First Published in 2000. This is a research study that includes deep description, supported by research in organizational studies as well as Polish history, sociology and anthropology, of the perceptions of employees in a single Polish factory. This factory is experiencing the uncertainties and opportunities of tremendous change in external contingencies and internal operations. The employees in this factory are trying to adjust to a new owner and many new managers, the fear of lay-offs and confusion about the world in which they now find themselves.
Comprehensive index to current and retrospective biographical dictionaries and who's whos. Includes biographies on over 3 million people from the beginning of time through the present. It indexes current, readily available reference sources, as well as the most important retrospective and general works that cover both contemporary and historical figures.
Using a unique embedded assessment plan along with a balanced blend of literature and content readings, Milestones ensures that students are mastering skills and standards before being introduced to new skills and standards. Features imbedded assessment, academic vocabulary instruction, and differentiated instruction.
This study examines how the shared cultural values of employees in a Polish firm influence management attempts top transform organizational practices in a newly privatized factory. By introducing a foreign management approach, Total Quality Management (TQM), the management of this factory presents a potential conflict of values between the employees and the management philosophy. Tracing the historical and contemporary impact of traditional, political and religious influences in Poland and utilizing ethnographic techniques of observation, interviews, and secondary source data, the author identifies four patterns of shared mindsets. These mindsets, insecurity and instability, distrust, reluctance to assume responsibility and a struggle between individualism and collectivism generate resistance to the successful implementation of TQM in this factory. Organizational studies research has identified cultural differences in values but previous studies have not examined the congruence assessment that employees make when confronted with a management intervention, such as TQM. The author finds that an incongruence between societal values and the values the employees perceive are embedded in the TQM approach produced actual outcomes that are not consistent with TQM objectives of empowerment, teamwork, visionary leadership and continuous improvement of quality. Employees demonstrated a reduced sense of empowerment, team goals that are counterproductive to organizational goals, autocratic leadership and an increased focus but not sustainable effort toward improving quality. The book examines the reasons for these results through detailed description and extensive quotations from employees both inside the Polish firm and throughout Polish society.
This study examines how the shared cultural values of employees in a Polish firm influenced management attempts to transform organizational practices in a newly privatized factory. By introducing a foreign management approach, Total Quality Management (TQM), the management of this factory presents a potential conflict of values between the employees and the management philosophy. Tracing the historical and contemporary impact of traditional, political and religious influences in Poland and utilizing ethnographic techniques of observation, interviews, and secondary source data, the author identifies four patterns of shared mindsets. These mindsets, insecurity and instability, distrust, reluctance to assume responsibility and a struggle between individualism and collectivism generate resistance to the successful implementation of TQM in this factory.Organizational studies research has identified cultural differences in values but previous studies have not examined the congruence assessment that employees make when confronted with a management intervention, such as TQM. The author finds that an incongruence between societal values and the values the employees perceive are embedded in the TQM approach produced actual outcomes that are not consistent with TQM objectives of empowerment, teamwork, visionary leadership and continuous improvement of quality. Employees demonstrated a reduced sense of empowerment, team goals that are counterproductive to organizational goals, autocratic leadership and an increased focus but not sustainable effort toward improving quality.The book examines the reasons for these results through detailed description and extensive quotations from employees bothinside the Polish firm and throughout Polish society.
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