Multicultural team leaders under the conditions of globalisation process must understand that acquiring cultural awareness and diversity management skills is one of the premises for gaining competitive advantage and satisfying the employees´ need for social cohesion. The concept presented in this paper goes beyond standard understanding of what cultural diversity management means, as it is not perceived as a set of activities that a business as a whole should be responsible for, but encourage every leader to take responsibility for its own awareness firstly. After understanding that cross-cultural competence is a lifelong learning process it is possible to start recognising one’s own cultural mindset before attempting to recognise those of people from other cultures. At this point it is a right time to spread the experience amongst other team members or associates.
Lenka Pucikova, Paul Woolliscroft and Milos Cambal
Recent years have seen a lot of new management approaches for improving organizational performance such as: total quality management, flat organizations, empowerment, continuous improvement, reengineering, kaizen, team building, and so on. Business leaders today are forced to focus even more on the profitability of their business. During the last several years, companies have initiated Performance Management (PM) systems to improve the quality of their management. In many companies they have succeeded, but in quite a few they have failed. This article presents the importance of Human Resources Management (HRM) and employees as a key factor on success of the company. Authors report that people in organization are a key resource of performance of company. The aim of the article is to analyze literature review and findings of researches with the purpose of completing the PhD theses of authors.
Nowadays, the opportunity for companies to be involved in cluster initiatives and international business associations is a major factor that contributes to the increase of their innovative potential. Companies organized in technological clusters have greater access to mutual business contacts, faster information transfer and deployment of advanced technologies. These companies cooperate more frequently with universities and research - development institutions on innovative projects.
An important benefit of cluster associations is that they create a suitable environment for innovation and the transfer of knowledge by means of international cooperation and networking. This supportive environment is not easy to access for different small and mediumsized companies, who are not members of any clusters or networks. Supplier-customer business channels expand by means of transnational networks and exchanges of experience. Knowledge potential is broadened and joint innovative projects are developed. Reflecting the growing importance of clusters as driving forces of economic and regional development, a number of cluster policies and initiatives have emerged in the last few decades, oriented to encourage the establishment of new clusters, to support existing clusters, or to assist the development of transnational cooperation.
To achieve the goals of the Europe 2020 Strategy, European countries should have an interest in building strong clusters and developing cluster cooperation by sharing specialized research infrastructures and testing facilities and facilitating knowledge transfer for crossborder cooperation. This requires developing a long term joint strategy in order to facilitate the development of open global clusters and innovative small and medium entrepreneurs.
Petra Haršányová, Jaromíra Vaňová and Miloš Čambál
Corporate culture is defined as a set of ideas, attitudes, values and behaviour patterns, which are generally accepted and preferred in a company. Company performance is the company’s ability to achieve the best results through an evaluation of its assumptions. The article is focused on identifying factors in corporate culture, which changes can increase working satisfaction of employees through targeted shaping of corporate culture, which is ultimately reflected in the performance of the company as a whole.
Petra Urbanovičová, Justína Mikulášková and Miloš Čambál
The main objective of the paper is to describe the recommended values model of corporate culture and supporting business performance for industrial companies operating in the Slovak Republic. This model was developed on the basis of research results within the STU Project to support young researchers entitled “Changing the potential of the company´s success using the principles of spiral management and its impact on corporate culture”. The current paper is a part of submitted VEGA project No.1/0348/17 “The impact of the coexistence of different generations of employees on the sustainable performance of organisations”. This model will be the basis for defining corporate values and developing or changing corporate culture for the companies operating on or coming (from abroad) to the Slovak market. The characteristic features of the value model are simplicity, complexity and applicability. This model takes into account the current situation on the Slovak market. The values of this model have a different level of significance given and each value is defined by the specified principles.
Katarína Krajčovičová, Miloš Čambál and Sebastian Saniuk
The paper focuses on using competency models in industrial enterprises. This article deals with the theory of competencies, competency models and their utilization. Competency models are a key tool in human resource systems and practice. Managerial competencies enable employees to achieve results, thereby creating value. It follows that managerial competencies aligned with business objectives help foster an organization's success. Organizations must understand their core competency needs - the skills, knowledge, behaviors, and abilities that are necessary for people in key roles to deliver business results. The ability to identify the skills and competencies required for tomorrow’s industry leaders is essential for companies that hope to remain competitive. Identifying appropriate competencies helps senior managers in selecting, developing, and coaching future leaders, as well as mapping career paths and planning management succession.
Paul Woolliscroft, Dagmar Cagáňová, Miloš Čambál, Miriam Šefčíková and Joana Valery Kamenova
The globalisation phenomenon has been prevalent since the last decade of 20th century and remains a significant factor influencing both organisations and individuals today. Within a globalised business environment the effective management of multicultural aspects and differences has become imperative to ensure success. It is increasingly evident there is a need to develop a clear understanding of multicultural competencies in order to fully develop a strategic approach to human capital management (HCM). The adoption of a strategic approach is necessary to ensure a focus on the issues critical to success and competitive advantage including multicultural management, professional skills and knowledge management. This paper aims to identify the importance of intercultural management and the impact of globalisation upon international business.
Paul Woolliscroft, Dagmar Caganova, Milos Cambal and Jana Makraiova
The need to develop a clear understanding of multicultural competencies is essential to fully develop a strategic approach to human capital management (HCM). As Slovak workplaces become more diverse, culture and intercultural management has gained greater significance and the adoption of a strategic approach is now critical to the success and competitive advantage of the organisation. Moreover, it is necessary to address this field of management to ensure the high performance of organisations, especially those operating within a global setting. The focus of the research is on the identification of multicultural competencies in the context of Slovak industrial enterprises to measure and identify linkages between cultural aspects and the strategic business performance.
Veronika Videnová, Martin Beluský, Dagmar Cagáňová and Miloš Čambál
The aim of this paper is to highlight the issue of resolving conflicts within multicultural teams in industrial enterprises. The authors build upon the concept of multiculturalism which seeks for possible ways to enable different cultures to coexist and the means of communication between them. In the introduction, the authors explain the importance of increased attention and interest in the area of multiculturalism. Industrial enterprises nowadays are increasingly aware of this issue as they become more open to different cultures and they are confronted with intensive international migration and previously isolated societies become more pluralistic. As a result of these processes, individuals are more frequently in contact with members of different cultures.