scholarly journals The identification of the components organizational culture in the camps from Romania

2017 ◽  
Vol 10 (19) ◽  
pp. 195-200
Author(s):  
Florin Nichifor
Keyword(s):  
Organizational Culture ◽  
Cultural Analysis ◽  
Point Of View ◽  
Management Activity ◽  
Important Requirement ◽  
Cultural Specificity ◽  
Training Managers

Abstract Culture is considered the vector that influences directly management activity, which must be carried out efficiently and in a professional manner, in order to obtain performances. Knowledge of the models of cultural analysis, elaborated by researchers such as: G. Hofstede, F. Trompenaars, Ed. Hall, etc. constitute a manager’s support to understand cultural specificity and location, be this a country, a region, or an area, in which he or she operates or will operate. Training managers from a cultural point of view has become an important requirement nowadays in Romania, irrespective of whether they work in organisations abroad or in various cultural areas in Romania.

Organizational Culture in the Focus of Improving Risk Management in the Enterprise

2020 ◽  
Vol 17 (4) ◽  
pp. 86-95
Author(s):  
R. M. Kachalov ◽  
Yu. A. Sleptsova
Keyword(s):  
Risk Management ◽  
Organizational Culture ◽  
Point Of View ◽  
Economic Risk ◽  
Management Activity ◽  
Economic Agents ◽  
Cultural Aspects ◽  
Industrial Enterprises ◽  
Operational Theory ◽  
Stable Forms

The article considers the manifestations of the phenomenon of economic risk in the socioeconomic ecosystems of industrial enterprises, examines and differentiates the pragmatic and cultural aspects of the concept of "economic risk management". In terms of methodology, the study is based on the operational theory of risk management, and also uses tools to describe the organizational culture of risk management. Pragmatic and cultural differences in the characteristics of economic risk are identified at the level of stable forms of management activity with the involvement of the main provisions of the operational theory of risk management. The phenomenon of risk is considered in the ontological space as an artificial category of activity of industrial enterprises and other economic agents that form a socio-economic ecosystem. This phenomenon is studied as a specific form of social communication associated with the desire to assess the uncertain future in the present time, mainly from the point of view of analysis and management of the level of economic risk in the enterprise.

The Uses of Laughter in Greek Culture

1991 ◽  
Vol 41 (2) ◽  
pp. 279-296 ◽  
Author(s):  
Stephen Halliwell
Keyword(s):  
Cultural Analysis ◽  
Point Of View ◽  
Cultural Attitudes ◽  
Literal Sense ◽  
Greek Culture ◽  
Cultural Specificity ◽  
The Many ◽  
Definition Of ◽  
Vladimir Propp ◽  
Greek World

The proposition that man is the only animal capable of laughter is at least as old as Aristotle (Parts of Animals 673a8). In a strictly physical sense, this is probably false; but it is undoubtedly true that as a psychologically expressive and socially potent means of communication, laughter is a distinctively human phenomenon. Any attempt to study sets of cultural attitudes towards laughter, or the particular types of personal conduct which these attitudes shape and influence, must certainly adopt a wider perspective than a narrowly physical definition of laughter will allow. Throughout this paper, which will attempt to establish part of the framework of such a cultural analysis for the Greek world of, broadly speaking, the archaic and classical periods, ‘laughter’ must be taken, by a convenient synecdoche, to encompass the many behavioural and affective patterns which are associated with, or which characteristically give scope for, uses of laughter in the literal sense of the word. My concern, then, is with a whole network of feelings, concepts and actions; and my argument will try to elucidate the practices within which laughter fulfils a recognizable function in Greek societies, as well as the dominant ideas and values which Greek thought brings to bear upon these practices. The results of the enquiry will, I believe, give us some reason to accept a rapprochement between the universalist assumption for which my epigraph from Johnson speaks (and which most grand theorists of laughter appear to have made) and the recognition of cultural specificity in laughter's uses for which many anthropologists would argue, as emphatically asserted, from a Marxizing point of view, in the quotation from Vladimir Propp.

Identification Of The Elements Specific To The Organizational Culture Through SWOT Analysis, In The Sports Camps In Romania

2019 ◽  
pp. 38-42
Author(s):  
Florin Nichifor
Keyword(s):  
Organizational Culture ◽  
Young People ◽  
Swot Analysis ◽  
Cultural Specificity

The purpose of the research is to analyze the elements of cultural specificity of the Oglinzi Târgu Neamţ sports camp, with a focus on the following aspects: the activity of the manager and of the managerial team, employees’ attitude, the behaviour of clients (children, students, young people, teenagers, athletes), the mental, behavioural, and attitudinal conditions in the context of globalization. Usually considered by children and teenagers the most exciting and attractive space, the camp attracts people every year, thus “producing” the most beautiful and intense memories. The camp is the place where the clients look for sportsactivity, relaxation, entertainment, and rest. At the same time, it becomes, for a shorter or longer period, a special institution, a community. For any client, the camp means emotion, surprise, knowledge, meeting expectations. The client also has the possibility of developing practical (sports) and communicational skills, of getting used to the spirit of teamwork, of expressing and developing new creative skills, of getting in contact with the customs, traditions, and culture of the area.

The inseparable nature of working and learning: peripheral management practice that facilitates employee learning

2014 ◽  
Vol 28 (5) ◽  
pp. 10-12 ◽  
Author(s):  
Jay Andrew Cohen
Keyword(s):  
Management Practices ◽  
Management Practice ◽  
Point Of View ◽  
Management Activity ◽  
Content Type ◽  
Employee Learning ◽  
Frontline Managers ◽  
Social Act ◽  
Practical Implications ◽  
Good Manager

Purpose – This paper aims to look at the peripheral management practice that facilitates employee learning. Such management practices are embedded or inseparable to working and being a good manager. Design/methodology/approach – Point of view. Findings – For many frontline managers and their employees, the separation between working and learning is often not apparent. There appears to be no clear distinction between when they are working and when they are learning. Practical implications – Better development of organizational managers. Originality/value – This paper highlights the informal nature of learning and working and builds on the understanding that much of the learning that occurs at work occurs as part of a social act, often involving managers and their employees. In this way, employee learning that is identified and facilitated by frontline managers is so often entwined in other management activity. Furthermore, this paper outlines some practical actions that organizations can undertake to aid greater frontline management involvement in employee learning.

scholarly journals Values and education: Russian perspective

2005 ◽  
Vol 37 (2) ◽  
pp. 35-56
Author(s):  
Nikolai Borytko
Keyword(s):  
Professional Growth ◽  
Innovation Process ◽  
Management Training ◽  
Cultural Analysis ◽  
Cross Cultural ◽  
Point Of View ◽  
Educational Management ◽  
Cross Cultural Communication ◽  
Individual Teacher ◽  
Education Culture

This article is about some lessons of the multi-cultural analysis of a joint Russian-British educational project. The analysis, based on the achievements of Russian pedagogical science, about the achievement of the most effective cross-cultural communication, can be listed among the outcomes of the project, along with the applied results, which consists in developing an educational management training program. The growth of innovation process and international contacts in education testifies to the fact that education culture is evolving toward a new quality. In the evolution/process, the basic needs of schools, teachers and education managers are identified and conceptualized. Sharing achievements and discoveries in professional growth should be kept in mind and that fulfilling the needs can only take place within the context of the cultural-pedagogic position inherent to an individual teacher, a group of teachers, or a school. From the point of view of cross-cultural analysis, the specifics lie in the inherent values and the level at which the activity is typically performed. This analysis equips the researcher with the criteria necessary for identifying the culture type dealt with. This latter can be used then as a tool for analyzing and designing innovations.

Anthropology and Psychiatry

1987 ◽  
Vol 151 (4) ◽  
pp. 447-454 ◽  
Author(s):  
Arthur Kleinman
Keyword(s):  
Cultural Studies ◽  
Research Literature ◽  
Cultural Analysis ◽  
Cross Cultural ◽  
Point Of View ◽  
Cultural Dimensions ◽  
Standard Format ◽  
Cultural Validity ◽  
Cultural Research ◽  
Cross Cultural Studies

To illustrate the contribution anthropology can make to cross-cultural and international research in psychiatry, four questions have been put to the cross-cultural research literature and discussed from an anthropological point of view: ‘To what extent do psychiatric disorders differ in different societies?’ ‘Does the tacit model of pathogenicity/pathoplasticity exaggerate the biological aspects of cross-cultural findings and blur their cultural dimensions?’ ‘What is the place of translation in cross-cultural studies?’ and ‘Does the standard format for conducting cross-cultural studies in psychiatry create a category fallacy?’ Anthropology contributes to each of these concerns an insistence that the problem of cross-cultural validity be given the same attention as the question of reliability, that the concept of culture be operationalised as a research variable, and that cultural analysis be applied to psychiatry's own taxonomies and methods rather than just to indigenous illness beliefs of native populations.

Intellectual conformism depends on institutional incentives, not on socialized culture

2006 ◽  
Vol 29 (6) ◽  
pp. 569-570
Author(s):  
Li Bennich-Björkman
Keyword(s):  
Organizational Culture ◽  
Point Of View ◽  
Intellectual Freedom ◽  
Unexpected Finding ◽  
Theoretical Point ◽  
Academic Behavior ◽  
The Core ◽  
Institutional Incentives

The study by Ceci et al. shows that academic behavior associated with the core principles of intellectual freedom is more shaped by institutional incentives than by organizational culture. From an organizational theoretical point of view, this is quite an unexpected finding, not least because we do believe universities to be fairly strong and explicit cultures that should be successful in socialization.

Organizational cross-cultural differences in the context of innovation-oriented partnerships

2016 ◽  
Vol 23 (1) ◽  
pp. 128-157 ◽  
Author(s):  
Pervez Ghauri ◽  
Veronica Rosendo-Rios
Keyword(s):  
Organizational Culture ◽  
Cultural Differences ◽  
Structural Equation ◽  
Cultural Analysis ◽  
Cross Cultural ◽  
Content Type ◽  
Cross Cultural Differences ◽  
Orientation Difference ◽  
Relationship Performance ◽  
University Industry

Purpose – The purpose of this paper is to empirically examine organizational cross-culture differences in public-private research-oriented relationships. More precisely, it focusses on the analysis university-industry collaborations partnering for research agreements with the aim of fostering the transfer of knowledge and innovation. It analyzes the key organizational cross-cultural differences that could hinder the successful performance of these agreements from a relationship marketing (RM) perspective. Design/methodology/approach – Based on a comprehensive literature review of organizational culture and RM, a quantitative study was carried out and a structural equation model was proposed and tested. Findings – Cross-cultural organizational differences in private-public sectors are proved to negatively influence relationship performance. Market orientation difference appears as the most significant barrier to relationship performance, followed by time orientation difference and to a lesser extent flexibility difference. Originality/value – By integrating organizational culture and RM literatures, the main contribution of this paper is the cross-cultural analysis of private-public relationships (in this case university-industry relationships) from the perspective of RM. Hence, this research will inform management seeking to develop successful public-private collaborations by enhancing their understanding of cross-cultural factors underlying relationship success and failure.

scholarly journals Perspectives regarding the organizational culture within the Romaniantextileindustry

2020 ◽  
Vol 71 (01) ◽  
pp. 73-80
Author(s):  
MARIAN NĂSTASE ◽  
SORIN BURLACU ◽  
COSMIN MATIS ◽  
NICOLETA CRISTACHE ◽  
ALEXANDRU ROJA ◽  
...  
Keyword(s):  
Functional Analysis ◽  
Organizational Culture ◽  
Correlation Matrix ◽  
Textile Industry ◽  
Point Of View ◽  
Leadership Positions ◽  
Operating Personnel ◽  
Validated Questionnaires ◽  
Bartlett Test ◽  
Local Companies

The present paper proposes to determine the types of organizational cultures that exist within the Romanian textileindustry, starting off from Handy’s typology according to which there are four types of cultures, respectively the TaskTypes, the Power Types, the Role Types and the Person Type. In this sense, we have conducted an empirical studymade up of two questionnaires, the first regarding the organizational culture within the Romanian textile industry – fromthe point of view of employees without leadership positions, and the second regarding the organizational culture withinthe Romanian textile industry – from the managerial point of view. Interviews were conducted on employees andmanagers from local companies, by using direct questions, with multiple choice answers, with the purpose of ensuringtransparency and objectivity when processing and analyzing the data. The database of this study contains 110completed and validated questionnaires, divided into the two respondent categories: employees in leadership positions– 65 questionnaires, operating personnel – 45 questionnaires. By utilizing the Cronbach Alpha test, a correlation matrix,the KMO and Bartlett test, a functional analysis, we have validated the viability, the relevance of the items, the existenceof a correlation between them, the construction of synthetic variables, thus demonstrating the presence of 4 types oforganizational cultures within the Romanian textile industry

scholarly journals Organizing Culture Scale For PMF From Physical Educators’ Point Of View

2020 ◽  
Vol 32 (4) ◽  
pp. 80-86
Author(s):  
Mustafa Hasoon Khadem ◽  
Farqad Abduljabar Khadem
Keyword(s):  
Organizational Culture ◽  
Pilot Study ◽  
Military Training ◽  
Point Of View ◽  
Physical Educators ◽  
Making A Difference ◽  
Descriptive Method ◽  
Popular Mobilization

The aim of the research is to design organizational culture for physical educators and military training staff for PMF as well as identifying the level of organizational culture in popular mobilization forces PMF. The researcher used the descriptive method on (300) physical educators of PMF. Ten physical educators as well as 10 officers were selected for the pilot study. The researcher suggested (25) items for this scale to collect the data and come up with the conclusions. The results showed that origination is a vital means for making a difference in the PMF performance.

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