scholarly journals Culture of organization in conditions of changes as an ability of efficient transformations: the case of gas transportation companies in Ukraine

2019 ◽  
Vol 10 (3) ◽  
pp. 561-580 ◽  
Author(s):  
Alla Polyanska ◽  
Ivanna Zapukhliak ◽  
Oksana Diuk
Keyword(s):  
Corporate Culture ◽  
Value Added ◽  
Company Performance ◽  
Corporate Values ◽  
Common Values ◽  
Top Managers ◽  
Fuzzy Logic Method ◽  
Enterprise Level ◽  
High Level ◽  
Culture Development

Research background: The relevance of the research on corporate culture in the conditions of changes is substantiated and its elements, which are important for effective transformations, are defined. The influence of corporate culture on the company performance and its elements is identified. The article deals with hierarchical levels of corporate culture which identify elements of corporate culture and "hidden" factors that allow establishing relationships with the outside world and promote productive work. Purpose of the article: The objective of the article is to identify the elements of the organizational culture at the enterprise level, which influence the effectiveness of its activities under the changes and generalization of its components that determine its ability to transform the existing state in accordance with the established world experience and practice. The research is based on the experience of gas transportation companies in Ukraine. Methods: The McKinsey 7S model was used to describe the enterprise to assess the state of the proposed levels of formation and to change its corporate culture. The McKinsey 7S Framework used in this study as analytical tool to explore a system of interrelated elements which improve the organization's work, raising the level of employee culture and generating common values. The expert method was used to assess the qualitative indices of enterprise internal environment, including "style/culture" and "common values", based on the questionnaire of the experts' group. The survey was conducted at three levels of management for the gas transportation companies, located in different regions of Ukraine. The three levels of management for the mentioned above enterprises — top, middle and low managers were taken into account. The use of the fuzzy logic method makes it possible to investigate the influence of the corporate culture elements on the results of the enterprises and to identify those elements which are important for the implementation of changes at the enterprise and without which it is impossible to achieve effective transformations. Findings & Value added: Taking into account the results of the assessment of corporate culture elements at the investigated companies, the directions of corporate culture development for enterprises that are in a state of changes are pointed out, namely: use of different management styles; support of employees in making innovative decisions; development of cooperation and elimination of conflicts between workers; formation of general corporate values; creating trust between employees and top managers; promoting the development of young workers; use of the mechanisms of education and maintenance of a high level of morality and culture of workers.

scholarly journals DECLARATION OF CORPORATE VALUES BY MANAGERS AS A TOOL FOR ORGANISATIONAL PERFORMANCE MANAGEMENT

2012 ◽  
Vol 3 (1) ◽  
pp. 120-125
Author(s):  
Jaromíra Vaňová ◽  
Zdenka Gyurák Babeľová
Keyword(s):  
Performance Management ◽  
Corporate Culture ◽  
Cultural Norms ◽  
Company Performance ◽  
Corporate Values ◽  
Industrial Enterprises ◽  
Multicultural Environment ◽  
Sustainable Performance ◽  
And Performance ◽  
Performance Satisfaction

Care of corporate culture formation is a prerequisite for corporate values promotion. Cultural norms and system of values provide an orientation to company members during managing and reviewing their behaviour and decision-making with regard to business objectives. If managers will accept corporate culture and values, and exemplary declare adopted values, it will influence satisfaction and performance of employees and also company performance. The contribution is a part of research project VEGA 1/0787/12 “The identification of sustainable performance key parameters in industrial enterprises within multicultural environment”. It is based on research realized in conditions of business practice in Slovakia. Article focuses on how are set, reviewed and promoted corporate goals and values in companies in Slovakia. There are presented introductory information related to company and employees’ performance and their relation to the corporate culture. The research was focused on reviewing how managers, through they acting in compliance with company mission and vision influence attitudes of employees. The contribution discusses the effect, which company can have from such a declaration of corporate values by managers in company. Therefore, in the article are presented, not only outcomes of this research, but also experience and recommendations of authors. Key words: corporate culture, employees, performance, satisfaction.

scholarly journals Important factors for BPR success in manufacturing firms

1998 ◽  
Vol 5 (1) ◽  
pp. 1-17 ◽  
Author(s):  
Tor Guimaraes
Keyword(s):  
Success Factors ◽  
Business Processes ◽  
Value Added ◽  
Innovative Technology ◽  
Company Performance ◽  
Manufacturing Companies ◽  
Point Of Entry ◽  
Industrial Sectors ◽  
Top Managers ◽  
The Right

Business Process Reengineering has been touted by many as dramatic improvements necessary for organization competitiveness, but in practice there are many unsuccessful cases. Thus, there is need for a more systematic and rigorous assessment of the factors deemed important to project success. That is the main objective of this study. In this case, success has been defined in three different ways: goals and objectives accomplished by the project, benefits derived from the project, and its impact on company performance. Based on the results, recommendations are made for managers to focus attention and resources on factors important to success, and to proceed in a fashion which minimizes the risk of failure. The point of entry into the companies participating in this study were internal auditing directors and comptrollers (IA's). Questionnaires were mailed to the IA's of 586 randomly selected manufacturing organizations. The usable sample of 135 questionnaires represent a 22 percent response rate. In general, organizations are not emphasizing some of the most important activities and tasks recommended in the BPR literature, such as changes to customer/market related business processes, the value-added element of every business activity, and applying the right innovative technology. Based on the findings as a whole, it behooves top managers not to engage in BPR before ensuring the presence of the success factors found to be important. While the findings are based on manufacturing companies, the results may be generalizable to other industrial sectors.

For corporate culture depending on self-regulation and values

2020 ◽  
Author(s):  
E. A. Stolyarchuk ◽  
N. E. Vodopyanova ◽  
G. S. Nikiforov ◽  
N. O. Zaruchnikova
Keyword(s):  
Corporate Culture ◽  
Personal Growth ◽  
Business Processes ◽  
Self Regulation ◽  
Value Orientations ◽  
Corporate Values ◽  
Low Level ◽  
Complex Technical Systems ◽  
Technical Systems ◽  
High Level

The article presents the results of a study of corporate culture preferences depending on self-regulation and values of specialists working in project organizations for the development of complex technical systems (STS). As the methodological basis of the research, we selected R. Barrett’s concept of the levels of personal and organizational consciousness, the compatibility of personal and organizational values as factors that determine the development and effectiveness of companies in the modern business space (Barret, 1997). The purpose of the study: to determine the dependence of the preferred corporate culture of scientific and production associations by specialists of complex technical systems (STS) on their value orientations and self-regulation styles. Research methods: diagnostics of types of real and preferred corporate culture (Cameron, 2001), questionnaire «style of self-regulation of behavior» (Morosanova, 1988), author’s questionnaire of values based on the R. Barrett model (personal and corporate values), questionnaire «life goals and values» (Klyueva, 1997). Sample: 96 specialists of the STS Research and production Association (56 men and 40 women aged 28 to 55 years, with experience in the organization from 2 to 15 years. Conclusions. STS specialists assess the real corporate culture as bureaucratic and market-oriented. They want a clannish corporate culture or an adhocracy one. With a high level of self-regulation, professionals prefer clan and adhocracy cultures. STS specialists with a low level of self-regulation prefer a bureaucratic corporate culture. STS specialists have the predominant values of life, health and personal growth, and religion and fame are the least Their corporate values belong to the third level of consciousness (self-esteem, self-discipline, confidence, friendliness, influence and power, the effectiveness of the organization in business processes and management system). STS specialists have a high level of self-regulation with a predominance of styles for evaluating results, programming and modeling. Styles of self-regulation of planning, programming, and regulatory-personal properties of flexibility have a medium level, and independence-a low level, which is a consequence of the bureaucratic corporate culture. The obtained results served as a justification for the development of an algorithm for changing the corporate culture of an organization.

scholarly journals Company Values – A Case Study of the Family Enterprise August Storck KG

2019 ◽  
Vol 11 (1) ◽  
pp. 5-22
Author(s):  
Anna Maria Nikodemska-Wołowik ◽  
Andrzej Marjański ◽  
Anna Brack
Keyword(s):  
Corporate Culture ◽  
Value Added ◽  
Positive Development ◽  
Corporate Values ◽  
Daily Work ◽  
Chief Operating Officer ◽  
Family Enterprise ◽  
The Family ◽  
Values And Beliefs ◽  
Set Up

Abstract Objective: The article’s purpose is twofold: 1) to demonstrate how a corporate culture influences an enterprise’s success, and 2) how important it is to follow its values throughout the business down to each individual employee. Methodology: The study shows how the structure of a business and its success are affected by being family-owned company. The paper is based on expert individual semi-structured in-depth interviews with selected board members as well as the Chief Operating Officer (COO) of a foreign subsidiary. Findings: The findings illustrate how the guidelines set up by the mother company affect daily activities. Furthermore, the results indicate how the company’s objectives are accompanied by the defined corporate values, and how they are transferred to the management team and each employee. Value Added: The study, which is rather of a practical nature, proposes some management rules applying to the daily work of the Board, the COOs and the units abroad. This policy gives an insight how the family enterprise communicates its values and beliefs in order to maintain definite working practices around the world. Recommendations: The paper gives an insight into the international market challenges for family-owned businesses, using August Storck KG as an example. In any firm, corporate culture should be built on stable and timeless values repetitively displayed, reflected in all activities and internalized by the entire team. The key is the need to connect the company’s goals with the values resulting from being a family business. Consequently, employees have a great interest in a positive development of the firm and hence give their best working expertise to ensure it.

scholarly journals Learning Specifics of Corporate Culture Development: A Study of Motor Transport Masters Program Graduates

2021 ◽  
Vol 16 (1) ◽  
pp. 74-82
Author(s):  
Aleksey Dorofeev ◽  
◽  
Galina Bukalova ◽  
Alexander Novikov ◽  
◽  
...  
Keyword(s):  
Corporate Culture ◽  
Industrial Development ◽  
Line Managers ◽  
Corporate Values ◽  
Management Culture ◽  
Expert Teacher ◽  
Motor Industry ◽  
Line Manager ◽  
Culture Development ◽  
Post Industrial

Within the framework of post-industrial development in the motor industry a new management culture based on corporate values is stimulating change in the system of engineering education. In the evolution of the vehicle servicing businesses, second level higher education graduates, (masters of Engineering) are often employed as line managers. The results of a multi-panel academic study involving stakeholders indicated the need for masters program graduates to be actively engaged in the development of corporate culture and training production staff. This highlighted a new competence for line manager which has previously not given adequate focus – training as a part of operational management activities. This is an innovative feature of the Engineer masters Program training process. This article analyzes the curriculum for teaching corporate culture to production personnel. It also specifies the role of a facilitator to replace an expert teacher and formulates the academic problem of teaching specific didactic tools appropriate for corporate culture development to masters students.

THE EFFECT OF CORPORATE GOVERNANCE AND CORPORATE CULTURE ON FIRM MARKET VALUE TO IMPROVE FINANCIAL PERFORMANCE

2020 ◽  
Vol 1 (6) ◽  
pp. 930-940
Author(s):  
Fathiyah Fathiyah ◽  
Mufidah Mufidah
Keyword(s):  
Corporate Governance ◽  
Financial Performance ◽  
Corporate Culture ◽  
Boards Of Directors ◽  
Audit Committee ◽  
Stock Exchange ◽  
Descriptive Analysis ◽  
Market Value ◽  
Company Performance ◽  
Financial Company

The purpose of this research is to analyze the effect of corporate governance and corporate culture  on firm market value to improve financial performance. Corporate governance  is measured by audit  committee,boards of directors, board meeting and nomination . Corporate culture is measured by Corporate culture promotion While financial  company performance is measured by return on assets.  This research was conducted on companies listed on the Indonesia Stock exchange on indexed LQ 45 for period of 2016-2018. The sample was selected for 25 companies. The method of analysis uses associate descriptive analysis with  path analysis. Based on the results of the study found that corporate governance and culture promotion indirectly effect on financial performance with firm market value as intervening variable.

The Effect of Remote Work on the Successful Development of Engineering Companies

2021 ◽  
Vol 11 (4) ◽  
pp. 4345-4356
Author(s):  
Anna Evgenievna Gorokhova ◽  
Elman Said-Mokhmadovich Akhyadov ◽  
Andrey Nikolaevich Shishkin
Keyword(s):  
Corporate Culture ◽  
Working Hours ◽  
Remote Work ◽  
Transport Costs ◽  
Flexible Working Hours ◽  
Flexible Working ◽  
Insufficient Physical Activity ◽  
Effective Organization ◽  
The One ◽  
High Level

The purpose of the present study is to identify the main advantages and problems of remote work for both employers and employees, and possible ways to solve them. The article shows a significant number of studies dealt with non-standard forms of labor organization, clarifies the essence of remote work, and examines the main aspects for its effective organization. The main advantages and problems of remote work for employers and employees, as well as possible ways to solve them, are identified based on an expert survey involving 36 experts. According to the conducted study, it can be concluded that the acceleration of scientific and technological progress and adverse epidemiological conditions contribute to the spread of remote work worldwide. This phenomenon has two aspects. On the one hand, remote work, firstly, reduces the unemployment rate and improves the image of the company; secondly, offers flexible working hours; thirdly, protects/retains customers and saves time/transport costs. On the other hand, remote work is associated with the difficulty in maintaining efficiency and teamwork at a high level; secondly, it restricts communication, makes it impossible to perform certain tasks at home; and thirdly, remote work leads to insufficient physical activity, causes difficulties with integration into the corporate culture, etc.

DEVELOPMENT OF CORPORATE CULTURE DURING THE SPREAD OF COVID-19 ON THE EXAMPLE OF AMERICAN SOCIETY

2021 ◽  
Vol 66 (1) ◽  
pp. 138-143
Author(s):  
EKATERINA V. GORLOVA ◽  
◽  
NATALYA S. RESHETNIKOVA ◽  
Keyword(s):  
Mass Media ◽  
Corporate Culture ◽  
Corporate Values ◽  
The Mass Media ◽  
The Government ◽  
American Society ◽  
The Many ◽  
Country People

The many changes caused by COVID-19 have impacted all areas of our lives. Since the beginning of the pandemic in every country, people have experienced the same fears: getting sick, being left without a livelihood, dying, losing loved ones, etc. In many states, support was provided by both the government and the employer. Our analyze show how the employees themselves assessed the level of relations between them and the company through the connecting thread of corporate culture. We have determined that, in general, in many cases there is an increase in corporate values, information coming from managers is more trustworthy than information from the mass media. Honesty, openness and communication are becoming the new flagships for the development of corporate culture.

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