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Employee Subjectivity as a Key Value in Management

100%
Marek A.
Annales. Etyka w Życiu Gospodarczym
|
2016
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vol. 19
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issue 4
123-136
PL
-
EN
People, with their knowledge and potential, are undoubtedly the most important part in any organisation because, thanks to them, it might accomplish its goals, gain a competitive advantage and achieve success on the market. That is why each organisation should hire the most appropriate employees and provide working conditions that enable them to unleash their potential for the company’s benefit. The fundamental value for creating a good work environment is employees’ subjectivity, which can be perceived in two ways. The basic level of honouring a person’s subjectivity is respecting human rights and the employee’s dignity in mutual relations. The higher level, though, is to give people a certain amount of autonomy and responsibility in their workplace. The aim of this paper is to identify and analyse interdisciplinary concepts that managers can use in order to ensure that people are given the respect they deserve.
2
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Corporate social responsibility in FC Barcelona as Carroll’s CSR pyramid in practice

100%
Marek A.
Annales. Etyka w Życiu Gospodarczym
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2018
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vol. 21
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issue 7
153-165
EN
Corporate social responsibility (CSR) is a subject of great interest to both theoreticians and practitioners of management as well as to international organisations that promote this idea among existing enterprises. Despite many years of research on CSR, there is no single binding definition of this concept, therefore for the needs of this publication, the definition of Archie B. Carroll, and the resulting approach to CSR implementation in companies, has been adopted. The aim of the article is to analyse CSR activities undertaken by FC Barcelona in the framework of a system derived from Carroll’s CSR pyramid, therefore its activities have been divided into four groups corresponding to the dimension of financial, legal, ethical and philanthropic responsibilities. Due to the commercialisation of football, FC Barcelona is treated as a global enterprise, considering, however, the specificity of regulations governing the sports sector as well as goods and services offered by the club. The research has been based on an analysis of literature and available documents published by the club itself as well as by international organisations regulating football tournaments on national and international levels. The study has indicated that FC Barcelona is taking action in all the dimensions of social responsibility highlighted in Carroll’s pyramid and can be seen as a socially responsible organisation, at the same time meeting expectations of its stakeholders.
3
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Ogólnopolska konferencja „Przewodnik kulturalny, czyli jak rozwijać kompetencje kulturowe dzieci i młodzieży. Możliwości działań oraz współpracy bibliotek szkolnych z instytucjami kultury” (Bielsko-Biała, 29 listopada 2019 r.)

100%
Marek A.
Nowa Biblioteka. Usługi, Technologie Informacyjne i Media
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2020
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vol. 36
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issue 1
121-124
EN
National Conference “Cultural guide, or how to develop cultural competencies of children and youth. Potential activities and cooperation between libraries and cultural institutions” (Bielsko- -Biała, November 29, 2019)
4

Culture of knowledge at contemporary universities

100%
Marek A.
Roczniki Nauk Społecznych
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2014
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vol. 6(42)
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issue 4
81-97
EN
The vital role in the knowledge based society play the organisations which contribute to the accumulation of knowledge and enlarging its resources owned by the individuals, companies but also by particular countries and the global society. One of the most important within those organisations are contemporary universities which fulfil the mission of building and transferring the knowledge through both teaching and conducting research. The aim of that paper is to identify those cultural values which facilitate knowledge management within the contemporary universities as well as its mutual transfer between the universities and society.
PL
W społeczeństwie opartym na wiedzy szczególnego znaczenia nabierają organizacje, których działania przyczyniają się do wzrostu jej zasobów, zarówno w wymiarze indywidualnym i organizacyjnym, jak i w perspektywie rozwoju poszczególnych krajów oraz globalnego społeczeństwa. Wśród tych organizacji poczesne miejsce znajdują uniwersytety, które niejako w swej misji mają rozpowszechnianie i tworzenie wiedzy poprzez nauczanie i prowadzenie badań naukowych. Niniejsze opracowanie ma na celu zidentyfikowanie takich wartości obecnych w kulturze współczesnych uniwersytetów, które wspomagają zarządzanie wiedzą w obrębie badanych organizacji, a także jej wymianę z otoczeniem.
5
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Capital, Resource or People? Contemporary Trends in Personnel Management

100%
Marek A.
Annales. Etyka w Życiu Gospodarczym
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2014
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vol. 17
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issue 2
75-84
EN
People should be at the centre of attention within knowledge-based economics. The leaders of each enterprise ought to focus on providing the best conditions for their employees’ professional and individual development and treat them with respect in terms of their dignity and needs. In contemporary literature two notions in perceiving people in organisations are noticeable. The first one treats employees as ‘resources’ which have to be properly used or as ‘capital’ that should bring a decent return on investment. The second notion derives a lot from Christian philosophy and sees the human as a person who treats work as a way to realize his calling and thus is able to take responsibility for the decisions made and actions taken. Acting in a constantly changing environment, people have to be flexible and able to take advantage of emerging opportunities and avoid threats. Within this process it is not a matter of being a human ‘being’ but rather becoming, which means that they are incessantly developing their potential. Although it is hard to predict human behaviour, the main task for managers is to lead in a way that will help employees use their full potential for both their own and the company’s benefit.
6
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Zarządzanie talentami w świetle teorii przywództwa służebnego

100%
Marek A.
Nowoczesne Systemy Zarządzania
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2018
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vol. 13
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issue 1
27-37
EN
In knowledge based economy employees, with their knowledge and motivation, play the key role in building competitive advantage of companies. Constantly growing mobility, rapid changes in economy and deepening shortage of qualified candidates who suit organisations’ needs lead to aggravating “war for talents”. Talented employees, aware of their skills, look for the employer who provides not only material incentives but also proper development conditions, which include creative tasks and cooperation with people who share the same interests. The aim of the paper is to present the characteristics of talent management in organisations which use servant leadership. Literature analysis revealed that the concept with the highest level of congruence with servant leadership is inclusive talent management focused on employees development. In that approach the key factors are: matching talents to the organisation, building strong relationships between leader and his followers and tailoring development programs to needs and ambitions of every employee.
PL
W dobie gospodarki opartej na wiedzy przewaga konkurencyjna przedsiębiorstw budowana jest przede wszystkim w oparciu o pracowników. Rosnąca mobilność, ustawiczne zmiany w gospodarce oraz brak odpowiednio wykwalifikowanych osób na rynku pracy skutkują zaostrzającą się „wojną o talenty”. Świadomi swoich zdolności pracownicy nie zadowalają się zachętami materialnymi, ale szukają miejsca pracy, w którym będą mieli zapewnione odpowiednie warunki do rozwoju, a zadania będą wymagać kreatywności i współpracy z ludźmi podzielającymi ich zainteresowania. Celem artykułu jest przedstawienie charakterystyki zarządzania talentami w organizacji stosującej koncepcję przywództwa służebnego. Na podstawie analizy literatury przedmiotu można stwierdzić, że największą spójność z założeniami przywództwa służebnego wykazuje inkluzywne zarządzanie talentami skierowane na rozwój pracowników. Kluczowe w tym podejściu jest dopasowanie pracowników utalentowanych do rzeczywistości organizacyjnej, budowanie silnych więzi pomiędzy przywódcą służebnym i jego współpracownikami oraz indywidualne zaplanowanie rozwoju każdego członka organizacji pod kątem jego potrzeb i ambicji.
7
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Motywacja w pracy nauczyciela

100%
Marek A.
Roczniki Nauk Społecznych
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2006
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vol. 34
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issue 3
335-346
EN
The paper present the Polish teacher and factors that motivate him or her to work in the school. A proper motivation to teach is a condition for a better quality of teaching the youth, a fact that raises qualifications of the future workers. Our considerations are based on, among other things, the results of the author’s research which concerned the work of teachers in Lublin region.
8

Model wartości konkurujących w badaniu kultury organizacji samorządowych

100%
Marek A.
Roczniki Ekonomii i Zarządzania
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2014
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vol. 6(42)
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issue 2
289-299
PL
Niniejszy artykuł przedstawia wyniki diagnozy kultury organizacyjnej w dwudziestu starostwach powiatowych w Polsce, przeprowadzonej przy użyciu kwestionariusza OCAI (Organisational Culture Assessment Instrument), opartego na modelu wartości konkurujących.
EN
The article presents the results of the diagnosis of organizational culture in twenty district (Pol. powiat) offices in Poland, carried out using a questionnaire OCAI (Organisational Culture Assessment Instrument), based on the model of competing values.
9
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Maintaining a sustainable workplace: Internal Corporate Social Responsibility practices in Dialog Semiconductor during the COVID-19 pandemic

63%
Marek A., Kozak M.
Przegląd Prawno-Ekonomiczny
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2021
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issue 4
75-96
PL
Pandemia COVID-19 pokazała, że wiele firm musiało zmierzyć się z trudnościami, aby mimo kryzysu, działać efektywnie a jednocześnie zminimalizować ryzyko redukcji kadry pracowniczej. Celem niniejszego artykułu jest ukazanie wpływu działań z zakresu wewnętrznego CSR podejmowanych przez Dialog Semiconductor, aby zapewnić zrównoważone miejsca pracy w czasie pandemii. Na bazie teoretycznych rozważań i analizy literatury prezentujemy studium przypadku zawierające szereg aktywności badanej organizacji oraz informację zwrotną od pracowników uzyskaną poprzez przeprowadzenie badań ankietowych. Wyniki przeprowadzonych badań wykazały, że przedsiębiorstwo z sukcesem utrzymało zrównoważone miejsca pracy w czasie pandemii stosując zalecenia i rekomendacje odpowiednich władz oraz dbając o swoich pracowników poprzez inicjatywy z zakresu wewnętrznej odpowiedzialności biznesu.
EN
The COVID-19 pandemic has presented the vast majority of companies with many difficulties in remaining efficient and profitable, especially whilst keeping their Staff employed. In this article, we focus on the internal aspects of CSR – corporate social responsibility directed toward employees – and show that actions taken in this area at the Dialog Semiconductor company have significantly contributed to providing a sustainable workplace during the COVID-19 pandemic. Based on the theoretical fundamentals of the concept, this article illustrates the case study containing the activities taken and employee feedback. The results show that the company has successfully managed to maintain sustainable workplaces through actions coherent with the recommendations on HR (Human Resources) management in COVID-19 pandemic.
10
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Egzystencjalno-religijny model przywództwa biznesowego. Perspektywa holistyczna

63%
Marek A., Kostrzewa S.
Annales. Etyka w Życiu Gospodarczym
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2020
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vol. 23
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issue 2
39-54
EN
The main aim of the paper is to show an existential religious model of business leadership. We want to defend the thesis that leaders, who consider existing norms and regulations, have the greatest influence on how organisational aims are achieved. Thus, based on the concept of Kierkegaard’s modes of existence, we show that the individual values and motives of leaders’ behaviour influence the shape of the leadership itself as well as the management of an organisation. On the basis of a literature review, we propose the following connections: an aesthetic mode with instrumental motives which result in the shareholder perspective; an ethical mode of existence with normative motives which lead to the stakeholder perspective; and the spiritual mode of existence with transcendental motives which enable leaders to introduce a holistic perspective of management. However, we cannot link certain motives with a particular type of leadership, as leaders with different modes of existence might practice the same type of leadership (i.e., leadership based on values, authentic leadership) and combine various types of leadership in their actions. The paper might provide a theoretical basis for empirical research on leadership and managerial behaviour.
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