Federico de Andreis – Università degli Studi Giustino Fortunato, Via R. Delcogliano 12, Benevento, Italy
Federico Leopardi – Università degli Studi Giustino Fortunato, Via R. Delcogliano 12, Benevento, Italy
DOI: https://doi.org/10.31410/EMAN.2021.325
5th International Scientific Conference – EMAN 2021 – Economics and Management: How to Cope With Disrupted Times, Online/Virtual, March 18, 2021, CONFERENCE PROCEEDINGS published by: Association of Economists and Managers of the Balkans, Belgrade, Serbia; ISBN 978-86-80194-43-1, ISSN 2683-4510
Abstract:
This thematic review discusses how Organizational Culture can develop and improve Human
Resource Management strategies, procedures and tools to support and motivate new staff to meet
organization, management and stakeholder expectations in a changing and competitive environment.
Organizations are made by people; their value is created by the staff. Strategies involving human resources
should have not only a supportive function, but definitely a central one. Organizational culture
represents a phenomenon that manifests itself in the fundamental assumptions that guide an organization.
It finds fulfilment in the behaviours, values and relationships that characterize the organization
itself, both internally and with the external environment. In the modern organization culture represents
a topical issue; it is considered an essential ingredient for the success of companies and organizations.
It was in the 1980s that definitions of this concept, one of the most complex and articulated in organizational
theory, were proposed as a coherent set of fundamental assumptions that a certain group has
invented, discovered, or developed within an organization.
This research aims to demonstrate how culture could influence the members of organization and, in the
same way, that the latter influences culture. Particular attention will therefore be paid to the success
of organizations that is also based on this fundamental cultural assumption. Organizational culture,
in fact, has to be considered as a real phenomenon, cannot be taken out of context, but must always be
related to the internal environment of the organization. The new human resources are in fact involved
in the cultural process of the organization, which, even if not desired, develops anyway. For this reason,
attention to new resources must include a continuous approach to organizational culture and the
promotion and support of the one which is best suited to organizational objectives.
Keywords:
Organizational behaviour, Cultural change, Organizations, Inclusion.
REFERENCES
Archer, D. (1999). Exploring “bullying” culture in the para-military organisation. International
Journal of Manpower, 20(1–2), 94–105. https://doi.org/10.1108/01437729910268687
Azmat, F., Fujimoto, Y., & Rentschler, R. (2015). Exploring cultural inclusion: Perspectives
from a community arts organisation. Australian Journal of Management, 40(2), 375–396.
https://doi.org/10.1177/0312896214525180
Dianne, P., Manstead, A. S. R., G. Stradling, S., & Reason, J. T. (1992). Intention to commit
driving violations: an application of the theory of planned behavior. American Psychology
Association Inc.
Dorczak, R., & Dorczak, R. (2011). School organisational culture and inclusive educational
leadership. Współczesne Zarządzanie = Contemporary Management Quarterly, 2, 45–55.
Economic, S., Weekly, P., & Mar, N. (1970). Review: Organisational Behaviour Reviewed Work
( s ): Organisation and Administration by Ishwar Dayal and Kamini Adhikari Review by :
Nita Published by : Economic and Political Weekly Stable URL : https://www.jstor.org/
stable/4359727 A conspicuous lapse. 5(11).
Hauptman, D. (2009). “When I Hear the Word ‘Culture,’ I Reach for my Pun!” Word Ways,
40(2), 26.
Lewin, K. (1946). Action Research and Minority Problems. Journal of Social Issues, 2(4), 34–https://doi.org/10.1111/j.1540-4560.1946.tb02295.x
Manstead, A. S. R., Parker, D., Stradling, S. G., Reason, J. T., & Baxter, J. S. (1992). Perceived
Consensus in Estimates of the Prevalence of Driving Errors and Violations. Journal of Applied
Social Psychology, 22(7), 509–530. https://doi.org/10.1111/j.1559-1816.1992.tb00987.x
Reason, J. (2004). Beyond the organisational accident: The need for “error wisdom” on the
frontline. Quality and Safety in Health Care, 13(SUPPL. 2), 28–33. https://doi.org/10.1136/
qshc.2003.009548
Thompson, S. (2017). Defining and measuring ‘inclusion’ within an organisation. K4D Helpdesk
Report.