1. Professional languages alone do not suffice for successful and socially responsible internal communication between different culturesDarja Kukovec, Matjaž Mulej, Simona Šarotar Žižek, 2018, izvirni znanstveni članek Opis: Successful internal communication in an intercultural environment depends on the organizational culture, business environment, social responsibility, and leaders’ skills. Thus, internal communication and employee adaptation to changing business environments ask what a successful socially responsible internal communication requires. This contribution discusses theoretical foundations of qualitative research, how the organizational culture can define which direction the organization should chose to attain social responsibility, and how internal communication can improve understanding of professional language and be decisive in a working environment. The generated model offers insights into understanding social responsibility and organizational culture to improve internal communication.
Ključne besede: organizational culture, social responsibility, communication, internal communication, business languages
Objavljeno v DKUM: 10.10.2018; Ogledov: 1279; Prenosov: 334
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2. Organizational culture in service sector : scientific monographIrena Gorenak, 2015, znanstvena monografija Opis: In every organization various modes of behaviour of the employees, their various activities, interpersonal relationships and customs can be observed. In some organizations the employees are all on first-namebasis, still in others they address themselves formally. In some organizations the employees use academic titles and surnames; still in others they call themselves by names, only. In some organizations each employee has its own office, whereas in others they are all use one office, which may be separated by improvised walls.
In some organizations the employees celebrate personal holidays together, whereas in others they do not. In some organizations they pose each other obstacles and obstruct each other’s work, but in others no such misconduct can be detected. Differences may also be observed within one single organization. Differences are even greater and more noticeable in cases of organizations from other environments, neighbouring countries or even from other continents. In the business world the differences are present, they should be recognized, and the existing diversity should be tolerated; however, this is not enough; diversity should also be understood and made use of to the benefit of everybody.
Significant behaviour of the group of people within an organization, or at its work, in a country or a state is described by the term of culture, which can simply be defined as: “This is the way we operate, act, aim at. This is the way we work …”. It is a question of the mode of behaviour of people within an organization, among themselves and towards others, of their customs and habits, and of all the characteristics of behaviour in an organization in a wider sense.
Culture is an organizational factor, directly linked to all the other elements of the organization, its environment and every individual. Every activity, change or behaviour is reflected also on the culture and vice versa, every change of culture triggers the changes in every other area of organization. For this reason it is important to manage the culture, as this is beneficial for the organization as a whole and every individual, in particular.
Ključne besede: organization, organizational culture, values, communication, social responsibility, business ethics, service sector
Objavljeno v DKUM: 08.05.2018; Ogledov: 1346; Prenosov: 78
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3. Integrating management competencies development with an organizational culture formationKarel Pavlica, Eva Jarošová, Robert Kaiser, 2013, izvirni znanstveni članek Opis: The paper presents the first results of the IGA/2012/7 project “Versatility of Organizational Management and its Reflection in the Area of Organizational Culture“. The paper tries to answer in particular a question if there exist and what are the relations between a process of management competencies development and process of organizational culture creation and change. The research is based upon two methods: (1) Leadership Versatility Index® (LVI ®) and Denison Organizational Culture Survey (DOCS). The research data are presented in a form of two cases. Qualitative analysis of these data has led to two preliminary conclusions: (1) Some of the research expectations concerning an existence of the relations between organization´s management versatility and organizational culture might be confirmed in a future; (2) DOCS data can bring a new light on the LVI ® results and on the process of management competencies development. They help managers to understand that a change and development of their management competencies is not their personal business but a need with important strategic consequences for the whole organization. Reliable answers to all research questions and hypothesises are conditioned by a statistical analysis of the data collected in more organizations, however.
Ključne besede: leadership, management, versatility, organizational culture, competencies development
Objavljeno v DKUM: 04.12.2017; Ogledov: 894; Prenosov: 322
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4. The connection between culture and organizational behaviorSonja Treven, 2005, izvirni znanstveni članek Opis: The paper presents various approaches to studying cultures of different countries. The starting point is the Hofstede's dimensions of cultural values as well as Hall's approach to high- and low- context cultures and Trompenaars model of cultural differences. After that the interaction between culture and organizational behavior is discussed. A special attention to the impact of culture on motivation of employees, communication, conflict resolution and organizational changes is given.
Ključne besede: culture, corporate culture, company, organization, organizational culture, behavior, behaviorism, motivation, leadership, use of human capabilities
Objavljeno v DKUM: 26.07.2017; Ogledov: 1348; Prenosov: 382
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5. Differences between national cultures matter : case of Slovenian-Korean working environmentMatej Tušar, Anja Žnidaršič, Gozdana Miglič, 2016, izvirni znanstveni članek Opis: Aims: Global business today usually requires organizations to be present locally in countries where their customers are. To do this successfully, good cooperation with local people is needed. Therefore, this paper focuses on the integration of cultures in the business world. The insights from this study are expected to benefit Slovenian expatriates to foreign companies in South Korea, as well as national culture researchers. The main goals of this research include a comparison of Hofstede’s IBM survey results with the researched working environment, and identifying the benefits of merging two national cultures for the working environment.
Methods: A questionnaire was distributed to purposive samples within the researched working environments and the collected data analysed used SPSS, where the hypotheses were tested using a chi-square test and t-test for independent samples.
Results: The results revealed significant differences between the two national cultures in the working environment, e.g.: fear of expressing disagreement towards superiors, commitment to work, preference of challenges, tendency to avoid conflicts and innovations - all differed according to nationality.
Conclusion: Working together with people from different cultures requires a certain amount of adaptation (learning about another culture, expecting situations that are not usual). If this adaptation is successful, then cooperation between the different cultures can also be successful, leading to a potential output that is even better than cooperation between people from the same culture.
Ključne besede: organizational behaviour, national culture, organizational culture, working environment
Objavljeno v DKUM: 04.04.2017; Ogledov: 1131; Prenosov: 108
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6. The influence of employeesʼ values on the acquisition of knowledge in organizationsNataša Pivec, Vojko Potočan, 2015, izvirni znanstveni članek Opis: In this paper, we focus on the importance and influence of employees’ values as an essential element of organizational culture in the acquisition of knowledge. Based on empirical research, we studied the influence of employees’ values in Slovenian organizations on the acquisition of knowledge, enabling us to identify the core values that exert the greatest effect on the acquisition of knowledge. The results of the analysis confirmed the positive impact of employees’ values on the acquisition of knowledge. We found that the more employees are dedicated to personal development and the more they feel connected and loyal to the organization, the more they are inclined to the development and acquisition of knowledge.
Ključne besede: organizational culture, employee values, developing knowledge, acquiring knowledge
Objavljeno v DKUM: 03.04.2017; Ogledov: 1104; Prenosov: 320
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7. Are there important differences in success and in organizational culture between family companies in production and service sector in Slovenia?Maja Zajec, Matjaž Roblek, 2011, izvirni znanstveni članek Opis: In this article we will introduce the development of those organizational culture elements, which influence importantly on company successfulness in family companies. The research was performed in 24 Slovenian companies with 524 responded survey questionnaires from field of services, consultancy and computer equipment, trade counter, production, road freight traffic and civil engineering.
With this analysis we found out the answer to the question in family loyalty to the company, management style, loyalty and mutual trust system, strategic emphasis, criteria for successful business operations, stimulation (rewarding), process of continuous improvement, business ethics of the company, organization, values of the employees, and satisfaction of the employees in those companies. The collected data are important from the aspect of the organizational culture influence on the future growth or eventually their stagnation.
Ključne besede: organizational culture, family business, success
Objavljeno v DKUM: 10.07.2015; Ogledov: 1069; Prenosov: 329
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