<abstract xmlns="http://www.w3.org/1999/xhtml"><p> The economic environment in Romania faces a series of turbulences generated by the political and social environment, and an avalanche of changes and fluctuations can destabilize the activity of an organization. As a consequence, organizations need to be as flexible as possible, able to adapt and integrate any kind of change. In this regard, a manager must study the type of organizational culture found at the company level and the way it can influence the results of the organization. A detailed investigation method belongs to researchers Kim Cameron and Robert E. Quinn who have proposed a model of culture analysis that involves identifying the type of dominant culture and recognizing behaviours which are specific to organizational dimensions such as: organizational leadership, employee management, strategic direction, or criteria of success. The present paper aims to analyze the type of objectives managers set for their employees (namely the strategic emphases dimension) and how they measure results (the criteria of success dimension) at the level of a private company in Romania. Thus, following the application of the Organizational Culture Assessment Instrument proposed by the two authors, we identified the type of culture that characterizes the two dimensions, the connection established between them, the possible inconsistencies between the present and the desired situation as perceived by the employees, as well as the type of correlation between the economic and financial indicators and the cultural profile that identifies the success. Such an analysis is very useful as it identifies a series of inconsistencies between the way the goals are set by the managers and the way to measure success, the two dimensions being in a tight interdependence. Thus, a discrepancy between the two dimensions can lead to conflicts at the organizational level, with the manager having a tendency to set a series of objectives (e.g. individual objectives), in fact pursuing other results (such as team results). In this respect, the aim of this paper is to identify a correlation between the objectives targeted by the manager, the way he measures success and the satisfaction of the employees with the current situation.</p></abstract>

The economic environment in Romania faces a series of turbulences generated by the political and social environment, and an avalanche of changes and fluctuations can destabilize the activity of an organization. As a consequence, organizations need to be as flexible as possible, able to adapt and integrate any kind of change. In this regard, a manager must study the type of organizational culture found at the company level and the way it can influence the results of the organization. A detailed investigation method belongs to researchers Kim Cameron and Robert E. Quinn who have proposed a model of culture analysis that involves identifying the type of dominant culture and recognizing behaviours which are specific to organizational dimensions such as: organizational leadership, employee management, strategic direction, or criteria of success. The present paper aims to analyze the type of objectives managers set for their employees (namely the strategic emphases dimension) and how they measure results (the criteria of success dimension) at the level of a private company in Romania. Thus, following the application of the Organizational Culture Assessment Instrument proposed by the two authors, we identified the type of culture that characterizes the two dimensions, the connection established between them, the possible inconsistencies between the present and the desired situation as perceived by the employees, as well as the type of correlation between the economic and financial indicators and the cultural profile that identifies the success. Such an analysis is very useful as it identifies a series of inconsistencies between the way the goals are set by the managers and the way to measure success, the two dimensions being in a tight interdependence. Thus, a discrepancy between the two dimensions can lead to conflicts at the organizational level, with the manager having a tendency to set a series of objectives (e.g. individual objectives), in fact pursuing other results (such as team results). In this respect, the aim of this paper is to identify a correlation between the objectives targeted by the manager, the way he measures success and the satisfaction of the employees with the current situation.

The importance of human resources within the strategic direction and organizational success

Proceedings of the International Conference on Business Excellence

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

The economic environment in Romania faces a series of turbulences generated by the political and social environment, and an avalanche of changes and...

The importance of human resources within the strategic direction and organizational success

Data publikacji: 15 cze 2018

Zakres stron: 229 - 240

DOI: https://doi.org/10.2478/picbe-2018-0021

Słowa kluczowe
organizational culture, human resource, organizational leadership, management of employees, strategy

© 2018 Maria Magdalena Criveanu, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

The importance of human resources within the strategic direction and organizational success

Data publikacji: 15 cze 2018

Zakres stron: 229 - 240

DOI: https://doi.org/10.2478/picbe-2018-0021

Słowa kluczoweorganizational culture, human resource, organizational leadership, management of employees, strategy

© 2018 Maria Magdalena Criveanu, published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 License.

Słowa kluczowe
organizational culture, human resource, organizational leadership, management of employees, strategy