Darbo tikslas: Įvertinti organizacinės kultūros formavimosi veiklą sporto organizacijoje. Darbo uždaviniai: 1. Išanalizuoti organizacinės kultūros teorinius aspektus. 2. Atskleisti esminius veiksnius formuojančius organizacinę kultūrą. 3. Įvertinti organizacinės kultūros formavimosi veiklą sporto organizacijoje. Tyrimo objektas. Organizacinės kultūros formavimo veikla. Tyrimo metodika. Buvo sudaryti 53 teiginiai, remiantis S.Fazli ir A.Alishahi 2012 metais darytais tyrimais Teherano (Iranas) organizacijose. Šie teiginiai buvo suskirstyti į 11 grupių pagal F. Z Jaghargh, H.Ghirbanpanah, S. E. Nabavi, A.Saboordavoodian ir Z. Farvardin (2012) atliktai tyrimais Mašado (Iranas) organizacijose, kad įvertinti organizacinę kultūra pagal šias 11 grupių: inovacijos ir pasirengimas rizikuoti, vadovavimas, vientisumas, vadovavimo parama, kontrolė, tapatumas, premijų sistema, konfliktų kompromisai, komunikacijos būdai, tobulėjimas, taisyklės. Išvados. 1. Organizacinė kultūra, tai savotiška ideologija, kurios pagalba pasiekiami tikslai. Jos esmė tokia, kad panaudojant tam tikrus simbolius, sukūrus tam tikras vertybes ir normas, atspindimos visos organizacijos narių bendros nuostatos, kaip reikia dirbti, kad organizacija klestėtų ir patenkintų jų (visų org. narių) poreikius. 2. Organizacinė kultūra gali formuotis savaime, veikiama išorinių ir vidinių veiksnių, arba ji keičiama dirbtinai, organizacijos darbuotojams, ir ypač vadovams realizuojant atitinkamas priemones. 3. Įvertinus... [toliau žr. visą tekstą] / Aim ot he study.: Assess the organizational culture of sports activities in the organization. Objectives: 1. To analyze the theoretical aspects of the organizational culture. 2. To reveal the key factors shaping the organizational culture. 3. Assess the organizational culture formation sports organization. Methods. . The study object. Organizational culture of activity. It was up 53 statements based on S.Fazli and A.Alishahi performed studies in 2012 Tehran (Iran) organizations. These statements were divided into 11 groups according to FZ Jaghargh, H.Ghirbanpanah, S. E Nabave, A.Saboordavoodian and Z.Farvardin of studies conducted in Mashad (Iran) organizations, to assess the organizational culture under the 11 groups (innovation and risk-taking, leadership, integrity, leadership, support, control, identity, bonus system, conflict compromise, communication techniques, development, rules). Conclusions. 1. Organizational culture is a kind of ideology, that allows achieving the objectives. Its essence is that the use of certain characters, the development of certain values and norms reflect all members of the organization general provisions on how to handle the organization to flourish and meet their needs. 2. Organizational culture can form spontaneously under the influence of external and internal factors, or it is replaced by an artificial, employees of the organization and, in particular managers realize the measures. 3. The assessment of organizational culture in the... [to full text]

This work deals with the corporate culture, its description, significance and corporate culture analysis in the hotel chain Hong Ngoc Hotel Group, especially the Hong Ngoc Dynastie hotel. The work is divided into three parts. Content of the theoretical part are basic knowledge about corporate culture, the author analyses the term of corporate culture, its basic features and types of corporate culture. The practical part is focused on the hotel chain Hong Ngoc Hotel Group, where the Hong Ngoc Dynastie hotel is introduced. The author concerned with the analysis and description of the corporate culture of two hotels -- Hong Ngoc Dynastie and XY located in Prague. The last part of the study is dedicated to comparing this two corporate culture and improvement proposals for Hong Ngoc Dynastie hotel to approach its goals to become one of respected hotels at international level.

Orientador: Daniel Jugend / Resumo: Considerada como o elemento que une normas e conjuntos de valores, ideais sociais ou crenças compartilhadas pelos membros de uma organização, a Cultura Organizacional (CO) pode estimular a inovação, na medida em que influencia hábitos, valores e comportamentos. Há estudos que relacionam CO à inovação de forma integrada, porém, a literatura ainda apresenta gaps sobre a compreensão entre as diferentes formas de CO e suas relações com a adoção da Open Innovation (OI), que é definida como o uso intencional de parcerias externas e internas à organização, com o objetivo de desenvolver inovações. A OI pode ser analisada por seus fluxos, ou práticas, que são o inbound e outbound. A literatura tem indicado diversas dimensões de cultura organizacional e maneiras de compreendê-la, por exemplo, níveis como artefatos, valores e pressupostos, características de culturas nacionais e sua relação com a cultura organizacional ou análise dos elementos que colaboram com a inovação. Este trabalho utilizou o modelo proposto por Cameron e Quinn (2006), que por meio do questionário, nomeado como OCAI - Organizational Culture Assessment Instrument, busca classificar a cultura organizacional predominante das empresas, classificando-as como adhocráticas, clãs, de mercado ou hierárquicas. O objetivo deste estudo foi investigar como o tipo de cultura organizacional pode impactar o desempenho inovador, por meio das práticas de OI inbound e outbound e moderado pelo desempenho do ecossistema de negócios. Po... (Resumo completo, clicar acesso eletrônico abaixo) / Abstract: Considered as the element that unites norms andsets of values, social ideals or beliefs shared by the members of an organization, Organizational Culture (CO) can stimulate innovation, insofar as it influences habits, values and behaviors. There are studies that relate CO to innovation in an integrated way, however, the literature still presents gaps on the understanding between the different forms of CO and their relationship with the adoption of Open Innovation (OI), which is defined as the intentional use of external partnerships and internal to the organization, with the aim of developing innovations. OI can be analyzed by its flows, or practices, which are inbound and outboundThe literature points out several dimensions of organizational culture and ways of understanding it, for example, levels such as artifacts, values and assumptions, characteristics of national cultures and their relationship with organizational culture or analysis of the elements that collaborate with innovation. This work used the model proposed by Cameron and Quinn (2009),which through a questionnaire, named as OCAI -Organizational Culture Assessment Instrument, seeks to classify the predominant organizational culture of companies, classifying them as adhocratic, clan, market or hierarchical. The aim of this study was to investigate how the organizational culture type can impact innovative performance, through inbound and outbound OI practices and moderated by the business ecosystemperformance.Throu... (Complete abstract click electronic access below) / Doutor