scholarly journals Organizacijska kultura kao čimbenik uspješne provedbe organizacijske promjene

2017 ◽  
Vol 4 (2) ◽  
Author(s):  
Stipe Belak ◽  
Ivana Ušljebrka
Keyword(s):  
Organizational Culture ◽  
Readiness To Change ◽  
Dynamic Environment ◽  
Cultural Analysis ◽  
Successful Implementation ◽  
Business Organizations ◽  
Organizational Changes ◽  
Key Factor ◽  
A Minor ◽  
And Behavior

This paper theoretically proves that the organizational culture is a key factor for a successful implementation of organizational changes. Looking at the dynamic environment in which today's business organizations exist, it is clear that organizational changes have become a necessity needed for their survival. It does not matter whether it is a minor improvement of the peripheral segment of the organization or its complete transformation – what is inevitable is the change of the human factor. Since man is by nature an inert being, likes security, routines and certainty, it tends to oppose any changes, especially when it comes to radical changes in which his participation is minimal, if any. In such a situation, in order to reduce the human resistance to changes to a minimum, and achieve the willingness of employees to change, it is necessary to influence their attitudes, mindset and behavior. The organizational culture plays a key role in this process. The organizational culture through its values, beliefs, customs and norms shapes the behavior and attitudes of people within an organization, influences the readiness to change, as well as its later successful implementation. The paper concludes that the manager, prior to the implementation of organizational changes, should carry out a cultural analysis and then institutionalize those organizational values that encourage the construction of a positive attitude toward organizational change, as well as the building of organizational commitment and the trust in the management.

Management

2019 ◽  
Author(s):  
Ольга Гапонова ◽  
Olga Gaponova ◽  
Любовь Данилова ◽  
Liubov' Danilova ◽  
Юлия Чилипенок ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Social Responsibility ◽  
Conflict Management ◽  
Self Control ◽  
Business Organizations ◽  
Organizational Changes ◽  
History Of ◽  
Basic Functions ◽  
Basic Approaches ◽  
Independent Work

Structurally, the book includes 59 short chapters, United in 14 thematic blocks. They include such traditional sections as: the concept, essence and content of management; basic approaches to the study of the history of management; basic functions of management; connecting processes; basics of conflict management; organizational culture; management of organizational changes; social responsibility and ethics of business organizations; management consulting, etc. But the form of presentation of the material is unusual – it is a programmed textbook, designed mainly for independent work of the student and equipped with a system of constant self-control.

scholarly journals Alliances of Change Pushing Organizational Transformation Towards Sustainability across 13 Universities

2020 ◽  
Vol 12 (7) ◽  
pp. 2853 ◽  
Author(s):  
Lisa Bohunovsky ◽  
Verena Radinger-Peer ◽  
Marianne Penker
Keyword(s):  
Organizational Culture ◽  
Organizational Transformation ◽  
Group Discussion ◽  
Change Agency ◽  
Organizational Changes ◽  
Leading Role ◽  
Timeline Analysis ◽  
Minor Degree ◽  
Agents Of Change ◽  
A Minor

Universities are expected to play a leading role in developing and maintaining sustainability. To contribute to a systemic and dynamic understanding of organizational change that is necessary in order to play such a role, we comparatively analyzed processes of organizational changes towards sustainability across thirteen universities in Austria. This comparative analysis is based on data from guided interviews and document analysis and on validation of preliminary results via group discussion and individual comments. The results show that all universities embedded sustainability in most of their areas of activity (research, teaching, operations, organizational culture, societal engagement), but the depth of integration and the type of structural embedding varies. Especially for early changes dating back to the 1990s, academics working in the broader field of sustainability studies were those agents of change, who—without formal mandate—skillfully and proactively initiated and drove organizational transformations following an idealistic and intrinsic motivation. A timeline analysis illustrates peaks of sustainability-related changes in the years of the foundation of inter-university networks in 2011 and 2017, which acted as alliances of change. Ministry intervention in 2015 helped to bring sustainability on the agenda of those universities with less change agency. In summary, sustainability transformations across the fields of teaching, research, operations, organizational culture, and societal engagement were driven by a fruitful interplay of change agency and change alliances and to a minor degree by top-down interventions.

Challenges of Implementing Western Talent Development Models in a Collectivist Organizational Culture

2018 ◽  
Vol 20 (4) ◽  
pp. 517-532 ◽  
Author(s):  
Angela Christina Lucas ◽  
Alexandre Ardichvili ◽  
Silvia Pereira de Castro Casa Nova ◽  
João Paulo Bittencourt ◽  
Caroline Carpenedo
Keyword(s):  
Organizational Culture ◽  
Human Resource Development ◽  
Emerging Market ◽  
Talent Development ◽  
Cultural Barriers ◽  
Successful Implementation ◽  
Business Organizations ◽  
Doing Business ◽  
History Of ◽  
Hrd Professionals

The Problem In Brazilian business organizations, talent development (TD) programs are often based on models borrowed from Western countries. However, there are significant cultural barriers to successful implementation of such transplanted models. Research on TD in Brazil is scarce, especially, research on adoption of imported models and frameworks. The Solution This article is based on a case study of TD practices of a large Brazilian steel company that has a long history of human resource development (HRD) and a unique organizational culture. Our study suggests that this Brazilian company’s TD system is based on a combination of several well-known North American models. However, the implementation of the TD system that is based on meritocratic principles does not fully align with an organizational culture characterized by high power distance, paternalism, collectivism, and the emphasis on personal relationships over merit. We suggest ways of addressing the identified misalignments and point out the necessity of tropicalizing the implementation of TD models, which implies embracing Brazilian cultural traits and contexts. The Stakeholders The main audience for this article includes executives, managers, and HRD professionals executing TD strategies in organizations from emerging market economies and/or in firms doing business in emerging markets. In addition, the article will be of interest to scholars specializing in international HRD and talent development.

scholarly journals Organizational Change and Organizational Effectiveness of Secondary Banking System in Albania

2014 ◽  
Vol 3 (2) ◽  
pp. 427-431
Author(s):  
Dritan Shoraj ◽  
Adem Zogjani ◽  
Fadil Govori
Keyword(s):  
Organizational Change ◽  
Organizational Effectiveness ◽  
Banking System ◽  
Change Implementation ◽  
Successful Implementation ◽  
Business Organizations ◽  
Organizational Changes ◽  
Mode Of Operation ◽  
The Impact ◽  
Personal Interests

Continuous organizational changes are required as well as successful implementation approaches of modern managerial methods.  However, organizational changes in Business Organizations may often occur at inconvenient time, subject to the psychological preparation of employees or the whole staff in general. In these circumstances, the employees displayed strong resistance to accept changes although they may be decisive for the survival of Business Organizations.  Further, what makes the Business Organization employees accept or refuse organizational changes?  Which is the impact of their resistance on change implementation? Is it closely connected with their personal interests or is it merely a contradiction for the purpose of convenience? These questions and many others will be answered during this investigation through an empirical and theoretical analysis. The study will show the connection between organizational changes in terms of organizational effectiveness. Additionally, it will present a clear overview of the reality of Albanian Business Organizations regarding the organizational change and their mode of operation 

scholarly journals Optimize Design of Run-Flat Tires by Simulation and Experimental Research

Materials ◽  
2021 ◽  
Vol 14 (3) ◽  
pp. 474
Author(s):  
Huaqiao Liu ◽  
Yiren Pan ◽  
Huiguang Bian ◽  
Chuansheng Wang
Keyword(s):  
Stress Distribution ◽  
Energy Loss ◽  
Successful Implementation ◽  
Performance Tests ◽  
Key Factors ◽  
Heat Accumulation ◽  
Factors Affecting ◽  
Structural Rigidity ◽  
Key Factor ◽  
Durability Testing

In this study, the two key factors affecting the thermal performance of the insert rubber and stress distribution on the tire sidewall were analyzed extensively through various performance tests and simulations to promote the development of run-flat tires. Four compounds and two structures of insert rubber were designed to investigate the effects of heat accumulation and stress distribution on durability testing at zero pressure. It was concluded that the rigidity and tensile strength of the compound were negatively correlated with temperature. The deformation was a key factor that affects energy loss, which could not be judged solely by the loss factor. The stress distribution, however, should be considered in order to avoid early damage of the tire caused by stress concentration. On the whole, the careful balance of mechanical strength, energy loss, and structural rigidity was the key to the optimal development of run-flat tires. More importantly, the successful implementation of the simulations in the study provided important and useful guidance for run-flat tire development.

scholarly journals Design Innovation and Entrepreneurship Organization Based on Psychological Cognitiveness of the Space Narrative

2022 ◽  
Vol 12 ◽  
Author(s):  
Jieming Hu ◽  
Xin Zhang
Keyword(s):  
Organizational Culture ◽  
Community Of Practice ◽  
Corporate Culture ◽  
Physiological Data ◽  
Visual Elements ◽  
Entrepreneurial Organizations ◽  
Spatial Narrative ◽  
Design Innovation ◽  
And Behavior ◽  
Innovation And Entrepreneurship

The high-quality workspace can be used as a physical carrier for design innovation and entrepreneurial organizational culture to continuously change the psychological cognition and behavior of employees in community of practice. The spatial narrative of the culture of design innovation and entrepreneurial organizations means to integrate entrepreneurship and organizational culture into the space through visual presentation. Whether the spatial narrative is successful or not needs to be judged by whether the change of people’s psychological cognition achieves the expected effect. The traditional qualitative research methods such as interviews and questionnaires cannot fully and accurately present the psychological cognitive mechanism of design Innovation and entrepreneurship organization members. We use virtual reality technology combined with electrophysiological technology to conduct experiments. We use these technologies to conduct quantitative experiments on psychological cognition in community of practice. This study will select a design innovation and entrepreneurial organization, randomly select 20 participants, and divide them into 2 groups for experimentation. The VR scene is based on their real office space as a prototype. Put the visual elements of corporate culture in one of the VR scenes. The other VR scene as a reference does not incorporate visual elements of organizational culture. Participants participated in the experiment in these two VR scenarios. There are many advanced devices that can accurately test individual psychological changes, but the ErgoLab man-machine environment test platform, can collect and compare these data [physiological data, electroencephalogram (EEG) data, and behavior data] in real-time and comprehensively, which is its advantage. According to the experimental results, judge the changes in the psychological cognitive data of the participants before and after the placement of the spatial narrative in design innovation and entrepreneurial organizations. The experiment combined interviews and questionnaires to ensure the authenticity of the quantitative data. The conclusion of the experiment will produce an accurate quantitative study on the psychological cognition of the spatial narrative of design innovation and entrepreneurial organizational culture. A sense of organizational belonging, collective sense, pride, mission, and work fun can be generated in the workspace.

scholarly journals Responsibility and Mindset of Tourist and Community-Based Tourism Enterprise to Conserve the Environment and Energy

TEM Journal ◽  
2021 ◽  
pp. 1838-1848
Author(s):  
Sudjai Jirojkul ◽  
Siwarit Pongsakornrungsilp ◽  
Nontipak Pianroj ◽  
Prachyakorn Chaiyakot ◽  
Narawadee Buakhwan ◽  
...  
Keyword(s):  
Sustainable Tourism ◽  
Growth Mindset ◽  
Community Based ◽  
Strong Growth ◽  
Tourism Management ◽  
The Future ◽  
Key Factor ◽  
Tourism Enterprises ◽  
Significant Mechanism ◽  
And Behavior

The aim of the research is to assess the mindset, activities and the participation of communitybased tourism enterprises in the tourists’ awareness and behavior. Tourism has the significant impact in order to develop the guideline for organizing the activities and managing the community-based tourism in reflecting the responsible environment and energy linking character and behavior of tourists. We found a strong growth mindset of entrepreneur’s community as the key factor that affected on driving the participation of tourism management. Mindset was a significant mechanism to motivate and encourage sustainable tourism in the future. Finally, it represents the responsible environment and energy systematically.

scholarly journals The Professed Culture of the Business Organizations in the Defense Industry in Bulgaria. What Does it Look Like? And do they Need it?

2020 ◽  
pp. 433-470
Keyword(s):  
Organizational Culture ◽  
Literature Review ◽  
Corporate Culture ◽  
Transition Period ◽  
Defense Industry ◽  
Business Environment ◽  
Business Organizations ◽  
Senior Managers ◽  
Industrial Base ◽  
Academic Publications

Purpose – This article aims to outline and analyze the role, structure and dominating content of professed organizational culture among the companies in the defense industry in Bulgaria as conscious and the official expression of their leadership intentions within the contemporary business environment, uniquely justifying the existence of each entity. Design/methodology/approach – A qualitative study is conducted, based on a literature review of academic publications in the sphere of professed organizational culture. Furthermore, the websites of the target companies were carefully examined in order to outline the practical approach to presenting the unique official culture of defense business organizations. Findings – An elaborate set of cultural attributes to be found on the second level in Edgar Schein’s model of organizational culture is identified. Based on literature review, the intersection between official corporate culture expressions and defense sector is outlined. Important nuances in the development of Bulgarian defense, technological and industrial base are described, encompassing the transition period to market economy and democratic political system. A survey of professed culture attributes is conducted among the members of Bulgarian defense, technological and industrial base. It is concluded that these companies prefer disclosing their official cultures in a very succinct way to utilizing the potential power and impact of the most popular firm documents in this field as mission and vision or relying on small number of their simpler building elements. Recommendations to senior managers of the Bulgarian defense companies regarding smart and intensive use of official culture elements are given. Research limitations/implications – The financial data for the surveyed companies is not accessible. Originality/value – A snapshot of preferred professed culture attributes among the members of Bulgarian defense, technological and industrial base is composed, implying their leadership strategic intentions. The second level in Edgar Schein’s model of organizational culture is populated with a set of cultural attributes.

Overlooking Organizational Culture

2012 ◽  
pp. 440-454
Author(s):  
David Wachira
Keyword(s):  
Developing Countries ◽  
Organizational Culture ◽  
Communication Technologies ◽  
Information Communication Technologies ◽  
Information Communication ◽  
Organizational Changes ◽  
Government Programs ◽  
Major Factors ◽  
Successes And Failures

The growth of the information communication technologies (ICTs) has fostered the adoption of e-government across the globe. E-government offers many benefits to developing countries. However, these countries are often plagued with problems that inhibit the implementation of e-government initiatives. As a result, research in e-government has attempted to offer solutions by listing the factors that influence the success and failures of e-government initiatives. The argument is made here, however, that by failing to consider the internal complexities unique to developing countries, these factors only offer palliative solutions to problem. Furthermore, these factors overlook the role that organizational culture plays in influencing the success or failure of e-government initiatives. Following existing literature in e-government, this research will highlight some the major factors listed for e-government successes and failures in developing countries. It will also show how influential organizational culture is in understanding the organizational changes proposed by e-government programs as well as how it has been overlooked in much of the existing literature.

Career Needs and Career Values

2020 ◽  
pp. 240-260
Author(s):  
Chi Maher
Keyword(s):  
Organizational Culture ◽  
Continuous Process ◽  
Third Sector ◽  
Social Enterprises ◽  
Career Values ◽  
Mediating Role ◽  
Performance Accountability ◽  
Career Needs ◽  
And Behavior ◽  
Attitudes And Behavior

This chapter explores the mediating role of organizational culture on managerial internal career needs and career values in small third sector social enterprises. Organizational culture refers to a set of basic assumptions in an organization such as symbols, artefacts, attitudes, and behavior as the way in which things are done in the organization. These assumptions are maintained in the continuous process of interaction in the organization. Every organization develops and maintains a unique culture, which provides guidelines and boundaries for the career management of members of the organization. Understanding the career needs and career values of managers helps organizations to develop strategies to retain quality managers which will enable them to deliver and fulfil performance accountability requirements associated with delivering public services.

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