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Management of Organizational Culture as a Stabilizer of Changes: Organizational Culture Management Dilemmas de Ibrahiem M. M. El Emary

Management of Organizational Culture as a Stabilizer of Changes: Organizational Culture Management Dilemmas

Autor Ibrahiem M. M. El Emary, Anna Brzozowska, Dagmara Bubel
en Limba Engleză Hardback – 21 mai 2020

No enterprise today is proud of being unchanged. Stability is understood more as a sign of stagnation than reliability, and enterprises that do not change and do not evolve are commonly regarded as fossilized. Increasing globalization processes often force today's enterprises to make organizational changes; but the effectiveness of these relies on its organizational culture. This book argues that the problem behind organizational culture is its multilevel structure, including the visible and hidden levels. It addresses difficult questions such as: Is it better to make thorough, but more painful changes, or to gradually introduce small improvements? It also demonstrates that organizational culture is not a fixed phenomenon. Its shaping takes place in stages, and it is essential to take such stages into account in the process of implementing the strategy of an enterprise.

Providing a comprehensive insight into 'organizational culture' and its relationship to change, this book will be essential reading for professionals involved in business management and IT management throughout the world. Its analyses and suggestions will allow for improved organizational culture and change management in business environments.

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Specificații

ISBN-13: 9780367460594
ISBN-10: 0367460599
Pagini: 182
Ilustrații: 49
Dimensiuni: 156 x 234 x 13 mm
Greutate: 0.4 kg
Ediția:1
Editura: CRC Press
Colecția CRC Press

Public țintă

Academic, Postgraduate, Professional, Professional Practice & Development, and Undergraduate Advanced

Cuprins

Authors. Introduction. 1 Knowledge and Success of an Organization. 2 Organizational Culture Management in Terms of Knowledge Accumulation. 3 Cultural Value Diversity in an Organization in the Context of Changes. 4 Process of Stabilizing Changes in Organizational Culture Management. 5 Global Management of an Organizational Culture. 6 Global Dimension of Organizational Culture Management: Functionalist and Metaphorical Approaches. Conclusion. References. Index.

Notă biografică

Prof. Ibrahim M. M. El Emary is a visiting Professor at King Abdulaziz University, Jeddah, Kingdom of Saudi Arabia. His research interests cover analytic and discrete event simulation techniques, performance evaluation of communication networks, application of intelligent techniques in managing computer communication network. He has published more than 200 articles in various refereed international journals and conferences. He has recently published two books with CRC Press and another book with Wiley.
Anna Brzozowska is associate professor in economics, in discipline of management studies. Currently she works in Department of Business Informatics and Ecosystems, Faculty of Management, at Czestochowa University of Technology, Poland. She is the author or co-author of about 160 scientific publications. She has actively participated in over 30 conferences, mainly international, as well as in few research projects. She is the editor of EUREKA journal: Social and Humanities, and the editor of selected editions of Research Bulletin of the Technical University of Częstochowa.
Dagmara Bubel, PhD, is Professor of Sciences in Economics, Director of the Main Library of Częstochowa University of Technology. She teaches courses in science studies. Her interests are concentrated around the issues involved in intellectual capital management in organizations, as well as encompassing management of knowledge, information and communication.

Descriere

No enterprise today is proud of being unchanged. Stability is understood more as a sign of stagnation than reliability, and enterprises that do not change and do not evolve are commonly regarded as fossilized. Increasing globalization processes often force today's enterprises to make organizational changes; but the effectiveness of these relies on its organizational culture. This book argues that the problem behind organizational culture is its multilevel structure, including the visible and hidden levels. It addresses difficult questions such as: Is it better to make thorough, but more painful changes, or to gradually introduce small improvements? It also demonstrates that organizational culture is not a fixed phenomenon. Its shaping takes place in stages, and it is essential to take such stages into account in the process of implementing the strategy of an enterprise.

Providing a comprehensive insight into 'organizational culture' and its relationship to change, this book will be essential reading for professionals involved in business management and IT management throughout the world. Its analyses and suggestions will allow for improved organizational culture and change management in business environments.