<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Godson   Ahiabor</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">THE IMPACT OF CORPORATE CULTURE ON PRODUCTIVITY OF FIRMS IN GHANA: A CASE OF VODAFONE GHANA</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate culture</style></keyword><keyword><style  face="normal" font="default" size="100%">face-to-face interviews</style></keyword><keyword><style  face="normal" font="default" size="100%">telecommunication and productivity</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">December/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1420576725.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">It is believed that many of the problems confronting leaders can be traced to their inability to analyze and evaluate organizational cultures. Thus, many leaders, when trying to implement new strategies or a strategic plan leading to a new vision, will discover that their strategies will fail if they are inconsistent with the organization's culture. Organizational culture does not only affect the manner in which managers manage and consequently shape employee behavior, but also the total output and the way it provides services to its customers. Corporate culture or organizational culture is the behavior of humans within an organization and the meaning that people attach to those behaviors. Culture includes the organization's vision, values, norms, systems, symbols, language, assumptions, beliefs, and habits. In addition, different individuals bring to the workplace their own uniqueness, knowledge, and ethnic culture. Corporate culture covers moral, social, and behavioral norms of one’s organization based on the values, beliefs, attitudes, and priorities of its members. The researcher can say that corporate culture does have a positive impact on the productivity of any organisation, and with Vodafone, it does increase its productivity. </style></abstract><issue><style face="normal" font="default" size="100%">3</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">173-182</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Jaromíra Vaňová</style></author><author><style face="normal" font="default" size="100%">Zdenka  Gyurák  Babeľová</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">DECLARATION OF CORPORATE VALUES BY MANAGERS AS A TOOL FOR ORGANISATIONAL PERFORMANCE MANAGEMENT</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">corporate culture</style></keyword><keyword><style  face="normal" font="default" size="100%">employees</style></keyword><keyword><style  face="normal" font="default" size="100%">performance</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965232.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Care of corporate culture formation is a prerequisite for corporate values promotion. Cultural norms and system of values provide an orientation to company members during managing and reviewing their behaviour and decision-making with regard to business objectives. If managers will accept corporate culture and values, and exemplary declare adopted values, it will influence satisfaction and performance of employees and also company performance. The contribution is a part of research project VEGA 1/0787/12 “The identification of sustainable performance key parameters in industrial enterprises within multicultural environment”. It is based on research realized in conditions of business practice in Slovakia. Article focuses on how are set, reviewed and promoted corporate goals and values in companies in Slovakia. There are presented introductory information related to company and employees’ performance and their relation to the corporate culture. The research was focused on reviewing how managers, through they acting in compliance with company mission and vision influence attitudes of employees. The contribution discusses the effect, which company can have from such a declaration of corporate values by managers in company. Therefore, in the article are presented, not only outcomes of this research, but also experience and recommendations of authors.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">120-125</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ferenc  Bognár</style></author><author><style face="normal" font="default" size="100%">Zoltán  Gaál</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">RETHINKING BUSINESS PROCESS MAINTENANCE RELATED TO CORPORATE CULTURE</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business process maintenance</style></keyword><keyword><style  face="normal" font="default" size="100%">corporate culture</style></keyword><keyword><style  face="normal" font="default" size="100%">maintenance strategy</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391887244.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Nowadays disciplines of maintenance management are widely applicable in other fields of science as well. This paper shows the possible uses of maintenance strategies in connection with inter-corporate cooperation by determining the relations between procurer and supplier. The objective of the paper is to support the CEOs in describing the business processes maintenance system and its attributes in the company. The research is based on a survey attended by the CEOs of more than 260 companies from different operational fields in Hungary. The basic theory of the research is that the inner operations of a company are driven by the principles of some sort of maintenance strategies or a combination of those. Based on this theory the research answers the question of whether these companies can be integrated into clusters and how they can conclude the expectation systems of the members of a certain cluster towards the suppliers. The paper also shows which corporate culture types are more or less resistant to different failure types of the business processes such as misuse fault, manufacturing fault, systematic fault, etc.
</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">16-25</style></section></record></records></xml>