The 'divided self' of the Polish state owned companies: Culture and environment (original) (raw)

Changes in the organizational cultures of Polish companies during transition from the socialist to capitalist economy.

Since 1989 the Polish work market has been subjected to a variety of cultural changes, affecting virtually every sphere of the contemporary work organization. Those changes – radical in form and content – have been the unique consequence of the merging of three major forces transiting the Polish work culture: introduction of the free market economy, large scale offshore investments in Poland and radical technological development on a worldwide scale. The forces unleashed by the combination of those factors have led to a multicultural and dynamic environment, shaping the landscape of todays Polish business culture.

IS THE PRESENT ORGANIZATIONAL CULTURE OF HUNGARIAN COMPANIES AFFECTED BY THEIR PAST STATE OWNERSHIP?

Journal of Social Sciences Research, 2014

This study examines empirically how culturally rooted behavior forms can be detected in Hungarian organizations that were state-owned before the transition. A hypothesis is established and tested through the statistical analysis of a questionnaire-based survey conducted at the Faculty of Business and Economics, University of Pécs,Hungary. The original hypothesis is confirmed by the results of the analysis.

Differing managerial responses to change in Poland

The paper is about alternative ways managers and enterprises respond to the contemporary situation in Poland. Adopting a cultural perspective and interpretive approach, it first seeks to establish in which ways the social role of *I would like to thank the three anonymous reviewers and OS for their contributions to this paper. manager has changed in regard to the professional dimension and contextual constraints. The main point concerns the current situation, where different ways of enactment of organizations' environments coexist, as do different managerial roles, as representing these different cultures of organizing. The paper proposes a typology of enterprises and roles, which can be used both in theory and practice, but perhaps more specifically by consultants who intend to introduce important change in East European enterprises. Taking the differences in responding to change into account would perhaps make the change itself more effective and more realistically aimed.

The Culture of Romanian Organization: The Diagnosis of the Remaning Mentalities

2010

After 20 years of transition, the culture of Romanian companies is still dominated by some remaining block culture mentalities proper to Eastern and Central European countries. Although, from a technical point of view the transition may be regarded as an ended process, it is certain that there is still a communist inheritance strongly integrated in this culture in series of remaining mentalities. Such mentalities are to be found in the culture of Romanian companies framed into a vicious circle of inertia representing significant change resisting structures. Thus, this paper displays the results of a pilot study meant to establish the diagnosis of the dominant values of Romanian companies' culture. The results reveal the fact that although some reminiscences of the communist period are still integrated in the culture of Romanian companies some of those mentalities have been overcome.

Organizational Culture – Main Cognitive Problems, [in:] “Management sciences in Kazakhstan and in Poland at the beginning of the 21st century perspectives for development and cooperation”, ISBN 978-83-932796-1-6, ISBN 978-601-7364-80-9, pp. 317-328, Wydawnictwo Kraków,2012

“Management sciences in Kazakhstan and in Poland at the beginning of the 21st century perspectives for development and cooperation”, (red.) P. Buła, J. Czekaj, H. Łyszczarz, B.U. Syzdykbayeva, ISBN 978-83-932796-1-6, ISBN 978-601-7364-80-9, pp. 317-328, Wydawnictwo Kraków, 2012

The concept of organizational culture creates many epistemological problems. The popularity hides basic problems with understanding and managing of organizational culture. The subject of this article is thus the analysis of cognitive and practical problems of the organizational culture trend in management concluded with an attempt to outline the perspective of solving them.

Issues of Organizational Culture in Romania – A Case Study

Review of Economic and Business Studies, 2016

The present paper analyzes, through a case study, the organizational culture of a typical Romanian company from the textile industry. The company resulted from the privatization process, being a successful example in its field. The initial, socialist enterprise from which the analyzed company was created, had a long history prior to 1989; thus, although the newly created company has about 20 years of evolution, actually, the mother-company from which it was privatized has more than a decade of tradition.In order to collect data, we used two methods: direct, non-participative observation, together with a sociological survey based on a semi-structured interviewing technique. The interviews were conducted with the top managers - the strategic management and the managers from the human resources department, sales and purchasing departments. The observation and the interviews were undertaken during the period 2011-2012. For the analysis of the collected data, we used a systemization meth...

Organizational culture in the light of Central and Eastern European cultural similarities and differences

Forum on Economics and Business, 2014

This paper will discuss the research done by GLOBE, Hofstede, Trompenaars and Hampden-Turner which provides comparative methods in analyzing cultures recognized world-wide. With these methods we can get a clearer picture of the relative similarity and differences of organizational culture in 11 Central and Eastern European countries () which allows us to better understand why HRM methods differ from nation to nation. The results of these analyses made it possible to define the similarities and differences among these countries, paying close attention to Hungarian organizational cultures. Although there are similar cultural elements in Central and Eastern European countries, there isn't a single "best" method which would work for each country. It is important to develop a differentiated management method for each culture for the organizations intending to work in the region.

Stability and Flexibility of the Organizational Culture after the Transition of Economy—The Case of Serbia

2017

The main goal of this paper is to address how quickly and to what extent are international organizational cultures, brought by the world companies after the process of privatization, being implemented in a single monolithic culture. For this purpose was adopted and applied Denison model of organizational culture, which has been chosen because it emphasizes the need for balance between requirements for organization’s stability demands and its required flexibility. Considering that a different organizational culture reflects systematic change of an entire organization, this paper focuses on exploring the differences in culture dimensions among companies in domestic and foreign ownership in Serbia. A sample of 1000 employees was statistically processed. Changes in organizational culture tend to be relatively slow. The results confirm that organizational culture is a complex working environment, concerning organizational values, which represents a fundamental element of organizati...

Managing Organizational Culture in a Global Organisation: The Case of Romania in the Process of Integration in the European Union

The reality of today's global organizations is that organizational culture must recognize cultural diversity. Social norms create differences, values and attitudes about similar circumstances also vary from country to country. Since the process of determining an organizational culture often involves considerable "education," Romanian managers should be sensitive to global differences in approaches to education to make sure their cultural education efforts are effective. The article propose the identification of all the means and opportunities utilized by the managers, to make obvious the strategic capacity of the Romanian firms, which function in a complex and unstable medium, now, at the 21 century beginning.

Managerial Strategies and Organisational Culture Quaestus Multidisciplinary Research Journal 72 the Influence of National Culture on Organizational Culture in Romanian Companies

Organizational culture refers to the values and behaviors that contribute to the unique social and psychological environment of an organization. Organizational culture includes an organization's expectations, experiences, philosophy, and values that hold it together, and is expressed in its self-image, inner workings, interactions with the outside world, and future expectations. It is based on shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Organizational culture influences: the ways the organization conducts its business, treats its employees, customers, and the wider community; the extent to which freedom is allowed in decision making, developing new ideas, and personal expression; how power and information flow through its hierarchy; how committed employees are towards collective objectives. Environmental adaptation and behavioral integration are two major problems the organization of this beginn...