تشخیص فرهنگ سازمانی جهت عملکرد شرکت های کوچک و متوسط
|کد مقاله||سال انتشار||تعداد صفحات مقاله انگلیسی||ترجمه فارسی|
|18705||2012||6 صفحه PDF||سفارش دهید|
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Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : Procedia Economics and Finance, Volume 3, 2012, Pages 710–715
The purpose of this paper is to show the importance of organizational culture in achieving performance in Romanian small and medium enterprises SMEs. The method of research used was the survey. The instrument used was the questionnaire elaborated first on paper and then using Google Docs application. This application can become an important tool for any manager so that they become conscient of the culture of their organization. The main idea is that after the employees complete the online questionnaire the manager can receive a complete report about the answers, underlyining the weaknesses and strengths of the organizational culture according to the answers. This evaluation is very important because they can compare the results with other companies in the field and can discover opportunities for competitive advantage. After this phase of the research if the manager wishes we can provide him with a set of strategies to mend the problems, the weaknesses. This step is very important because many researches regarding organizational culture just diagnose the type of culture but do not offer solutions for the problems. Along with the comparison regarding the strengths and weaknesses in the organizational culture the authors propose a comparison regarding financial performance indicators. In the end the authors try to find a relation between these performance indicators and the organizational features evaluated.
The authors wanted to present a software solution any manager could use, to rapidly assess some of the basic elements of organizational culture from his enterprise and get the best measures to address the weaknesses resulting from this analysis.711 Adriana Tidor et al. / Procedia Economics and Finance 3 ( 2012 ) 710 – 715 It is not the first time this idea appears in researches. Many consulting firms have conducted surveys that were sent to firms to be completed online and then have made so-called cultural profiles, defining companies in a particular cultural group. However we notice that the re searches are missing the other side, equally important to any assessment, the solutions for improvement. Also studies are often designed for large companies, the concepts used in speech too hard to understand, so the results are becoming less relevant for efficient analysis of the culture of an organization. One of the most popular definitions of culture belongs to Schein. According to Schein, organizational problems of external adaptation and internal integration, that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those.Every organization has a culture. The main components of an effective corporate culture are the organization's mission and goals, work environment, management style, organizational practices and policies,recruitment and career development, benefits and rights, Tohidi and Jabbari, 2012. In the fields of management and organizational theory, organizational culture is one of the most popular concepts. The reason of popularity is the significant relationship between organizational culture and organizational outcomes such as financial performance, gaining competitive advantage and firm effectiveness, Zenir and Ertosun, 2011; Denison and Mishra, 1995.SMEs have a more organic culture than big organizations. A small number of people are usually united under common beliefs and values and that means that in SMEs changing organizational culture should be easier. The most influence on the organizational values and beliefs in SMEs has the owner. This was the main reason we focused our research on the SMEs in Roman ia. The recent economic crisis had a bad influence on the financial performances of the majority of the enterprises in Romania. But the most hit sector was the sector of small and medium enterprises SME s. So in order to avoid future problems and to begin reconstruction organizational culture must be diagnosed and the change must begin with it.Continuous performance must be the primary objective for any organization because only through performance organizations have the possibility to pr ogress and evolve. When selecting to use financial performance indicators one of the motives was that using them is easier for a person outside the organization to evaluate performance using those indicators. And also the time did not permit us to make a more deeper analysis of the enterprise performance. Many resear chers say that financial performance indicators are to historical in order to offer a clear image over the performances of an enterprise but looking objectively at the situation we can observe that the first thing that defines the state of the enterprise is the level of profit and the turnover, Henri, 2006.
نتیجه گیری انگلیسی
Organizational culture is the most important component of the organization. It is imperative to know the elements of organizational culure so that we can use the strengths for competitive advantage. It is not simple to diagnose organizational culture and it can not be modified in one year, but the authors consider that without diagnosing and changing organizational culture the organization cannot achieve performance. Change must begin with the culture. It is very important for every manager to know to use the strengths of his own enterprise and the weaknesses of the competitors. A cultural analysis is a very complex analysis and as most authors say it is always incomplete. But we hope that with our work managers can find a beginning of a guideline for cultural analysis and mending weaknesses in order to increase competitivity. The financial problems faced by SMEs must be the alarm signal that convinces the managers to research their organizational culture and begin the changing of the organization with culture in order to touch the lost performance.