Proceedings of the 4th International Conference on Management, Leadership and Governance, ICMLG 2016. 16-17 March 2017, Johannesburg, South Africa
It is now 5 years since the International Conference on Management, Leadership and Governance was established. The conference has traversed the globe, having been held in New Zealand, Thailand, Russia and the USA. ICMLG is generally attended by participants from more than 35 countries and attracts an interesting combination of academic scholars, practitioners and individuals who are engaged in various aspects of management, leadership and governance.
ICMLG 2017 is being held at the Wits Business School, Parktown, Johannesburg, South Africa on 16-17 March 2017 and the Conference Co-Chairs are Dr Thabang Mokoaleli-Mokoteli and Dr Zanele Ndaba.
Current technological innovations and market are increasingly reflected in the internal environment of many organizations. Adaptation of a company's internal aspects to the new market conditions has become the time feature. It should be noted that today's organizations are a complex network of individual and group interests. Organizational culture is the principle feature characterizing any (in our case, private) manufacturing plant. The research shows that organizational culture is conservative; however, it can adjust to changes in the internal and external environment. This paradox could be explained by the fact that organizational culture may exist in the minds of people who are able to adapt to the new situation but hardly change their beliefs. Analysis of the existing theoretical approaches and management practices in the field of organizational culture has allowed the authors to form a semantic field, which reflects interpretation of organizational culture and defines the purpose, nature and tools of managerial influence. The semantic field has its own specific strengths and limitations which can be used to maximize the company's profit. Thus, organizational culture of an enterprise is believed to be based on diversity or sometimes discrepancy of stakeholders' interests, assuming that in the context of organizational culture these interests are interdependent, since meeting one party's interests cannot be fully achieved when ignoring those of the other party. Hence a group of people expressing certain involvement can affect the balance of power and achieve their goals, pursuing their own interests. Such interdependence, different balance of power in decision-making on the nature and dynamics of organizational culture, availability of potential conflicts of stakeholders' interests, involved in this process and, finally, scarce resources of an enterprise tend to reinforce this influence on organizational behavior and organizational culture. The authors interpret organizational culture in terms of stakeholder theory and identified the four main positions of the stakeholders in the matrix describing stakeholders' influence and participation in organizational culture: Constitutive Stakeholders, Key Stakeholders, Adynamic Stakeholders, Extirpated Stakeholders. Besides, Influence, Involvement, Reception were specified as relevant attributes of stakeholders. It enables us to develop the method of detecting critical subjects, whose interests must be respected when forming the content-related configuration of organizational culture; critical issue is not how organizations should be built to maximize efficiency, but rather whose preferences and interests should be served by an organization. In this article the authors examine organizational culture in the context of coincidence or intersection of company stakeholders' interests. In view of this, the principle theoretical aspects of organizational culture and the stakeholder theory have been studied. The analysis of research into these problems has been used to identify stakeholder groups and develop the methods of their determination.