Manager's assessment of organizational culture

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Show simple item record Babinková, Zuzana Melović, Boban Milisavljević, Stevan Grubić-Nešić, Leposava Mitrović, Slavica
dc.contributor.other Ekonomická fakulta cs 2014-08-28 2014-08-28
dc.identifier.issn 12123609
dc.description.abstract This paper analyzes the dimension of organizational culture assessment by managers, in order to diagnose the results of the research directions of changes in management that contributed to the successful functioning of the organization. The research encompassed 168 managers within 8 companies of different structure and ownership type. A Pareek questionnaire was used to measure the dimensions of corporate culture. The managers have expressed their opinions on different corporate culture dimensions on a 4-level scale. In particular, the following were considered: openness, confrontation, trust, authenticity, proactivity, autonomy, cooperation and attitude towards experimenting. Determining dominant corporate culture dimensions has primarily a purpose of identifying: the current state of value dimensions of culture, differences between opinions of managers in public sector versus those in production companies, differences between opinions pertinent to different managerial levels, and opinions about possible impact of certain dimensions of corporate culture on behavior of employees within the companies encompassed in the study. Survey results indicate a clear difference in the assessment of organizational culture in relation to the level of managers, types of organizations (manufacturing or service) and ownership status of the organization (public or private). Higher levels of management rate higher the majority of dimensions of organizational culture as compared to the lower levels of management. Managers of manufacturing industrial systems rate higher the dimensions of organizational culture in comparison with the managers of the service sector. Managers, as bearers of the culture, can contribute to establishment of desired cultural values that will promote the development of organization. In the long turbulent transition period that Serbia has been going through – and which has a negative impact on business performance of the companies – it is vital to determine the difference between the existing values and those desired that would contribute to the fastest development of the companies. en
dc.format text
dc.format.extent 35-49 s. cs
dc.language.iso en
dc.publisher Technická Univerzita v Liberci cs
dc.publisher Technical university of Liberec, Czech Republic en
dc.relation.ispartof Ekonomie a Management cs
dc.relation.ispartof Economics and Management en
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dc.rights CC BY-NC
dc.subject offshore wind turbine en
dc.subject multi-criteria decision-making en
dc.subject permutation method en
dc.subject AHP method en
dc.subject.classification M14
dc.title Manager's assessment of organizational culture en
dc.type Article en 2014-09-04
dc.publisher.abbreviation TUL
dc.relation.isrefereed true
dc.identifier.doi 10.15240/tul/001/2014-3-004
dc.identifier.eissn 2336-5604
local.relation.volume 17
local.relation.issue 3
local.relation.abbreviation E&M en
local.relation.abbreviation E+M cs
local.faculty Faculty of Economics
local.citation.spage 35
local.citation.epage 49
local.access open
local.fulltext yes

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