Перспективы и ограничения в теории и практике мотивации труда персонала как фактора конкурентоспособности
"Organization culture" is characterized by polysemanticity in contemporary managerial theory and practice. Development of its definitions indicates evaluation of the analyzed concept from static to dynamic, reflecting the high level of susceptibility of external influences despite the fact that most definitions of "organization culture" are focused on the internal environment of the enterprise.
The paper explores the factors which may cause conflicts in the state structures and bodies. The research reveals an interaction between the elements of corporate culture and the level of conflict. The article gives wide range of examples of the conflict resolutions in various governmental agencies and recommends the way to prevent the conflicts.
This volume contains country studies of the historical development of human resource management (HRM) in seventeen different nations. The nations span all regions of the world and each chapter is written by a national expert. Primary attention is given to HRM developments in industry, but university research and teaching are also covered. Human resource management is defined broadly to include industrial relations and each chapter places the historical development of HRM in a broad political, social, and economic context.
This article examines the role of corporate culture in the innovative activity of organization. The role of corporate culture consists in influence on the intellectual capital of an organization. The authors analyze the characteristics of categories such as intellectual property, intellectual capital and corporate culture. Intellectual property is considered in terms of the Civil Code. Intellectual capital is investigated within the framework of three-component structure, which specifies the place and role of intellectual property and of corporate culture. The authors substantiates the idea management of intellectual capital, in particular, management of cost of intellectual capital. Corporate culture is one of the levers of influence on the value of intellectual capital. The authors conducted a study and found a methods of estimating of the intellectual capital, which allows to take into account the effect on the cost of most of its elements. Universal method is building system of indicators. On the example the common card of Balanced Scorecard of D. Norton and R. Kaplan formulated the concept of management intellectual capital. Thus, the authors found a method that allows you to embed management of corporate culture and of intellectual capital into the overall system management of the organization.
In this article, the correlation and interaction of organisational and corporate culture are discussed within the framework of a socio-cultural approach regarding the management of employees within developer organisations. The phenomenon of corporate culture is analysed in the context of the system of values and the directives conditioning the attitude of the personnel to the values of the company. The authors analyses the phenomenon of escaping corporate culture as one of the effects of value pressure on the employees. This value pressure comes from organisations introducing the personnel to a rigid system of value-rich requirements.