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1

TRUST VERSUS CORRUPTION - THE STRATEGIC CHOICE (Zaufanie kontra korupcja - wybor strategiczny)

100%
Grudzewski W. M., Hejduk I. K., Sankowska A., Wantuchowicz M.
Organization and Management
|
2009
|
issue 2(136)
133-144
EN
The article is presenting the problems originating from the lack of trust and growing number of corruption activities. Corruption leads to failure and bankruptcy of organization as well as it impacts the economy. The authors present the statistics describing each type of the corruption activity in Poland in 2002-2005/7. It can be easily observed that the dark side of trust - corruption is growing significantly from year to year. The solution in this situation is implementing into practice trust management. This is a stricte strategic choice, because trust cannot coexist with corruption, they are exceptive. Organizational trust requires immediate elimination of corruption.
2

TELEWORK, VIRTUAL TEAMS - ROLE AND CHALLENGES IN THE 21ST CENTURY (Telepraca, zespoly wirtualne - rola i wyzwania w XXI wieku)

100%
Chlopek P.
Nauki o Zarządzaniu
|
2011
|
issue 7
38-52
EN
Political and economic changes taking place in developed countries since the late nineties led to a major transformation of work systems, creating new types of work, such as telework, virtual teams or work at a distance. The very term teleworking and virtual teams or virtual organizations are quite new in the world of scientific literature. In fact, they appeared in the late twentieth century together with the development of technology, computing, communication systems and this in turn led to an even greater access to information. Continuous technological development has even greater than ever influence on management, and especially on the improvement and creation of value added. The amount of digital information is constantly growing in all fields: sent over the Internet, telephone networks and the use of other forms of electronic media. This article explains the concept of telework, virtual teams, and focuses on the consequences of their usage in practice by companies which are operating in Poland, such as IBM, Hewlett-Packard, McKinsey & Company, UPS, Irevna or companies belonging to the so-called 'Big Four'.
3
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MODELLING OF VIRTUAL PRODUCTION NETWORKS

100%
Saniuk S.
LogForum
|
2011
|
vol. 7
|
issue 1
EN
Nowadays many companies, especially small and medium-sized enterprises (SMEs), specialize in a limited field of production. It requires forming virtual production networks of cooperating enterprises to manufacture better, faster and cheaper. Apart from that, some production orders cannot be realized, because there is not a company of sufficient production potential. In this case the virtual production networks of cooperating companies can realize these production orders. These networks have larger production capacity and many different resources. Therefore it can realize many more production orders together than each of them separately. Such organization allows for executing high quality product. The maintenance costs of production capacity and used resources are not so high. In this paper a methodology of rapid prototyping of virtual production networks is proposed. It allows to execute production orders on time considered existing logistic constraints.
4
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ZZL w wieku internetu - przywództwo w e-kulturze

63%
Maslyk-Musiał E., Bulinska H.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 1(78)
9-30
PL
Gwałtowny rozwój technologii informatyczno-komunikacynych zainicjował rewolucję we współczesnym społeczeństwie. XXI wiek oznacza dla organizacji biznesowych gwałtowne zmiany spowodowane transformacją technologiczną. internet oddziałuje zarówno na tradycyjne przedsiębiorstwa, jak i ich strategie. Cyberprzestrzeń stanowi zmienne środowisko, warunkujące rozwój specyficznych zachowań organizacyjnych. Adaptacja do nowych warunków wymaga dogłębnych zmian w obrębie kultury organizacji. W efekcie, z tradycyjnej kultury wyłania się e-kultura. E-kultura stanowi kluczowy czynnik integrujący wszystkie wymiary organizacji wkraczającej do przestrzeni wirtualnej. Ciągła zmiana i jej nieregularność powodują wykształcenie się nowych praktyk w organizacjach w zakresie zarządzania kapitałem intelektualny oraz innowacją. Organizacje w ruchu wpisują się model nowych przedsiębiorstw charakterystycznych dla rzeczywistości wirtualnej. Funkcja personalna ulega modyfikacji. Nowe praktyki zarządzania zasobami ludzkimi mają za zadanie odpowiedzieć na powstające wyzwania.
EN
The rapid development of information and communication technologies has initiated a revolution in modern society. For business organizations, the 21st century means turbulent transformation caused by technological change. The Internet affects both traditional companies and their strategies. Cyberspace is a variable environment that leads to the development of specific organizational behavior. Successful adaptation to new conditions requires far-reaching changes in organizational culture. In effect, an e-culture is emerging out of the traditional culture. E-culture is a factor integrating all dimensions of an organization entering virtual space. Continuous change and its irregularity are responsible for the forming of new practices within the organization in the management of human capital and innovation. The mobile organization represents the new model of organizations characterizing virtual reality. The personnel function is subject to modification. New human resource management practices are tasked with finding a response to rising challenges.
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