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The hidden costs of "how" companies

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dc.title The hidden costs of "how" companies en
dc.contributor.author Slinták, Karel
dc.contributor.author Jurigová, Zuzana
dc.relation.ispartof Finance and Performance of Firms in Science, Education and Practice 2015
dc.identifier.isbn 978-80-7454-482-8
dc.date.issued 2015
dc.citation.spage 1335
dc.citation.epage 1345
dc.event.title 7th International Scientific Conference on Finance and Performance of Firms in Science, Education and Practice
dc.event.location Zlín
utb.event.state-en Czech Republic
utb.event.state-cs Česká republika
dc.event.sdate 2015-04-23
dc.event.edate 2015-04-24
dc.type conferenceObject
dc.language.iso en
dc.publisher Univerzita Tomáše Bati ve Zlíně (UTB)
dc.publisher Tomas Bata University in Zlín en
dc.relation.uri https://web.archive.org/web/20180722041033/http://www.ufu.utb.cz/konference/sbornik2015.pdf
dc.subject bureaucracy en
dc.subject freedom en
dc.subject leadership en
dc.subject management innovation en
dc.subject opportunity costs en
dc.subject organization culture en
dc.subject performance en
dc.description.abstract The article deals with the issue of hidden costs that arise from the traditional management model. With respect to this article, two techniques were used, namely quantitative research and literature analysis. Consequently, from the research, it can be predicted that most companies prefer a management principle which inclines more towards efficiency than to performance. This principle is a part of the traditional management system through which the organizational culture of "HOW" is implemented. The relevance of this culture directly increases with increasing organizational size. Nowadays, most large organizations employ a management system that suppresses human potential. This system is based on rules, orders and controls. Thus, the hidden costs of this model are apathetic staff, lost revenues and mainly work-related stress. These factors, which cause a lack of participation in the workplace, similarly lead to poor performance capacity on the part of companies. They negatively affect the overall productivity of the economy and cause considerable social costs. Therefore, a new management system based on the WHY culture will be suggested as an alternative to the traditional management system. This system, which releases initiative, creativity and enthusiasm, was investigated in the Toyota and FAVI companies. Its aim is to eliminate the negative consequences of the traditional management model. The key features of this model are autonomy, freedom and responsibility, all three of which enrich the system with the ability to learn iteratively from one's own mistakes. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1006498
utb.identifier.obdid 43873360
utb.identifier.wok 000374107300107
utb.source d-wok
dc.date.accessioned 2016-07-26T14:58:40Z
dc.date.available 2016-07-26T14:58:40Z
utb.contributor.internalauthor Slinták, Karel
utb.contributor.internalauthor Jurigová, Zuzana
utb.fulltext.affiliation Karel Slinták, Zuzana Jurigová Department of Enterprise Economics Faculty of Management and Economics Tomas Bata University in Zlín Czech Republic slintak@fame.utb.cz Department of Enterprise Economics Faculty of Management and Economics Tomas Bata University in Zlín Czech Republic zjurigova@fame.utb.cz
utb.fulltext.dates -
utb.fulltext.faculty Faculty of Management and Economics
utb.fulltext.faculty Faculty of Management and Economics
utb.fulltext.ou Department of Business Administration
utb.fulltext.ou Department of Business Administration
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