Company top-managers’ ideologies as a mental protection from environmental uncertainty

Introduction. At the beginning, entrepreneur creates his own concept of organization – value-cognitive-actional pattern, which is socialized, coming into conflict with CEOs’ individual interests. For this purpose, they use various distortion styles of organizational reality in their interpretations of values, cognitions and actions, thereby destroying organizational productivity. Aim. We have aim to explore wide-spread distortion styles in interpretations of organizational reality (CEO). We obtained 95 organizational self-descriptions of companies (from 50-1500 individuals) and classified them (key topics, actors, intention). Then we discovered interpretation styles and have grouped them according to a specially developed hierarchical model of organizational self-descriptions on several levels (formal: procedures and rules of behavior; content (statics: objects, agents and their attributes; dynamics: processes, algorithms and technologies); sense-logical: purposes, causes, values and beliefs). Results. We identified the following distortion styles of the entrepreneur’s value- cognitive-actional pattern: procedural (formal) - formal following of rules, norms, and instructions; personnel follow formal rules. Authoritarian (static) – the power of guarantor, authority and enactor of rules; personnel are obedient and loyal; participative (dynamic) – interaction, rules and hierarchies are the result of negotiations; the head of organization is a moderator; personnel are a part in negotiations. Conclusions. Destructive distortion styles lead organizations to: moral disengagement – avoidance of values in relationships, decisions and actions; guilt instead of responsibility – feeling guilt or self-justification; narrow-mindedness – insisting on one’s own vision and ignoring feedback.

Concepts of Employee Ambidexterity - A Literature-Based Analysis of Paradoxical Behavior on an Individual Level

Many companies face the challenge of exploring new business potentials while exploiting internal excellence to meet their market conditions. This results to a mutual limitation of resource capacities and thus to a management task at the individual level. Under this premise, the following article summarizes the arguments and counterarguments in the scientific discussion about the ambidexterity on a employee level. Although academic interest in the study of indi-vidual ambidexterity is growing, there is still a need to understand the different concepts and to classify their potential. For this purpose, the existing scientific literature is compiled according to individual employ-ee behavior, structured and described in its most important results. The review took place between January 2021 and June 2021 by using different academic databases such as Econbiz, Scopus and Web of Science. The sample included 10 articles from a cross-sectoral con-text. The evidence of the analysis demonstrates that ambidexterity in employee behavior promotes economically useful adaptability within organizations. Practitioners and scientists are invited to cope the po-tential of individual ambidexterity and to implement ambidextrous be-havioral practices in organizational reality.

The Organizational Framework

This chapter assesses how the Companies Act establishes an organizational framework for companies by defining roles for the directors, the shareholders, the auditors, and the company secretary. The statute appoints the shareholders to decide constitutional matters and to participate in certain management decisions. It delegates the maintenance of financial records and the production of financial reports to the directors and carves out a role for the company secretary and the auditors. The Act also imposes mandatory procedures for shareholder meetings. The common law permits these to be overridden by an informal unanimous decision and in this way allows for organizational reality to override the formal legal process. The UK Corporate Governance Code contains generally accepted recommendations structuring decision-making by the directors.

Connecting Key Organizational Dimensions for Creating Value Focused on Service in the New Era

This is an era of profound changes in the businesses management and in people’s life. Many companies need to survive, recover and find new ways to create value for stakeholders. A focus on service is an imperative for that purpose, but it is necessary to harmonize this focus with a right understanding about the creation of value in the organizational reality according to the new era. As new technologies are replacing, facilitating and complementing the work of service employees more than ever, it is crucial reorienting the value that service can add. Our task is rethinking the main forces for establishing a focus on service in order to create consistent value. We focus on service culture and climate as the forces that need to be integrated for conveniently connecting with the organizational dimensions for creating value. Through an anthropological analysis and the case methodology we can understand the connection among the key organizational dimensions and the value they create: (a) to obtain sufficient incentives and resources-economic value, (b) to develop the organizational capability-social value and (c) to forge trust and commitment to the mission-ethical value. We extend current conceptualizations about climate and culture focused on creating value and share our reflections about the required connections for consolidating an integrated value, suggesting some managerial implications for that purpose.

Meritocracy and competency-based people management model: utopia or organizational reality?

Resumo Neste trabalho se realiza uma revisão de literatura sobre o valor meritocracia nas sociedades contemporâneas e nas organizações. Relacionamos o valor meritocracia a um modelo de gestão de pessoas baseado em competências (modelo estratégico de gestão de pessoas), onde são definidos objetivos e metas claras de forma transparente com equipes de trabalho e indivíduos e realizada uma avaliação de desempenho segundo critérios claros previamente estabelecidos e, quando apurado o mérito, o mesmo é reconhecido com base em remuneração diferenciada para indivíduos e equipes, além de ser reconhecido o mérito de forma simbólica. Ressalta-se que um sistema meritocrático e uma gestão por competências reforçam o sentimento de justiça social nas organizações e equidade e as relações de confiança no sistema. Depois de realizada uma pesquisa, onde foram entrevistados 17 executivos alunos do Mestrado Profissional em Administração, em uma organização de ensino de excelência, constatou-se que 53% dos mesmos trabalham em empresas consideradas meritocráticas por eles e 36% em empresas parcialmente meritocráticas e 11% em empresas onde não existe nenhum reconhecimento de mérito. Analisaram-se as causas destes resultados, propondo-se soluções para o aprimoramento destes sistemas.

Structural Correspondence Between Organizational Theories

Organizational research constitutes a differentiated, complex and fragmented field with multiple contradicting and incommensurable theories that make fundamentally different claims about the social and organizational reality. In contrast to natural sciences, the progress in this field can’t be attributed to the principle of truthlikeness where theories compete against each other and only best theories survive and prove they are closer to the truth and thus demonstrate scientific knowledge accumulation. We defend the structural realist view on the nature of organizational theories in order to demonstrate that despite the multiplicity of isolated and competing explanations of organization-environment relations these theories are still logically compatible and mutually consistent which, in turn, assures theoretical progress in the field. Although postulating different and incompatible ontologies, three most successful organization-environments theories, namely, contingency theory, new institutionalism and population ecology share the same explanations of the relations between organizations and environments at the structural level. Without this principle one would say that what occurs in the field of organization theory is a change rather than a progress.

Teletrabajo, una aproximación desde lo local. experiencias en el Ayuntamiento. de Salamanca, especial referencia al organismo de recaudación (OAGER) (2010-2020). ¿Más allá de la pandemia?

Laburpena: Hurrengo orrialdeetan egiten den ekarpenak erakunde-errealitateari buruzko hurbilketa deskriptibo bat egin nahi du; telelaneko proiektu bat jarri da abian, zerbitzu publikoak hobetzeko ahaleginean beste elementu bat bezala, zerbitzu hori ematen duten arduradunen inplikazio eta konpromisoarekin: enplegatuak. Azken 10 urteetan garatzen ari den prozesu baten aurrean gaude; aldi luzea da hori, baina ez hainbeste Espainiako administrazio publikoaren logiketan. Orrialde hauetan zehar ikusiko dugu ahalegin hori errealitate handiago baten barruan garatzen dela, Salamancako Udalean. Izan ere, udal horrek beste erritmo batzuk ditu, baina aldaketa-inguruneak egotea eta sistemak abian jartzea errazten du. Lankidetzazko logika parte-hartzaile eta garden batean garatuko da, non pertsonen pertzepzioa, modu zientifikoan eta sistematikoan, bai enplegatuena bai herritarrena, prozesu horien elementu nuklear bihurtzen diren. Hala ere, ez da saiatzen telelanaren gairako hurbilketa akademiko bat egiten, eta ez dugu aurkituko sistema edo tresnen garapen formalik, antolaketa-errealitate berri horri lotuta eta, zehazki, lan-ingurune publikoetako lanaren eta harremanen antolamenduari lotuta. Abstract: The contribution developed in the following pages endeavors to take a descriptive approach to an organizational reality in which a teleworking project has been set in motion as yet another effort to improve the public services, with the involvement and commitment of those responsible for providing them: the employees. We are witnessing a process which has been developing over the last 10 years, a long period, but not particularly so in the logics of the Spanish Public Administration. Over these pages we will see how this effort develops within a wider reality, the Salamanca City Council, which has other paces, but facilitates the existence of environments of change and the setting in motion of systems; in a collaborative, participatory and transparent logic, where the perception of persons, scientifically and systematically, both of employees and citizens, becomes a nuclear element of these processes. It does not try, however, to be an academic approximation to the subject of teleworking, nor are we going to find a formal development of systems or tools, related to this new organizational reality and specifically to organization of the work and relations in public working environments. Resumen: La aportación que se desarrolla en las siguientes páginas intenta realizar una aproximación descriptiva de una realidad organizacional en la que se ha puesto en marcha un proyecto de teletrabajo, como un elemento más de un esfuerzo por la mejora de los servicios públicos, con la implicación y el compromiso de los encargados de su prestación: el personal empleado. Estamos ante un proceso que se viene desarrollando los últimos 10 años, periodo largo, pero no tanto en las lógicas de la administración pública española. A lo largo de estas páginas veremos cómo este esfuerzo se desarrolla dentro de una realidad mayor, el Ayuntamiento de Salamanca, que tiene otros ritmos, pero facilita la existencia de entornos de cambio y la puesta en marcha de sistemas; en una lógica colaborativa, participativa y transparente, donde la percepción de las personas, de forma científica y sistemática, tanto de personal empleado como la ciudadanía, se convierten en elementos nucleares de estos procesos. No intenta, sin embargo, ser una aproximación académica al tema del Teletrabajo, ni tampoco nos vamos a encontrar con un desarrollo formal de sistemas o herramientas, vinculadas con esta nueva realidad organizacional y específicamente de organización del trabajo y las relaciones en los entornos laborales públicos.

A Design-Driven Epistemology for Organization Design

It is argued that the epistemological foundations of organization design can be built on a dual theoretical base: design-as-practice and design-as-meaning. The first is founded upon practice as part of current sociological theory applied to organizations (Schatzki, 2001; Nicolini, 2012) and the second is based on design theory (Krippendorff, 2006). If designing is defined as ‘to create meaning’ and if the symbolic action of managers plays a central role in the social construction of organizational reality, then meaning becomes a central concern for organization designing. On the other hand, while asserting that practice provides an ontological foundation for the artefacts which constitute the organization’s design, practice theory does not contain the mechanisms of intentionality and direction required by managerial action. The chapter ends with a broad interpretation of Davidson’s (2001) three types of knowledge—subjective, objective, and intersubjective—in terms of three broad groups of meanings found in organizations: managerially generated intended meanings, organizationally generated emergent meanings, and stakeholder generated perceived meanings.

PSICOLOGIA ORGANIZACIONAL: ANÁLISE DOS VALORES ORGANIZACIONAIS DE UMA ACADEMIA

A identidade organizacional de uma empresa é composta de visão, missão e valores e é por meio deste conjunto que a organização apresenta para seus colaboradores o motivo de existir e onde pretende chegar. Os valores organizacionais são formas de conhecer a realidade organizacional e podem ser escolhidos na formação da empresa ou ao longo de sua história, recebendo influência dos fundadores e colaboradores. A partir do exposto, o objetivo deste trabalho foi identificar os valores organizacionais na concepção dos colaboradores e dos gestores dentro de uma academia. Este trabalho caracterizou-se por uma pesquisa quantitativa exploratória e os instrumentos utilizados foram: o Questionário Sociodemográfico, o Inventário de Perfil de Valores Organizacionais (IPVO) e a Escala de Clima Organizacional (ECO). Após análise de dados, foram identificados os valores organizacionais de colaboradores e gestores em duas percepções distintas, o que sugere que há fatores divergentes na concepção desses valores. Com efeito, é relevante ressaltar a necessidade de alinhar tais concepções para fortalecimento da cultura organizacional. ORGANIZATIONAL PSYCHOLOGY: ORGANIZATIONAL CULTURE REVIEW AT A GYM ABSTRACT The organizational identity of a company comprises vision, mission, and values, through that set of principles the company provides its employees the reason to exist and where they aim to go. Organizational values are approaches the organizational reality and may be chosen during the creation of the company or even along its trajectory, being influenced either by founders and employees. Hence we see, this paper aims to identify organizational values from the administrators and employees’ views at a gym. This paper describes exploratory quantitative research using a Sociodemographic Questionnaire, Organizational Culture Profile Inventory (OCPI), and Organizational Climate Scale (OCS) as tools. After data analysis, administrators and employees’ values were identified in two different views, which suggest divergent factors in the conceptions of those values. Consequently, it is important to note the necessity to align such conceptions in order to strengthen the organizational culture. Keywords: Organizational Culture. Organizational Psychology. Organizational Values.