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• Features of organizational culture change

  73-80

  Zsuzsa Gál

  Views:

  99

  Nowadays, change has become a commonplace. Organizations are also undergoing changes that shall meet to survive in the long term. Organizational culture is one of the important factors that can contribute to a successful and timely response. However, in many cases, due to external environmental effects change also the organizational culture. In such cases it is necessary to act in a planned and conscious manner. Changing culture is a complex, complicated task. There are many approaches that list the factors of successful cultural change. These define the key of success along different ways, but some similarities can be observed. The leader has a most important role in such a situation. In this paper I introduce the basic relationships, the background and the evolution of the change, organizational culture and cultural change.

• “Stay Home” - Moving to Home Office in the Northern Great Plain Region

  37-47

  Filep Roland

  Ujhelyi Mária

  Views:

  141

  The changes resulting from the covid epidemic have led to an unprecedented spread of the Home Office. In our study, to examine the advantages and disadvantages of working away from work, we chose an organization’s Northern Great Plain Region where face-to-face negotiations are essential, so they were rarely used before the emergency, but were switched en masse due to changed circumstances. We sought to answer which of the literature factors significantly impacted employee satisfaction related to teleworking and the need to maintain it after an epidemic. Based on the regression analysis results, we found that employee satisfaction with a greater desire to switch to telecommuting, proficiency in solutions replacing personal communication channels, and perceived improvement in work-life balance has a positive, uncertainty and stress associated with implementation. Workers would be happy to work in this form in the future if they desire to switch to teleworking became more pronounced at the time of introduction. However, the fear of switching, higher age and lack of managerial feedback would lead them back to the workplace. As a suggestion, we stated that managerial support is vital throughout the process, which should be reflected in employees’ involvement in the decision-making process, the appropriate replacement of the personal communication channel, and more frequent feedback. In improving work-life balance, a leader can be on the side of time management to help his followers by prioritizing tasks. In the Home Office experience process, these measures can help employees experience the benefits of telecommuting more.

• Institutional and consumer market aspects of regional tourism development along the Lower-Ipoly

  8-19

  Márta Kóródi

  Anita Mondok

  Ádám Kálmán Sánta

  Views:

  67

  Depending on the macro-level management of tourism, whether a top-down or a bottom-up or integrated tourism development method is applied, the assessment of the organizational and consumer market is an integral part of the status quo analysis. Coordination the stakeholders of the organizational market could be the task of a TDM, however, the linear extent and network of settlements, the specific location, and the unfavourable demographic characteristics raise a number of problems. The study summarizes the results of a research to make foundation for a tourism development concept, outlining the similarities and differences between the two stakeholder groups regarding the tourism needs of the given area. It also covers the preferred types of tourism and the services that make up each tourism product (absolute value, ranking and the ratio to the average). The Lower-Ipoly region can occupy a special position in the tourism market in some aspects (water, bicycle and ecotourism) by combining special product and destination development, as well as experience management and perhaps visitor management elements. Although the limited resources of the organizational market confine the realization of consumer ideas, the success of development is influenced by the demarcation of boundaries, which is a qualitative rather than a quantitative issue and is related to segmentation and differentiated supply. The organizational functions of the destination management are performed by the leading organization of the project currently being implemented. Thus, due to the overlapping maintenance periods, if the projects are sufficiently coordinated, continuous tourism coordination will take place even in the absence of a TDM organization. The results of the consumer market research show that solving the problems arising from limited natural resources requires a significant change in market behaviour not only for tourism service providers, but also for tourists.