Integrating People Issues and Cultural Aspects in Business Operations

The study reports on the 'people issues', national and organisational cultures, which are assessed within the financial services sector through archival research and quantitative methods, respectively. Naor, Linderman and Schroeder's (2010) Organisational Culture Dimensions Measurement (OCDM) is validated and used among a small sample of thirty nine data entries among employees within a banking and insurance organisation, CEMS Master in International Management and Bucharest University of Economic Studies alumni, working in finance/financial services sector. The correlation between the national and organisational cultures and the Operations Management (OM) decision preferences is examined. Some of the cultural dimensions of both types of culture revealed high both positive and negative correlations with the variables of the OM decision preferences. The results indicate that there is a potential for explaining the importance of culture in OM in times of change, inasmuch as culture may have relatively high positive or negative influence on the OM decision preferences.

Autorentext

MSc. in International Project Management and CEMS MIM, Diana Cuciureanu is co-founder of two non-governmental organisations, Tineri de Succes and Manieres, and a management consultant in various fields from CSR to IT, who was awarded an Excellency prize from an EU project developed by the Bucharest University of Economic Studies for this study.

Klappentext

The study reports on the 'people issues', national and organisational cultures, which are assessed within the financial services sector through archival research and quantitative methods, respectively. Naor, Linderman and Schroeder's (2010) Organisational Culture Dimensions Measurement (OCDM) is validated and used among a small sample of thirty nine data entries among employees within a banking and insurance organisation, CEMS Master in International Management and Bucharest University of Economic Studies alumni, working in finance/financial services sector. The correlation between the national and organisational cultures and the Operations Management (OM) decision preferences is examined. Some of the cultural dimensions of both types of culture revealed high both positive and negative correlations with the variables of the OM decision preferences. The results indicate that there is a potential for explaining the importance of culture in OM in times of change, inasmuch as culture may have relatively high positive or negative influence on the OM decision preferences.