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Do Talent Management Practices Affect Organizational Culture?
495-506Views:427The purpose of this paper is to enhance the readers' understanding of the domain of talent management and organisational culture and how talent management becomes one of the important strategic tools to improve the work environment, specifically as a tool for enhancing the organizational culture. The paper also attempts to probe and aid readers in understanding to what extent talent management affects the organizational culture. This paper is based on secondary research and articles in the areas of talent management, organizational culture and the relationship between them. The author has reviewed the existing body of work on these topics to arrive at the analysis of the relationship between talent management and organizational culture. As well as measuring its impact on the whole organization by reviewing the existing literature.
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Examining the Functioning of Organizations from the Aspects of Organizational Culture and Leadership
371-381Views:279Organizational culture and Leadership both have been under research for a long time, as they play a vital role in the performance of an organization. The organizational culture is the set of rules or acts as a guidebook of an organization for achieving the objectives while leadership defines these rules and implements them as well. Organizational culture is dependent to a great extent on the norms and values of the society or the country where it is located. Important for achieving the objectives of an organization, this factor plays a vital role while setting the organizational culture. Incorporating organizational culture and then sustaining it is done by the leaders. Leadership if does not play an effective role in regards to implementation of the organizational culture, can collapse the organizational structure. Leaders are required to develop the qualities according to the organizational culture and should be responsible to come forward to transform if necessary and implement the system. The organizational culture should fulfill the needs of the organization’s goals and the norms of the society. Both leadership and organizational culture are co-dependent on each other and should be understood together.
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Generational Transfer Among Family Businesses on the Fields of Reputation and Organizational Culture – Research Plan
102-108Views:104Aim: The aim of this paper is to generally introduce the topic, themes and relevance of the research on which my PhD thesis will be based. The research will focus on change of generations among Hungarian family businesses and deals with changes of leadership, organizational culture and core values, related to the management/owner succession. The research needs to apply knowledge from four disciplines ‒ PR, organizational culture, economic (family businesses) and leadership ‒ so it is multidisciplinary in nature. Following a current step of the research-process will be presented.
Methodology: The Family Business Barometer results were applied for gaining information about the plans related to the future, generations, and so on of European Family Businesses. Then three Hungarian family businesses were interviewed in the frame of a panel-discussion organized by the Commercial and Industry Chamber in Győr-MosonSopron County. These three family businesses were the Borsodi Műhely, the Biotextima and the Leier.
Findings: All in all between 2013 and 2016 most of the family businesses seemed to be confident about the future. In this aspect just a few family businesses were neutral in this time period. Unfortunately, there were family businesses who had a negative attitude for the future. The deliberate and detailed planning of the handover, the selection of a determined date for handover, the determination of the older generation to really do not interfere in affairs, the cohesive role of the family, family activities, the support from the family could lead to the effective change of generations.
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Organisational Culure and Academic Performance of Technical Management BSc Students
1-11Views:128Our study analyses the connection between perceived and ideal organizational cultures and academic results. A modified, self-managed OCAI questionnaire was used to measure perceived and ideal organizational cultures among engineering management students of the University of Debrecen Faculty of Engineering (N = 114). Our results reveal weak positive linear correlations between academic performance and perceived or ideal level of clan culture. In case of other culture types we did not find any consistent relationship. Based on our results students who consider clan culture ideal can expect better results than those who prefer other types. Among students who visit at least 61% of the classes those who reported fitting (or better fitting) perceived and ideal cultures tend to perform better in their studies.
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Ethical Leadership, at the Beginning of a Research
188-195Views:265In this study I deal with the ethical leadership. I give an insight into the approaches of ethical leadership, give a literature review on the concept of ethical leadership, and introduce the measurement methods used in the most important empirical researches related to this topic. I also try to report on the first results of my research (I plan to describe features of Hungarian leaders based on a smaller sample). How does this relate to the challenges of Industry 4.0? I give the answer from the fact that, with the advent of these new technologies (which in themselves have ethical questions), among these new challenges, the focus of the manager's attention will continue to be partly on their employees. If they set an ethical example for their subordinates, they encourage their employees to act ethically, which gives the company a competitive edge in many ways, both in the product/service market and in the labor market too. So, with my study, I would like to draw the attention of executives and managers to the fact that new technologies and the human factor together bring new successes, and that one possible way of doing this is by consciously managing their company ethically and developing an ethical organizational culture.
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Implementing 5S in a Hungarian Company
161-173Views:257The methods and tools used by Lean management can be used for any activity that is specifically introduced to the company. On this basis, the objective of this paper is the implementation of a Lean office with a 5S system transformation into the traditional office environment of a private business. During the workflow, it is also planned to create new habits in this narrow space that will incorporate the organizational culture into the everyday life of the business making the administration more effective. The 5S concept is new and helps the company to operation on a larger scale with fewer inputs than before. Figures are made for better understanding and a Red Tag is created which is the first step of the process. Red Tag tells the employees about the history and the process which will be needed on it. The basic of lean thinking is the contunious improvement in the quality of the product while minimaxing the wastes created during the process. The Next Broker Consultancy Ltd adopted this new way of management and made sure that all the necessary measurement are taken to insure smooth flow of the process.
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Examination of Organizational Culture Among Middle-Managers and Shift Leaders in a Hungarian Company
531-538Views:107Tanulmányomban egy magyarországi vállalat közép- és műszakvezetői körében elvégzett szervezeti kultúra vizsgálat eredményeit mutatom be. Vizsgálatom alapját egy előzetesen elindított szervezeti kultúra- és filozófiaváltás jelenti, amely konfliktusokat eredményezett a közép- és műszakvezetők között, amely meggátolja a kultúraváltás tovább haladását. Vizsgálatom célja, hogy elemezzem ennek a konfliktusnak a legfőbb forrásait, illetve hogy melyek azok a pontok, ahol elsőként szükséges beavatkozni ahhoz, hogy a szervezeti kultúraváltás tovább folytatódhasson.
