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1、JournalofInterculturalManagementVol.1,No.1,April2009,pp.109–116CzesławZającUniwersytetEkonomicznyweWrocławiuChangeofcompanyorganizationalculture–premises,aimsandresults1.IntroductionContemporarycompaniesfunctioninthestateofperpetualchange.Changesoccurbothinthe
2、companyenvironmentandwithinthecompany.Thelatter,internalareaofchangesinvolvessuchelementsascompanystrategy,structure,technology,realandregulatoryprocesseswithhumanresourcemanagementinparticular,aswellasorganizationalculture.Organizationalcultureisanimportantel
3、ementoftheso-called‘softmanagement’sphere.‘Softattributesoforganization’,including,amongothers,people,managementstylesandvalues,areoftenregardedasmission-critical.Thisappliesinparticulartovaluesascorefactorsoforganizationalculture[Peters,Waterman2000,p.41].Cha
4、ngeofcompanyorganizationalculture,oftenreferredtoascompanyculturaltransformation,shouldbeperceivedasaparticularkindofchange.Thisisaresultof‘nature’oforganizationalcultureasthesubjectofchange,especiallyinthecontextoforganizationalculturebeingoftenregardedasoneo
5、fthecompanyassetsorresources.Propershapingofthisassetthroughtransformationallowsthecompanytostrategicallyadapttoitsturbulentenvironment1.Culturaltransformationofacompanyisadifficulttask,involvingamultitudeofcompoundproblems.Transformationresultsare,moreoftenth
6、annot,considerablydelayedintime.Addressingtheproblemsrequiresknowledge,extensiveexperience,patienceand,tosomeextent,intuitiononthepartofpersonnelresponsiblefor Strategicadaptationofacompanytoitsturbulentenvironment,intheauthor’sview,involvesanyactivitiesofrea
7、ctivecharacteronthepartofcompanymanagementthatemploycompanyresourcesinawaythatoffersfastandefficientresponsetoenvironmentalchangesthatmaychallengecompanycompetitiveadvantage.110CzesławZająccarryingouttheculturaltransformation.Keyfactorinthesuccessofsuchatransf
8、ormationistheintroductionofnewvaluesandnorms,aswellasanchoringthosenormsandvaluesinthemindsofemployeesandmanagerialcadres.Thisinturnrequirestransformationofthemindset,attitudesandb
