Organizational Culture Power as a Factor of Governance Model Implementation

Angelina Dolgaya,Olga Kovbasyuk,Varvara Altunina,W Strielkowski,E Dvoryadkina,E Animitsa

doi:10.1051/e3sconf/202020806013

Abstract

The field this research focuses on is the interrelation between organizational culture power and the level of leader’s preferred management model implementation. The phenomenon of culture power has been defined by the authors, for the purpose of this research, as a coherence in perception of organizational culture by leader on one side, and employees, on the other side. The Total Quality Management concept has been applied in this research as a governance model. We discovered positive linear correlation between organizational culture power and the level of leader’s preferred governance model implementation. The study presents management models of a number of company GC ( group of companies) with more than 2000 employees in total and with 205 respondents participating in the research.

Highlights

In business environment, complexity exponential growth and speed of organizational reaction to it becomes a competitive advantage (Sadia, 2011; Kotter, 1995)
In order to distinguish the notion of a management model from a business model, we refer to the existing definitions of them
A management model is defined by Deming as a methodology of forecasting, planning, controlling and analysis, which is specific for each company, according to the theory of management (Deming, 1986), while other scholars identify a management model as a “managerial approach to design organizational structures and processes, assimilate conflicts, and integrate goals as an independent variable, and effective performance as a dependent variable”

Summary

Introduction

Complexity exponential growth and speed of organizational reaction to it becomes a competitive advantage (Sadia, 2011; Kotter, 1995). S., 2018) is a process of spontaneous accumulated change, one of the executives’ mastery skill is an art of matching company internal operations with rapidly changing external environment situation. In order to distinguish the notion of a management model from a business model, we refer to the existing definitions of them. A management model is defined by Deming as a methodology of forecasting, planning, controlling and analysis, which is specific for each company, according to the theory of management (Deming, 1986), while other scholars identify a management model as a “managerial approach to design organizational structures and processes, assimilate conflicts, and integrate goals as an independent variable, and effective performance as a dependent variable”

Methods

Results

Conclusion