This study addresses the issue of culture, acquisition and change in Serbia.
Specifically, the project focuses on a Serbian bank which has recently been taken over by a Greek bank and explores organisational culture in a Serbian bank. Culture can be an image created by its members. It is both a mask and an impersonation that appeals to people. However, it would be interesting to find out what is underneath that image and discover whether organisational culture is truly important to employees in the organisation under study here.
Culture comprises of values, beliefs, norms of behaviour, rituals and language.
The focus of the research is to explore the contribution of these elements to employees' satisfaction. Undoubtedly, satisfaction at work is the most important criteria and no monetary reward can compensate for the lack of contentment. It
is believed that culture is an important decider of the climate and the atmosphere in an organisation.
Chapter 1 will provide background information to the project and explain the
ideas behind the choice of this topic. This will include a description of the
banking sector and economy of Serbia.
Chapter 2 is dedicated to the literature review. The review will look at the process of acquisition, the concept of culture and how acquisition can be an
initiator of cultural change.
Chapter 3 discusses the methodology. A brief description of organisational history is followed by explanations of the techniques and methods used to collect and analyse primary data.
Chapter 4 contains the Data Analysis section. In order to achieve a greater understanding of the analysis, recurring ideas from interviews will be grouped under different sub-headings, such as: values and beliefs; norms of behaviour; language; heroes; rituals; cultural differences; system of culture and chaos of acquisition.
Chapter 5 contains the conclusion and recommendations. This section will provide an overview of the entire project; the main questions will be discussed in contrast to the findings of primary research and followed by a final evaluation
of research objectives and results.
[...] change in a Serbian organisation - II Table of contents I Abstract II Table of contents III List of figures IV Acknowledgments V Introduction CHAPTER Background Information to the project CHAPTER Literature Review Acquisition Change Culture Acquisition as catalyst of cultural change CHAPTER Methodology CHAPTER Analysis of the Data Values and beliefs Norms of behaviour Language Heroes Rituals and ceremonies Cultural differences System of culture and chaos of acquisition Summary CHAPTER Conclusion V REFERENCES Books Journals Articles Company Reports Research Internet Sources VI APPENDICES Appendix Organisational Background Appendix Political Background Appendix Interview with the General Director Interview with a Unit Manager - Experiencing acquisition through a process of cultural change in a Serbian organisation - III List of figures Figure Illustration of the current situation in the bank. [...]
[...] Yes, your opinion is all I needed - Experiencing acquisition through a process of cultural change in a Serbian organisation - Interview with a Unit Manager (introduction to what the project is about) Could you please tell me for how long you have been working at the bank and in what position? I have been working in the bank for about 10 years. I started as a junior assistant, now I am the manager of one of the units. Could you please describe the organisational culture, in terms of values, norms; how are the interpersonal relationships regulated? [...]
[...] In other words, what “should be done” becomes “what is done” - Experiencing acquisition through a process of cultural change in a Serbian organisation - Belief is a cognitive component of organisational culture which explains how the world functions and which cause and effect relationships exist between things and occurrences in reality. As these beliefs are frequently in people's subconsciousness, they can become programmed reactions. When people used them as automatic responses to the events in the environment, then there is less space for actually thinking about deeds and behaviour. [...]
[...] More detailed description of the concepts which occurred in the interviews will follow in the Data Analysis section - Experiencing acquisition through a process of cultural change in a Serbian organisation - CHAPTER 4 Chapter 4 is dedicated to the analysis of the data that was collected through the interviews with the employees of Atlas Bank. The Analysis section is divided into subheadings which correspond to different recurring topics that emerged from the interviews. The chapter will conclude with a brief summary of the findings Analysis of the Data This section seeks to interpret the data collected through the interviews into knowledge” about acquisitions as a framework for cultural changes in an organisation. [...]
[...] It is a layered phenomenon that flows through every vein of the organisation - Experiencing acquisition through a process of cultural change in a Serbian organisation - CHAPTER Conclusion This project has addressed the issues of culture and acquisition in a different cultural context. The concept of acquisition has been used as an initiator of change in organisational culture of Atlas Bank. The main attempts were to establish the role of culture before and after the acquisition of the bank; find out what are the implications and reactions of employees to cultural change and identify potential culture gaps and reasons of conflicts. [...]
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