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1

Values of the Police Organization in the Context of a Knowledge Organization

100%
Ruibyte L., Adamoniene R.
Internal Security
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2013
|
vol. 5(1)
225-238
EN
Values are an overall belief determining human’s decisions and behaviours. Organizational values are long-term beliefs that connect members of the organization in common activity and in striving for goals. Every member of the organization has to realize them, sustain them and follow them. Therefore organizational values are the main element of organizational culture. For the research of professional values of employees of the Lithuanian police organization, 199 officers of Kaunas city police stations were interviewed. The questionnaire was based on dimensions of police organizational values determined by Glomseth, R., Gottschalk, P., Hole A.S., which constitute a scale of 21 bipolar values. The article analyzes the peculiarities of a professional value system, determining dominating and less important organizational values according to employees’ opinion. The hierarchy of the statutory organization’s employees’ values researched shows that this organization is absolutely formal, and its activity is controlled and predictable. This is a rather bureaucratic organization oriented towards stability rather than a knowledge organization. The research data allow evaluation of the present situation, prediction of the need for change of the values system and recommendations for their implementation.
2
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Impact of the organizational structure and culture on possibilities of applying business process management

100%
Chmielarz W., Zborowski M., Biernikowicz A.
Informatyka Ekonomiczna
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2013
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issue 2(28)
9-36
EN
This article mainly aims at analysing determinants of possibilities of improving processes in an organization. The early sections of the study are devoted to a theoretical analysis of the determinants of the process management and its connection with the project management. Then the assumptions of the survey on the impact of the organizational structure and culture on the possibilities of applying business process management are presented. The verification of theoretical deliberations and survey assumptions is included in the last part of the article presenting the initial results of the obtained survey and the resulting conclusions.
3

Selected social phenomena following the extraction of mineral resources

100%
Kocoń P.
Environmental & Socio-economic Studies
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2014
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vol. 2
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issue 4
47-51
EN
The author, due to the didactic needs and seeing a small gap in the way of presenting scientific data on the area of social science, have decided to present this work hoping that it will influence on widening both the social science and geography knowledge of the recipients, having connected the development and creation of certain social phenomena with particular economic activity, that is, the extraction of mineral resources. The aim of the hereby text is to present such social phenomena like organizational culture, discourse and social capital. The notions mentioned above ought to concern not only students, but also the specialists and scientists dealing with any of those two fields, as it seems prudent to follow the path of closely connecting two major issues emerging from two distinctively separate areas of science if that may help to better understand how such mixture influence people’s behaviour and allows to draw conclusion on the effect such actions may have on community or society. Moreover, such fact was prior for the author to decide to work on the problem of protests for mining in the future. On the other hand, the article may help in organizing the process of exploitation of mineral resources in the different organizations involved in this type of activity.
4
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Podmiotowe predyspozycje fundamentem zaufania intra-organizacyjnego w przedsiębiorstwie medialnym

63%
Soczyński S.
Studia Socialia Cracoviensia
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2017
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vol. 9
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issue 2
EN
The problem of trust in the context of the media appears first of all in relation to the relation between the recipient and the sender, i.e. the relationship between the media enterprise and an important part of its external environment. At the same time, the validity of trust as an intangible asset, which is the value of an enterprise, is emphasized. We are speaking less about trust in the context of the internal environment of media organizations, its role and importance in building relationships between people who take part in the production of a media message in a direct or indirect way. Drawing attention to this issue by managers may both positively affect the culture of the organization and be an element of the company’s business strategy and contribute to their competitive advantage in the market. In this article I would like to draw attention to trust as an important good in the process of managing a media enterprise, emphasizing at the same time the subjective predispositions enabling its shaping in such an enterprise.
5

Cultural Reversal: Why Does Obedience Lose with the Initiative?

63%
Slinták K.
International Journal of Entrepreneurial Knowledge
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2015
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vol. 3
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issue 2
59-75
EN
The article deals with the question which management philosophy is better, management philosophy based on culture HOW or management philosophy based on culture WHY. With respect to this article, author used these techniques, namely quantitative research, case methodology and literature analysis. Consequently, from the research, it can be predicted that most companies prefer a management model which inclines more towards planning, organizing and controlling than to leadership. This approach is a part of the traditional management system through which the organizational culture of “HOW” is implemented. The hidden costs of this model are apathetic staff, lost revenues and mainly work-related stress. These factors, which cause a lack of participation in the workplace, similarly lead to paralysis of innovation capabilities of most companies. They negatively affect the overall productivity of the economy and cause considerable social costs. However, there is also alternative management system based on the WHY culture. This management system, which releases initiative, creativity and enthusiasm, was investigated in the Toyota, FAVI and W. L. Gore. Author found out that these companies are able to eliminate the negative consequences of the traditional management model. The key features of this model are trust, freedom and responsibility, all three of which enrich the system with the ability to learn iteratively from one’s own mistakes.
6
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Znaczenie Public Relations w kreowaniu postaw innowacyjnych

63%
Ślusarczyk S.
Roczniki Nauk Społecznych
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2004
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vol. 32
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issue 3
203-213
EN
Innovations appear everywhere where there is a good climate for innovative processes connected with them, that is, creativeness and enterprise. The employee as the subject of innovative actions undergoes in the organization two mutually conditioned systems of values: the outer one, i.e. the culture of the organization, and the inner one, i.e. the employee's individual system of values. Hence the employee not only realizes his own, but also somebody else's values. The basic questions in the aspect of relations between values and innovative attitudes are: which ones should appear in culture, and how they should be formed and communicated within the policy of public relations.
7

Kultura organizacyjna jako element systemów wczesnego ostrzegania

63%
Sołkowicz K.
Roczniki Ekonomii i Zarządzania
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2009
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vol. 1(37)
77-97
EN
In the article early warning systems identifying the threat of bankruptcy of a company are presented. However, the main aim of the article is to point to organization culture as a potential indicator allowing prediction of bankruptcy of a company. Also selected conceptions of organization culture and the functions it can perform in a company are presented. It is worth noting that organization culture is a unique source for a company that can be one of the indicators of its condition. In the author’s opinion the issue of using organization culture as an element of early warning systems against company bankruptcy comprises important social and economic processes changing the way the company is managed. To be sure, determining indicators that evaluate organization culture and on this basis constructing the discriminative function may be immensely difficult, but this problem was not the subject of the present article.
8
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Kultura organizacyjna jako czynnik warunkujący wyróżniki zarządzania europejskiego

51%
Sołkowicz K.
Roczniki Nauk Społecznych
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2008
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vol. 36
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issue 3
33-45
EN
In the presented article an attempt has been made to define the relations occurring between the organization culture and managing the European company. The author treated culture as:– an independent variable – characterizing intercultural research in the European management;– a internal variable – deciding about the variability of European companies. It is worth stressing that cultures differentiate companies and they represent characteristics that decide about their individuality. It seems that the evolving paradigm of the European management takes into consideration the cultural context of the environment in a particular way.
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