Wyniki wyszukiwania - Biblioteka Nauki

1

A Value System in the Process of Company Operations

100%

Zemigala M.

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nr 5(57)

35-46

EN

In order for values adhered to by a company to become factors in its success, they cannot be chaotic and disconnected from the reality in which the company operates. Such empty values can only result in the undermining of the credibility of the company among customers and cynicism among employees, which in no way leads to strengthening market position. Thus, values should form a cohesive value system..

2

Zarządzanie poprzez wartości w procesie zmian kulturowych. Studium przypadku przedsiębiorstwa produkcyjnego

80%

Dunal A. , Nogalski B.

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tom 4

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nr 2

97-115

EN

The article consists of two chapters. First chapter presents of values from organizational theory perspective, starting with Elton Mayo and Hawthorne effect and Geert Hofstede culture theory. Then we focus on values in Polish literature, studying Cz. Sikorski, L. Zbiegień-Maciąg, Ł. Sułkowski, A. Stachowicz-Stanusch and other. Second chapter includes Management by Values case study in production company basing on Artur Dunal’s research. We try to answer a question – How values affect culture change management. Qualitative analysis includes description of the company, its management system, organi-zational rituals and so far culture change journey. Quantitative analysis comprises research on organizational culture using Cameron – Quinn competing values framework. Summary presents our reflections on journey that Polish business is to done to appreciate managing by values.

3

RELATIONSHIP OF ORGANIZATIONAL CULTURE AND JOB SATISFACTION IN THE PUBLIC SECTOR

80%

Lovas L.

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nr 3

215-221

EN

The relation of organizational culture orientation within the competing values framework and job satisfaction within public organizations was verified. The orientation of organizational culture as a configuration of four types of this culture and job satisfaction were surveyed through the OCAI questionnaire (Cameron, Quinn, 1999). Closeness of their relation was verified by correlation analysis. The research was made in public administrative organizations. According to the results of correlation analysis, job satisfaction positively correlates with orientation to relations and human resources and negatively with orientation to results and competitiveness as types of organizational culture.

4

A Psychological Model of Organization. Culture, Identity, Personality

80%

Barabasz A.

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nr 3(125)

33-50

EN

The authoress suggests looking at an organization through the prism of a concept which until now has been applied to describe the functioning of the individual. This concept is that of the personality of an organization. The article presents the theoretical foundation on which the idea of organizational personality is based as well as its scope and specificity by referring to such notions as organizational culture and organizational identity. The chief goal is to demonstrate that, by applying the concept of personality, managers gain the possibility of running organizations more effectively. Approaching an organization using categories of personality should enable management to exploit fully organization's social potential, but most of all to cope competently and effectively with the diverse crises arising in the organization, particularly those connected with change, as a category of especially difficult situations for the organization's members.

5

Ksztaltowanie kultury organizacyjnej w warunkach wzrostu konkurencyjnosci przedsiebiorstw

80%

Rebisz J.

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2010

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nr 3(15)

203-214

EN

The organizational culture is one of key factors which can influence the organizational success in building the long-lasting domination of an enterprise. The article is an attempt to introduce and at the same time to present the understanding of the culture in terms of expected bearings which can explain why organizational individuals (or entire organizations) promote only the behaviors which are in accordance with the value and the mission of the enterprises. The author draws attention to the level of expectations and behavior, which is usually the result of team work. A lot of attention has also been paid to the phenomenon of crossing of two relations: organizational culture with the function of leadership. The author has also discussed the role of a manager as a means of shaping and supporting an organization culture in conditions of increasing competition.

6

Sensemaking – wiedza i kultura organizacji w świetle humanistyki zintegrowanej

51%

Bonecki M.

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nr 3(18)

49-69

EN

Definitions of organizational culture usually focus on shared symbols, rituals, behavioral patterns, or even propositional assumptions concerning reality. Such phenomena represent heterogeneous collection of objects, events, and processes. Instead, the paradigm of integrated humanities defines organizational culture in terms of beliefs which provide both practical instructions for agents and shared interpretative schemes which guide the understanding of the environment. In this context, the process of “sensemaking” is understood as a knowledge-based act of cultural sense-giving or of culturally mediated construction of organizational reality. Since the meaning-creation process seems to be both culturally mediated and knowledge-based, the perspective presented in the paper is defined as an “epistemic model of organizational culture”.