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• Examination of Organizational Culture Among Middle-Managers and Shift Leaders in a Hungarian Company

  531-538

  Tímea Takács

  Views:

  178

  Tanulmányomban 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.

• The Relationship Between Leadership and Management and Quality Management: Systematic Literature Review

  48-62

  Barna Tóth

  Edit Szűcs

  Views:

  389

  This publication is intended to examine the close relationship between quality management and leadership and organization, highlighting the possibilities of increasing organizational efficiency in both industrial and non-industrial environments. During the systematic literature review, we examined the role of leadership, the closely related organizational culture, and quality management. The publication aims to explain how quality systems and frameworks, such as ISO and the EFQM model, support strategic planning and sustainability, thus providing direction for modern organizations. The research emphasizes the importance of digital transformation and knowledge management, and we have formulated the future research goals that can advance the productivity of organizations.

• Organisational Culure and Academic Performance of Technical Management BSc Students

  1-11

  András István Kun

  Mária Ujhelyi

  Views:

  224

  Our 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.

• The Implementation of the Japanese and the German Culture into the Operation Hungarian Firm

  1-9

  Tamás Zoltánné Nagy

  Views:

  333

  How can the Japanese culture be implemented into the operation of a firm - partly a German property  working in Hungary. In my presented arcticle I have studied various organisational culture models, and compared them to the culture of our enterprise, seeking for similarities and contraries. I have studied the environmental factors and resources which have an effect on our production. During the investigation I have also considered how can we harmonize cultures of different nations and how it affects the production on the whole. I have also investigated the installation of robots, and searched for the solution how we can make our production much more economical. Due to the persistent decrease of population, and leck of professionals, the use of robots is neccessary to fulfill the customer requirements in time, with the sufficient quantity and required quality of goods. According to the Japanese Toyota-method,theautomatization of a technology can only be successful, if it is tested at least ten times, but –beacuse of the leck of time- we do not have the possibility of it. As the manufacturing parameters and observations have not developed the proper way, the scrap rate is higher than it is at firms, where is more available time for the building up of the technology.

• Examining Organisational Culture with OCAI among Technical Management BSc Students of the University of Debrecen

  1-8

  Mária Ujhelyi

  András István Kun

  Views:

  448

  Based on the OCAI model, our study analyses and compares two things (1) the corporate culture of the University of Debrecen Faculty of Engineering as it is perceived by its engineering management students; and (2) the culture they think would be ideal. According to the respondents the existing culture is closer to the clan type and further from the market type compared to the average. Their ideal culture is closer to the clan, adhocracy and further from the market (compared to the average). The perceived current and the ideal culture are significantly different only in the adhocracy type. From the 20 items of the OCAI questionnaire 7 were significantly different from the average in the case of the perceived culture and 13 in the case of the ideal culture. Differences between ideal and present cultures are statistically supported only in the following dimensions: dominant characteristics (clan is currently stronger, adhocracy is weaker), corporate leadership (market is currently stronger), strategic emphasis (hierarchy is currently stronger).

• The significance of analysing potential conflicts in the sales-marketing integration

  41-59

  Gábor Hetényi

  Attila Lengyel

  Magdolna Szilasi

  Views:

  215

  Our research aims to identify the critical interfaces between sales and marketing that need to be improved in order to ensure productive cooperation. The relationship between the two departments is full of conflicts and interdependencies. The improvement of communication is of strategical importance, as it is key to staying competitive in the market. The effectiveness and quality of the sales-marketing cooperation is a key factor that is negatively affected by personal and organisational factors as well as a lack of information and conflicts. In addition to the key factors of managing the sales-marketing interfaces, we have also identified the actions that can promote their improvement, including strategic and organisational roles and responsibilities. Our empirical research results show that regular information exchange, more common and interdisciplinary meetings, and a clearly communicated and implemented corporate vision have a positive effect on the coordination and integration of the sales and marketing departments. Consequently, management is reponsible for establishing a corporate vision, i.e. a comprehensive management culture that is clearly communicated across the board in order to increase the employees’ sense of belonging. Of all elements of management culture, the most important factors are coordination and the establishment of a common strategic sysyem. All in all, corporate profit, which is of key importance to the employer, is largely dependent on the successful integration of the sales and marketing departments, which can be achieved through the implementation of the above factors.

• Examination and Comparison of Leadership Style of Two Multinational Company

  1-9

  Andrea Matkó

  Tímea Takács

  Views:

  1752

  A vezetés a 21. században az élessé vált gazdasági válságban való versenyképesség megtartásában és megőrzésében kulcsfontosságú szerepet játszik. Ehhez hozzájárul az a tény is, hogy a vezetés nem csak alakítója, hanem része is annak a viszonynak, hogy a vevői szükségletek és a szervezet követelményei úgy kerüljenek összhangba, hogy mind a két fél elérje a céljait. Egy vezető feladata, hogy összekapcsolja az egyéni és a szervezeti célokat, elérve ezáltal a legjobb szervezeti teljesítményt és a legnagyobb munkavállalói elégedettséget. Ehhez viszont szükséges felismernie azt, hogy a vállalati kultúra és az egyes munkavállalók milyen vezetési stílus alkalmazását követelik meg. Kutatásunk célja, hogy két multinacionális vállalat esetében egy vezetési stílust mérő kérdőív segítségével feltárjuk a sikeres vezetés ismérveit és összehasonlítsuk a kapott eredményeket.