence of the relationship between economics and the man, and at the same time the man's relationship with ethics. Paying more attention to ethical issues serves the humanization of economic relations, supersedes the selfishness of business and awakens the tendency to seek the common good.
Celem artykułu jest zapoznanie czytelnika z budową kultury organizacyjnej poprzez zaprezentowanie modeli kultury organizacyjnej w ujęciu różnych autorów (modele E. Scheina, G. Hofstede, S. M. Daviesa). Podano także autorską koncepcję tego zjawiska. Aby ułatwić zrozumienie istoty kultury organizacyjnej scharakteryzowano pokrótce jej elementy, eksponując dwa z nich: założenia i wartości.
EN
Organizational culture is commonly identified with its easily noticed manifestations, however that depiction is oversimplified and it does not fully express the complexity of that phenomenon. As its essence is hidden in the interrelationships and in the relations between certain elements, these are types of organizational culture that have a great educational value. Besides, in management practices it is clearly noticed that a complexity of corporate organizations makes it difficult for senior management to manage the company effectively and efficiently. Understanding the organization's culture may make this process easier. The aim of this article is to familiarize the reader with the structure of the organizational culture by presenting some types of organizational cultures.
Przedmiotem rozważań autorki jest kultura organizacyjna i jej wpływ na proces zarządzania strategicznego w przedsiębiorstwie. Artykuł składa się z dwóch części. Pierwsza przedstawia charakterystykę dwóch typów kultury organizacyjnej przedsiębiorstwa: kultury silnej i kultury miękkiej oraz funkcji, jakie pełni kultura organizacyjna w przedsiębiorstwie. Druga część poświęcona jest zagadnieniom związanym z rolą, jaką odgrywa kultura organizacji w poszczególnych fazach zarządzania strategicznego.
EN
Both the strategic management and the corporate culture are considered to be the factors, which stand a chance to make it possible for a company to function more efficiently and effectively in the conditions of globalization. The aim of this paper is to show the influence of the corporate culture over the process of strategic management in a company.
The elements of corporate culture and its impact on innovation management are investigated. A corporate culture tasks in the structure of enterprise activity innovative system are developed
UK
Досліджено елементи корпоративної культури та їх вплив на інноваційний менеджмент. Розроблено завдання корпоративної культури в системі інноваційної діяльності підприємства.
Celem artykułu jest zidentyfikowanie typu kultury organizacyjnej oraz przedstawienie kierunków jej zmiany na przykładzie czterech innowacyjnych przedsiębiorstw współpracujących z polskimi i zagranicznymi uczelniami. Zaproponowany model badawczy zakłada, że diagnoza kultury organizacyjnej stanowi podstawę do przedsięwzięć rozwojowych i poszukiwania pożądanych kierunków zmiany kultury organizacyjnej w dynamicznie zmieniającym się ekosystemie biznesowym. W badaniach posłużono się kwestionariuszem do oceny kultury organizacji (Organizational Culture Assessment Instrument) K.S. Camerona i R.E. Quinna, a także kwestionariuszem ankiety identyfikującym m.in. bariery i stymulatory budowania relacji międzyorganizacyjnych. Badania pozwoliły na identyfikację czterech profili kultur organizacyjnych innowacyjnych przedsiębiorstw: w trzech nie zidentyfikowano jednego dominującego typu kultury organizacyjnej, dominującą kulturę klanu zidentyfikowano w przedsiębiorstwie prowadzącym działalność badawczo-rozwojową w obszarze transplantologii.
EN
The aim of this paper is to identify the type of organizational culture and to present the directions of its changes on the example of four innovative firms, which cooperate with Polish and foreign universities. The research model assumes that the diagnosis of organizational culture is the basis for undertaking development ventures and seeking directions of changing the organizational culture in the dynamically changing business ecosystem. Two research tools were used in the study. K. S. Cameron and R. E. Quinn Organizational Culture Assessment Instrument was used to identify organizational culture of innovative firms while a questionnaire was applied to identify barriers and stimulators of building interorganizational relations. Conducted research allowed to identify four profiles of organizational cultures of innovative enterprises. In the case of three enterprises, one dominant type of culture was not identified. Only in the case of the enterprise conducting research in the field of transplantation a dominance of clan culture was identified. The directions of changes in the organizational culture of two enterprises operating in the field of biotechnology are divergent. One of them desires stronger market culture and the other wishes stronger adhocracy culture in the future. The enterprise, operating in the field of material engineering, desires stronger clan culture, while the enterprise conducting research in the field of transplantation aims to maintain the dominance of clan culture.
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