Ekonomika a management
DIAGNOSING ORGANIZATIONAL CULTURE IN NATIONAL AND INTERCULTURAL CONTEXT
There is almost no area of life and industry, which would not face the new challenges of globalization. Organizations operating in Slovakia are not an exception. Globalization is the process of international integration arising from the interchange of all areas (economics, politics, culture, communication, environment, etc.) observed especially in recently (Orieška 2009, p. 131).
Jméno a příjmení autora:
Milota Vetráková, Lukáš Smerek
Intercultural environment, organizational culture, diagnosing of culture, human resources development methodology of the research
DOI (& full text):
Formation of companies with multinational management that act within multinational and transnational corporations is a result of the globalization process. The change in organizational culture and…více
Formation of companies with multinational management that act within multinational and transnational corporations is a result of the globalization process. The change in organizational culture and management system is caused by the global environment. Companies’ management is changing from ethnocentric and polycentric to management without borders. To achieve greater efﬁciency in competing in the global market is the reason for this change. The management system is complex, because it is based on international cooperation and consists of international managerial teams. The level of intercultural socialization and our cultural awareness are predicted by the comparison and confrontation of differences in organizational culture and human resources development. The paper is focused on diagnosing of organizational culture in organizations operating in Slovakia. The survey was conducted in 236 medium and large enterprises in Slovakia. Personnel or senior managers responsible for the level of organizational culture and human resources development in enterprises were the respondents. The assumptions about possibility of diagnosing the types of organizational culture in selected Slovak enterprises with and without foreign participation were conﬁrmed. Pros and cons of different organizational culture types in the development of human resources were identiﬁed. We observed that hierarchical and clan cultures are the most common ones in Slovak enterprises. While hierarchical culture occurs in enterprises with no foreign participation, clan and market-oriented culture is strongly represented in enterprises with international participation. The results of organizational culture examination were confronted with the opinions of experts using the Delphi method leading to increasing the validity and reliability of the primary ﬁndings. Such opinions suggest links between the management of Slovak enterprises and national history and culture. Focus on ﬂexibility, mutual communication, proﬁtability and competitiveness is set in enterprises with international participation with inﬂuences of different cultures.
Ekonomika a management