The phenomen of corporate culture of personality in the context of educology knowledges

У статті розкрито сутність феномену «корпоративна культура особистості» з точки зору філософії, педагогіки, психології, менеджменту управління. Визначено структурні елементи та функції корпоративної культури особистості. Охарактеризовано компоненти корпоративної культури особистості та окреслено показники її сформованості. Виявлено чинники, які впливають на процес формування корпоративної культури особистості. Представлено інформацію щодо джерел формування корпоративної культури.В статье раскрыта сущность феномена корпоративной культуры личности с точки зрения философии, педагогики, психологии, менеджмента управления. Определены структурные элементы и функции корпоративной культуры личности. Охарактеризованы компоненты корпоративной культуры личности. Определены показатели ее сформированности. Выявлены факторы, влияющие на процесс ее формирования корпоративной культуры личности. Представлена информация об источниках формирования корпоративной культуры.In the study the essence of the phenomenon of corporate culture of person from the point of view of philosophy, pedagogy, psychology, management is revealed. The structural elements of the corporate culture of personality (a system of material and spiritual values, predictions, beliefs, expectations, norms and behavioral style) and their significance are determined. The essence of the accumulative and productive, transformative, communicative functions of the corporate culture of personality with considering to management is revealed. The importance of the components of the corporate culture of personality (world outlook, corporate values, style of behavior, norms) is characterized. Indicators of the formation of the corporate culture of personality (motivation, development of partner interaction with other subjects of the organization, social stability, high organizational culture, degree of awareness, compliance with the ethics of corporate behavior) are determined. Factors influencing the process of formation of the corporate culture of personality are identified. The importance of the socio-psychological climate as an influence factor in the process of formation the corporate culture of personality is underlined. The information on the sources that contribute to the formation of the corporate culture of personality is presented. The importance of active inclusion of the head of organization in the process of formation the corporate culture of individual is revealed. Based on the analysis of scientific psychological literature, the essential characteristics of the term «socio-psychological climate» are characterized

THE PHENOMEN OF CORPORATE CULTURE OF PERSONALITY IN THE CONTEXT OF EDUCOLOGY KNOWLEDGES

У статті розкрито сутність феномену «корпоративна культура особистості» з точки зору філософії, педагогіки, психології, менеджменту управління. Визначено структурні елементи та функції корпоративної культури особистості. Охарактеризовано компоненти корпоративної культури особистості та окреслено показники її сформованості. Виявлено чинники, які впливають на процес формування корпоративної культури особистості. Представлено інформацію щодо джерел формування корпоративної культуриВ статье раскрыта сущность феномена корпоративной культуры личности с точки зрения философии, педагогики, психологии, менеджмента управления. Определены структурные элементы и функции корпоративной культуры личности. Охарактеризованы компоненты корпоративной культуры личности. Определены показатели ее сформированности. Выявлены факторы, влияющие на процесс ее формирования корпоративной культуры личности. Представлена информация об источниках формирования корпоративной культурыIn the study the essence of the phenomenon of corporate culture of person from the point of view of philosophy, pedagogy, psychology, management is revealed. The structural elements of the corporate culture of personality (a system of material and spiritual values, predictions, beliefs, expectations, norms and behavioral style) and their significance are determined. The essence of the accumulative and productive, transformative, communicative functions of the corporate culture of personality with considering to management is revealed. The importance of the components of the corporate culture of personality (world outlook, corporate values, style of behavior, norms) is characterized. Indicators of the formation of the corporate culture of personality (motivation, development of partner interaction with other subjects of the organization, social stability, high organizational culture, degree of awareness, compliance with the ethics of corporate behavior) are determined. Factors influencing the process of formation of the corporate culture of personality are identified. The importance of the socio-psychological climate as an influence factor in the process of formation the corporate culture of personality is underlined. The information on the sources that contribute to the formation of the corporate culture of personality is presented. The importance of active inclusion of the head of organization in the process of formation the corporate culture of individual is revealed. Based on the analysis of scientific psychological literature, the essential characteristics of the term «socio-psychological climate» are characterize

ФЕНОМЕН КОРПОРАТИВНОЇ КУЛЬТУРИ ОСОБИСТОСТІ В КОНТЕКСТІ ОСВІТОЛОГІЧНИХ ЗНАНЬ

In the study the essence of the phenomenon of corporate culture of person from the point of view of philosophy, pedagogy, psychology, management is revealed. The structural elements of the corporate culture of personality (a system of material and spiritual values, predictions, beliefs, expectations, norms and behavioral style) and their significance are determined. The essence of the accumulative and productive, transformative, communicative functions of the corporate culture of personality with considering to management is revealed. The importance of the components of the  corporate culture of personality (world outlook, corporate values, style of behavior, norms) is characterized. Indicators of the formation of the corporate culture of personality (motivation, development of partner interaction with other subjects of the organization, social stability, high organizational culture, degree of awareness, compliance with the ethics of corporate behavior) are determined. Factors influencing the process of formation of the corporate culture of personality are identified. The importance of the socio-psychological climate as an influence factor in the process of formation the corporate culture of personality is underlined. The information on the sources that contribute to the formation of the corporate culture of personality is presented. The importance of active inclusion of the head of organization in the process of formation the corporate culture of individual is revealed. Based on the analysis of scientific psychological literature, the essential characteristics of the term «socio-psychological climate» are characterized.В статье раскрыта сущность феномена корпоративной культуры личности с точки зрения философии, педагогики, психологии, менеджмента управления. Определены структурные элементы и функции корпоративной культуры личности. Охарактеризованы компоненты корпоративной культуры личности. Определены показатели ее сформированности. Выявлены факторы, влияющие на процесс ее формирования корпоративной культуры личности. Представлена информация об источниках формирования корпоративной культуры.У статті розкрито сутність феномену «корпоративна культура особистості» з точки зору філософії, педагогіки, психології, менеджменту управління. Визначено структурні елементи та функції корпоративної культури особистості. Охарактеризовано компоненти корпоративної культури особистості та окреслено показники її сформованості. Виявлено чинники, які впливають на процес формування корпоративної культури особистості. Представлено інформацію щодо джерел формування корпоративної культури

THE INFLUENCE OF MANAGEMENT STYLE AND EMOTIONAL INTELLIGENCE ON THE FORMATION OF EMPLOYEES’ COMMITMENT AND LOYALTY

on the formation of commitment and loyalty among the staff, and compare different styles of personnel management and determine the most effective. Methodology:The methodological basis of the study was formed by the following principles: the principle of internal and external determination unity, the principle of consciousness and activity unity, the principle of systemic nature, the principle of objectivity, the principle of qualitative and quantitative approach in the process of data analysis, the principle of validity. Statistical processing of data included analysis of the significance of differences using the analysis of variance, the determination of correlation relationships between certain indicators. The correlation was performed with Pearson and Spearman coefficients. Statistical processing was carried out with the software package of SPSS 16.0. Main Findings: The staff is a valuable resource for the organization. And for a long time already it is known, that effective work of employees raises competitiveness and profitableness of the organization. Therefore, the management of personnel, as well as the formation of commitment and loyalty is becoming a top priority. In the course of our study, we studied the factors that affect the formation of commitment and loyalty of employees. We determined that under the current conditions of doing business in Ukraine, the level of loyalty and corporate culture depends on the management style and other factors that affect their level: 1) If the manager is oriented toward production goals, without taking into account the "personal factor", the level of organizational loyalty of subordinate employees is reduced. The highest level of development of communications between workers in the company raises the level of their loyalty. 2) Democratic leadership style increases the level of loyalty, corporate culture, and job satisfaction, and the authoritarian style of leadership leads to their reduction. 3) The presence of diverse tasks that meet the characteristics of workers and positive relationships with colleagues increase the level of loyalty and employee satisfaction. 4) The severity of such tendencies as "trustfulness- tameness -dependence" and "responsiveness-unselfishness-sacrifice" in the manager increases the level of loyalty of subordinates. Taking into account such factors by management as a mode of work, the diversity of work, independence in work, the correspondence of work to abilities, the possibility of advancement, the level of work organization, relations with colleagues, technical equipment, employee satisfaction with his labor can increase the level of corporate culture and its components. Applications of this study: The study could be useful for HR-specialists, managers, psychologists, and employees in different spheres.  Novelty/Originality of this study: Undoubtedly, loyalty plays an important role in the success of the organization. The level of employees’ loyalty, as well as their attitudes and labor values, largely determine the degree of staff's susceptibility to both external (salary, benefits, working conditions, etc.) and internal (the content of the work performed, the opportunities for professional growth, recognition, and evaluation of achievements) incentives

Відповідальність прийняття рішень на засадах корпоративної соціальної відповідальності

Company decision-makers increasingly have to confront with the expectations of their closer or extended community, also that of their environment in connection with the consequences of their business-decisions. On the other hand, they must represent the interests of their proprietors and must also sustain profitable economy. The author reviews those factors which have a significant impact on socially responsible decision-making process, concerning the decision-makers, the company and the outer environment. The author answers to the question of what the specialities of such decisions are and in what direction the attitude of economic entities develop, concerning socially responsible operation. The author proved that corporate social responsibility (CSR in short form) manifests itself in a growing and expanding measure in the activities of corporations and business structures, on the one hand, as an expectation in connection with their courses, on the other hand, such a factor if fai ls, can make long-term competitiveness worse. Decisions related to CSR are strategic decisions, so they are made at the highest lev el. The personality, leadership style and self-assessment of the decision maker play a decisive role in the process of the influence of external expectations regarding CSR on organizational decisions. In addition, the size of the company, the regional location, the surrounding national culture, the social system and traditions also have a significant influence on socially responsible decisions. The described article/presentation/study was carried out as part of the EFOP-3.6.1-16-00011 “Younger and Renewing University – Innovative Knowledge City – institutional development of the University of Miskolc aiming at intelligent specialisation” project implemented in the frame work of the Szechenyi 2020 program. The realization of this project is supported by the European Union, co-financed by the European Social Fund.Керівникам компаній все частіше доводиться стикатися з очікуваннями їхньої ближчої або розширеної спільноти, а також з їхнім оточенням у зв'язку з наслідками своїх бізнес-рішень. З іншого боку, вони повинні представляти інтереси своїх власників і повинні також підтримувати прибуткову економіку. Автор розглядає ті фактори, які мають значний вплив на соціально відповідальний процес прийняття рішень, що стосується осіб, які приймають рішення, компанії та зовнішнього середовища. Автор відповідає на питання, що таке особливості таких рішень і в якому напрямку розвивається ставлення суб'єктів господарювання до соціально відповідальної діяльності. Автор довів, що корпоративна соціальна відповідальність (КСВ в короткій формі) проявляється в зростаючому і зростаючому вимірі діяльності корпорацій і бізнеc-структур, з одного боку, як очікування у зв'язку з їх курсами, з іншого боку, фактор, якщо це не вдається, може погіршити довгострокову конкурентоспроможність. Рішення, пов'язані з КСВ, є стратегічними рішенн ями, тому вони приймаються на найвищому рівні. Особистість, стиль лідерства та самооцінка особи, яка приймає рішення, відіграють вирішальну роль у процесі впливу зовнішніх очікувань щодо КСВ на організаційні рішення. Крім того, розмір компанії, регіональне розташування, навколишнє національна культура, соціальна система і традиції також мають значний вплив на соціально відповідальні рішення. Описана стаття / презентація / дослідження було проведено в рамках проекту EFOP-3.6.1-16-00011 «Молодший та оновлюваний університет - місто інноваційних знань - інституційний розвиток Мішкольцького університету з метою інтелектуальної спеціалізації», реалізований в рамках проекту програми «Сечені 2020». Реалізацію цього проекту підтримує Європейський Союз, який фінансується Європейським соціальним фондом

Role of Cognitive Style of a Manager in the Development of Tourism Companies’ Dynamic Capabilities

Purpose – The purpose of this paper is to investigate the relationship between cognitive styles of managers working in tourism companies and dynamic capabilities of these companies. Design – The research relies on a quantitative questionnaire. Methodology – To answer the research question, the bivariate (Pearson) correlation was applied. A number of 268 answers from people working in tourism were received. Findings – We found a positive correlation between different dimensions of dynamic capabilities of tourism companies. These capabilities are influenced by managers’ cognitive characteristics. The organizational culture plays a mediating role in the latter relationship. Implications for theory – The paper offers an alternative understanding of dynamic capabilities in tourism and hospitality; the paper also opens new paths for academic research on the impact of cognitive characteristics of managers on the dynamic capabilities of tourism companies. Implications for practitioners – Making accurate psychological portrait of the candidate can predict his/her behavior in certain situation, such as response towards environmental change using dynamic capabilities and when making the necessary changes to the organizational culture. Originality – This study proposes model of influence of a manager’s cognitive style on dynamic capabilities, whereby organizational culture moderates this relationship

Fostering niches among SMEs in Malaysia through organizational commitment, leadership, organizational culture and job satisfaction

Niche creation is a challenge among firms regardless of size, ownership and the kind of product/service they offer. Once it is created, fostering such niche becomes a greater issue.In this paper, we focused on the SMEs in emerging markets particularly in Malaysia.By using questionnaires, data was gathered from 100 employees working in SMEs particularly in Selangor, Malaysia.The purpose of this study is to let owners/managers/founders of SMEs better understand how fostering niches is influenced by organizational commitment,leadership, and organizational culture, towards job satisfaction as antecedents of competitive advantage and/or success of SMEs. Employees’ attitudes and behaviours are affected by the relationship between them and their employer.This relationship is referred to as organizational commitment.Moreover, leadership and organizational culture considerably have an influence on job satisfaction.Understanding this concept will aid employers to instil strong organizational culture and create solid organizational commitment among their employees and lead effectively so that they would be able to retain their well-experienced and skilful employees. Ultimately job satisfaction plays a very important role in the success of organizations particularly in the context of SMEs in Malaysia. The findings revealed positive relationships among the variables and their importance as determinants of job satisfaction in SMEs, which hopefully could contribute to the extant literature on job satisfaction and competitive advantage from the perspective of this country in Asia

Firm Culture and Leadership as Firm Performance Predictors: a Resource-Based Perspective

In this study, we tested part of the resource-based view of the firm by examining two 'soft' resources, firm culture and top leadership, as predictors of 'hard' or bottom-line firm performance.Transformational top leadership was found to predict firm performance directly while the link between firm culture and firm performance was indirect: via transformational top leadership.Firm culture was operationalized as the employees' views about the degree of optimization of four organizational practices (job autonomy, external orientational, interdepartmental orientation, and human resource orientation).We conclude that, rather than strong cultures, firms need best organizational practices and transformational leadership.Organizational culture;Leadership firm performance;Resource-based theory of the firm

Achieving High Organization Performance through Servant Leadership

This empirical paper investigates whether a servant leader can develop a corporate culture that attracts or develops other servant leaders. Using the survey developed by Barbuto and Wheeler (2006), servant leader characteristics in managers were measured at three high-performing organizations. Results indicate that servant leaders can develop a culture of followers who are servant leaders themselves. This is one of the few studies to empirically test the model of servant leadership in an organizational environment. The success these servant leaders have achieved in a for-profit, demanding environment suggests this leadership style is viable for adoption by other firms

Leadership conversations: the impact on patient environments

Purpose – The aim of this study is to examine 15 NHS acute trusts in England that achieved high scores at all their hospitals in the first four national Patient Environment audits. No common external explanations were discernible. This paper seeks to examine whether the facilities managers responsible for the Patient Environment displayed a consistent leadership style. Design/methodology/approach – Overall, six of the 15 trusts gave permission for the research to take place and a series of unstructured interviews and observations were arranged with 22 facilities managers in these trusts. Responses were transcribed and categorised through multiple iteration. Findings – The research found common leadership and managerial behaviours, many of which could be identified from other literature. The research also identified managers deliberately devoting energy and time to creating networks of conversations. This creation of networks through managing conversation is behaviour less evident in mainstream leadership literature or in the current Department of Health and NHS leadership models. Practical implications – The findings of this study offer managers (particularly those in FM and managers across NHS) a unique insight into the potential impact of leaders giving an opportunity to re-model thinking on management and leadership and the related managerial development opportunities. It provides the leverage to move facilities management from the role of a commodity or support service, to a position as a true enabler of business. Originality/value – Original research is presented in a previously under-examined area. The paper illuminates how facilities management within trusts achieving high Patient Environment Action Team (PEAT) scores is led.</p