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• Examination of the current and idel organisational culture and leadership elements at the municipalities of the North Great Plain region

  117-125

  Andrea Matkó

  Views:

  173

  The connection between organizational culture and leadership has been examined by several researchers (Schein, Schmircik, Bass) and it is proven that there is a link between them. The leader shapes the organizational culture and at the same time the organizational culture shapes the leader too. The middle managers of local governments place the major emphasis on the dimension of goal orientation for the future. From the leadership perspective they find charismatic, goal and team oriented leadership necessary for the future.

  The local governments have to answer the challenges of the rapidly changing environment. Quick responses and adjustments are only possible if the leader possesses a clear future vision and not only sets short-term goals but plans for the future and estimates the necessities on the long run. It is important to have a leadership with utmost dedication to the organization and to the objectives of the organization. The leaders must raise the interests of the employees, involve them in the process of setting goals and in finding ways to meet those goals, and that the employees should no longer strive to realize their own personal ambitions but focus on the common objectives. This brought transformational leadership to light.

  The leader establishes and shapes the organizational culture but the individuals and teams working for the organization have impact on the organizational culture as well. This becomes apparent in the organizational culture as middle managers would place the major emphasis on performance orientation. Performance orientation is a dominant motivation based on excellence, hard work, pre-calculated risk, fore planning, goal orientation and regular feedback, which shapes the leadership too, as the leader has to change as well, in order to run the organization.

  Scheins’ standpoint reflects the best the relationship between the organizational culture and the leadership. Schein claims that organizational culture and leadership are interwoven phenomena, as the leader shapes the culture but after a while the organizational culture itself shapes the leader too.

• The relationship between the organizational culture and the individual attitude, particulary the question of individualism and collectivism

  165-170

  Barabás Szilágyi

  Views:

  115

  There is considerable consensus regarding the development of organizational culture; namely, that culture is the result of socialization, evolving through a social learning process. However, the mechanism of the process itself, along with the factors influencing it, raises a number of questions that are researched by different schools of thought. Some of the contextual factors that affect the development of culture, such as the characteristics of national culture or charismatic and other dominant people as role models, seem to be quite influential, especially when other influential factors affect these as well. Value analysis can be helpful for understanding the essence of organizational culture, and it can reveal underlying, hidden phenomena. The results of these studies depict organizational culture as a list of values or as a hierarchy. Values carry emotions as well, that may refer to their link with attitudes and to the fact that the two can be mixed up. The latest innovations in action and thought were the results of the political changes of the 1990s whose implications can be identified in both individual and national values. Changes of views and attitudes also emerge in the changes of collectivist-individualistic thinking and values which become part of the organizational culture and value structure according to value-centered analyses. The changing values define and influence our own opinions, identity, and, in turn, our behavior. Values reflected by our behavior and actions are to be guided by the harmony of individual, organizational, and national value systems. The lack of this synergy results in the dissonance of contrastive values and blocks actions. This, in turn, interferes with individual productivity and thus slows down organizational productivity as well. Our goal should be the synergy of values which creates the harmony of individual thinking and behavior since this harmony is the basis of success and productivity.

• The possibilities and framework of conditions of organisational development at a particular administrative body

  63-70

  Edit Elekes

  Views:

  121

  The demand for the recognition, identification and introduction of measures aimed at improving organizational culture and the efficiency of management and leadership plays a crucial role in the life of every organization, including the law enforcement bodies as well. The tasks and responsibilities of the Hungarian Police Force have changed considerably both in terms of quantity and quality since Hungary’s accession into the European Union first, and since the country’s joining the Schengen Zone. We are now facing problems formerly unheard of (e. g. the integration of the police force and the border guard, joining the Schengen Zone, the emergence of new forms of crime). As border control within the Union stopped, organized crime has become more powerful. The changes are by no means over: in order to improve the subjective sense of security of the population and to advance organizational efficiency, a number of changes are being implemented at present. For the internal security of the member states of the Union and for the improvement of the efficiency of police work in the member states, the use of consciously coordinated management methods is indispensable. These efforts are the subject of this essay.

  A police force is an partially open system, the work of which is influenced by a number of external processes and factors. The organizational culture of a police force is determined by its traditions on the one hand, and by the demands to develop its functions as an authority and a service provider on the other. It is undeniable that any conscious effort in shaping and developing the organizational culture of the police requires special competences and commitment from the leaders of the organization. Furthermore, it is also necessary to modernize the management tasks. It applies to all the levels of leadership, from the head of a patrol to the supreme commander of the police force.

  The organizational scheme of the police force is that of a functional, linear system. Such an organization is characterized by a relatively high degree of inflexibility, a slow and cumbersome reaction to external changes. All these may adversely influence organizational efficiency. It therefore appears to be necessary to examine the present structure of police, and survey the possibilities of modernization. Modernization does not necessarily mean a change in the structure; it may be restricted to changes in organizational culture, the creation of an atmosphere favourable for reforms, and the coordination of diversified structures. In this paper I wish to demonstrate some of the possibilities of improving organizational culture and organization development, based upon the findings of a specific survey.

• Possibilities of conceptualization and operacioanlizaton of the safety culture and safety climate in the international safety management researches

  117-126

  László Terjék

  Views:

  78

  In this paper the author summarized the definitions and operationalisations of the safety culture and safety climate concepts. He analyzed the Hungarian and international safety
  management scientific literatures. He also analyzed the scientific definitions and summarised the common and different elements. The author emphasizes that the many different scientific safety culture researches had been created good possibilities to find the common surfaces. Based on the international safety culture operationalisation practices the author identified a composition of safety culture dimensions which could be a possible basis for the Hungarian safety culture researches. These dimensions are:
  ???? values (individual and organizational) from this result scale of values,
  ???? attitudes (individual and organizational),
  ???? motivations,
  ???? perceptions,
  ???? social status and estimation of the occupational safety and health,
  ???? position and estimation of the occupational safety and health communication,
  ???? position and estimation of the occupational safety and health tranings,
  ???? measuring of confidence, optimism, fatalism and anomic characteristics,
  ???? good practices and behavior,
  ???? influence and estimation of the work,
  ???? risk perception and safety level perception,
  ???? contentment.with occupational safety and health.

• Examination for employee’s satisfaction to develop the organisational culture

  106-109

  Barnabás Szilágyi

  Views:

  88

  This examination for employee’s satisfaction analyzes relationships which influence the general feelings of workers and which are revealing in horizontal and vertical. On the whole we can observe that the workers find their horizontal relationships good. In the co-worker’s relationship the appreciation and the confidence appear. Inside departments and between departments the good relationship is typical which is indispensable for the effective work. It is interesting that more than 40% of employees find their chief as „ideal superior”. The quality of vertical relation is determined by human relationships. This result is interesting because the management style is not participative in this organisation.