Browsing: organizational culture

Introduction. More and more frequently it is believed that quality management improvement is influenced not only by the so-called „hard” management aspects, but also by the „soft” ones, such as organisational culture or leadership. In this publication the results of studies conducted within the framework of a research project devoted to the influence of organisational culture on quality management improvement have been presented.

Aim of the study. There is in the paper, the analysis of research conducted by author’s carried out under the Higher Education Grant. There is an original typology of organizational cultures in terms of improvement of quality management. Organizational cultures were divided in their four types: the culture of pro-quality (success), avoidance culture, culture of conservative (stiff) and the culture of enforced changes. The study focuses especially on the culture of pro-quality, for which it had been a detailed characterization.
Keywords: quality management, organizational culture, pro-quality culture, cultural dimensions

Introduction. An effective leadership, an evolutionary organizational culture and permanent connection to change may ensure a company’s success within an ever more dynamic competitive environment. The scientific approach of this paper is in line with theoretical and applied research in the field by the presentation of the connections existing among leadership, organizational culture and organizational change.

Aim of the study. The paper highlights the triad “vision – motivation – momentum”, the mission and the defining coordinates of leadership, the complementarity “new – tradition” in organizational culture, the stages of the change management process and the role of managers and leaders in the preparation and implementation of change projects. Leadership is essential in building and developing an appropriate cultural model, which, in its turn, is an important vector of organizational change processes in modern companies.
Keywords: leadership, organizational culture, organizational change, managers, leaders.
JEL Classification: M10, M12, M14.

Introduction. New business models no longer rely on expectations of increased consumption, but rewarding the saving of resources and penalizing the waste of them. Businesses based on stable cash-flows rather than speculative businesses are the ones that survive in times of crisis. The current economic environment is characterized by several features, namely: consumers are more careful with spending and seek substitutes for expensive products; economic downturn trend creates the need for new products and services such as adult education or corporate data security; consumers are looking for and choose products that provide the best value for the money spent on them.

Aim of the study. Economic and financial failure of many Romanian companies has been highlighted in recent years by the evolution of their insolvency, as emphasized the research leads by Coface Romania: the coverage of deteriorating equity was made by attracting additional debt; attracting capital was made especially over short terms with the suppliers credit; more than half of long-term investments were unprofitable; constant increase of the average day’s sales in receivables showed an inadequate policy of commercial risk. In this context, it is important to reveal how leadership styles applied in Romanian companies has led to the development and worsening of their financial problems. The main issues relate to selective rotation pay providers according to the volume of transactions, business relations history, future interests or, simply, bargaining power and importance of each supplier.
Keywords: leadership styles, leader’s personality, aims of the leader, relations with followers, leader’s behaviour, organizational culture
JEL Classification: G30, G32, G35

Introduction. In a constantly changing and evolving market worldwide, each organization seeks to shape and develop appropriate leadership, so that it responds to all the demands arising in the organization’s internal and external environment. Organizational culture imposes itself as the best way for operating in a successful manner. The members of the organization must develop a belief shared by the same values, attitudes, habits and written or unwritten rules that directly influence their activity. Culture needs to evolve in order for the organization to remain relevant in a changing environment. In this sense, changing the organizational culture is not an easy process, as the members of the organization are often reluctant to new things, having a behavior that implies weaker results.

Aim of the study. This paper aims to highlight a few models of organizational culture, approaches, features, characteristics and implementation strategies. At the same time, the paper offers a brief review of the empirical research of the terms published in the specialized literature, including various conceptual frameworks such as: “corporate culture”, “workplace culture”, “business culture”, but also an analysis of the organizational culture that is permanently created and modified so as to ensure the continuity and efficiency of the organization.
Keywords: organizational culture, corporate culture, workplace culture, business culture, models of organizational culture
JEL Classification: M10, M14, L21