{"id":8574,"date":"2022-12-21T06:31:07","date_gmt":"2022-12-21T05:31:07","guid":{"rendered":"https:\/\/www.euroekonom.sk\/?p=8574"},"modified":"2024-05-13T14:58:08","modified_gmt":"2024-05-13T12:58:08","slug":"podnikova-kultura-subkultura-a-kontrakultura","status":"publish","type":"post","link":"https:\/\/www.vrtulniky.sk\/news\/podnikova-kultura-subkultura-a-kontrakultura\/","title":{"rendered":"Podnikov\u00e1 kult\u00fara, subkult\u00fara a kontrakult\u00fara"},"content":{"rendered":"<h2>Podnikov\u00e1 kult\u00fara<\/h2>\n<p>\u201ePodnikov\u00e1 kult\u00fara je s\u00fahrnom toho, ako podnik skuto\u010dne funguje, pracuje, nako\u013eko sa vedenie podarilo zamestnanca z\u00edska\u0165 pre svoje z\u00e1mery a ciele a presadi\u0165 vypracovan\u00fa identitu. Podnikov\u00e1 kult\u00fara znamen\u00e1 ako sa dar\u00ed v ka\u017edodennej praxi realizova\u0165 predstavy a predsavzatia ved\u00facich pracovn\u00edkov, rozhoduje v kone\u010dnom d\u00f4sledku o na\u0161ej ponuke z\u00e1kazn\u00edkom. Vych\u00e1dza predov\u0161etk\u00fdm z konkr\u00e9tnej vn\u00fatornej situ\u00e1cie, komunik\u00e1cie a vz\u0165ahu medzi zamestnanci.<a href=\"#_ftn1\" name=\"_ftnref1\">[1]<\/a>\u201c<br \/>\nPodnikov\u00e1 kult\u00fara vyjadruje charakter, duch podniku, vn\u00fatorn\u00e9 pravidl\u00e1 hry, ktor\u00e9 ovplyv\u0148uj\u00fa myslenie a konanie pracovn\u00edkov, ale aj celkov\u00fa atmosf\u00e9ru, v ktorej prebieha v\u0161etekk vn\u00fatropodnikov\u00fd \u017eivot.<a href=\"#_ftn2\" name=\"_ftnref2\">[2]<\/a>\u201c<br \/>\nPresn\u00e9 vymedzenie podnikovej kult\u00fary je \u0165a\u017ek\u00e9, \u010do ukazuj\u00fa aj nasleduj\u00face defin\u00edcie niektor\u00fdch autorov, ktor\u00ed sa danou problematikou zaoberaj\u00fa. Z ve\u013ek\u00e9ho mno\u017estva defin\u00edci\u00ed s\u00fa uveden\u00e9 najzn\u00e1mej\u0161ie.<br \/>\nKa\u017ed\u00fd podnik je ch\u00e1pan\u00fd ako v\u00fdrobn\u00fd, ale aj ako soci\u00e1lny syst\u00e9m . Ako celok je podnik v\u017edy s\u00fa\u010das\u0165ou ur\u010dit\u00e9ho typu podnikov\u00e9ho syst\u00e9mu. Podnikov\u00e1 kult\u00fara je ve\u013emi \u0161irok\u00fd pojem , ktor\u00fd v sebe zah\u0155\u0148a tak\u00e9 \u0161pecifik\u00e1, ako s\u00fa n\u00e1rodn\u00e1 kult\u00fara, \u013eudov\u00e1 kult\u00fara, kres\u0165ansk\u00e1 kult\u00fara a firemn\u00e9 kult\u00fara. Firemn\u00fa kult\u00faru je mo\u017en\u00e9 ch\u00e1pa\u0165 ako riadiaci zlo\u017eku podniku. Mala by by\u0165 nie\u010d\u00edm, \u010do zjednocuje a z\u00e1rove\u0148 by sa na jej tvorbe mal podie\u013ea\u0165 ka\u017ed\u00fd, kto v podniku pracuje.<a href=\"#_ftn3\" name=\"_ftnref3\">[3]<\/a>\u201c<br \/>\n\u201eNajv\u00e4\u010d\u0161\u00edm nebezpe\u010denstvom, ako porozumie\u0165 kult\u00fare, je zjednodu\u0161i\u0165 ju. Je l\u00e1kav\u00e9 poveda\u0165, \u017ee kult\u00fara je len cesta, pomocou ktorej rob\u00edme veci v spolo\u010dnosti, napr\u00edklad ceremoni\u00e1ly, ritu\u00e1ly na\u0161ej spolo\u010dnosti, kl\u00edma spolo\u010dnosti, odme\u0148ova\u0165 syst\u00e9m, z\u00e1kladn\u00e9 hodnoty spolo\u010dnosti at\u010f.<a href=\"#_ftn4\" name=\"_ftnref4\">[4]<\/a>\u201c<br \/>\n\u201ePodnikov\u00e1 kult\u00fara vyjadruje ur\u010dit\u00fd charakter firmy, celkov\u00fa atmosf\u00e9ru, ovzdu\u0161ie, vn\u00fatorn\u00fd \u017eivot ovplyv\u0148uj\u00face myslenie a spr\u00e1vanie spolupracovn\u00edkov firmy. Niekedy hovor\u00edme tie\u017e o firemnom spr\u00e1van\u00ed, ktor\u00e9 je firemnou kult\u00farou ovplyv\u0148ovan\u00e9 \u010di ur\u010dovan\u00e9. Podnikov\u00e1 kult\u00fara zah\u0155\u0148a :<\/p>\n<ul>\n<li>p\u00f4sobenie firmy a jej pracovn\u00edkov navonok,<\/li>\n<li>vz\u0165ahy medzi zamestnancami, ich myslenie, vzorce spr\u00e1vania,<\/li>\n<li>celkov\u00e1 kl\u00edma firmy,<\/li>\n<li>\u010do je pova\u017eovan\u00e9 za klady a \u010do za z\u00e1pory,<\/li>\n<li>hodnoty zdie\u013ean\u00e9 v\u00e4\u010d\u0161inou pracovn\u00edkmi.<a href=\"#_ftn5\" name=\"_ftnref5\">[5]<\/a>\u201c<\/li>\n<\/ul>\n<p>Kult\u00fara je spolo\u010dn\u00fdm javom a v pr\u00edpade firemnej kult\u00fary sa toto zdie\u013eanie kon\u00e1 na \u00farovni organiz\u00e1cie. Jednotlivci v kult\u00fare sa l\u00ed\u0161ia, a to je najmenej do istej miery produktom rozdielnosti pov\u00e1h. Kult\u00fara m\u00f4\u017ee vies\u0165 k tomu, \u017ee jedna skupina \u013eud\u00ed sa chov\u00e1, mysl\u00ed a dokonca vyzer\u00e1 inak ako druh\u00e1. Tieto odli\u0161n\u00e9 skupiny m\u00f4\u017eu ma\u0165 rozdielne n\u00e1zory, rozdielne hodnoty a rozdielnu interpret\u00e1ciu vec\u00ed okolo sebe.<br \/>\n\u201eZnalosti a zvy\u0161uj\u00face sa povedomie o podnikovej kult\u00fare v\u00fdznamne ovplyvnilo mana\u017e\u00e9rske myslenie a konanie v uplynul\u00fdch desa\u0165ro\u010diach. Mana\u017e\u00e9ri by mali by\u0165 pr\u00edstupn\u00ed nasleduj\u00facim my\u0161lienkam:<\/p>\n<ul>\n<li>by\u0165 si vedom\u00ed, \u017ee v\u00e4\u010d\u0161ina \u013eud\u00ed pozer\u00e1 na organiz\u00e1cie z jedn\u00e9ho h\u013eadiska alebo z obmedzen\u00e9ho po\u010dtu h\u013ead\u00edsk a to, \u010do my vid\u00edme, je silne ovplyvnen\u00e9 touto \u0161o\u0161ovkou,<\/li>\n<li>uva\u017eova\u0165 o ich aspektoch a v\u00edta\u0165 alebo robi\u0165 pokusy s in\u00fdmi, ktor\u00e9 m\u00f4\u017eu osvetli\u0165 star\u00e9 organiza\u010dn\u00e9 probl\u00e9my a m\u00f4\u017eu vies\u0165 k etape nov\u00fdch rie\u0161en\u00ed,<\/li>\n<li>by\u0165 citliv\u00fd k podnikovej kult\u00fare ako k nevyhnutn\u00e9mu predpokladu \u00faspe\u0161n\u00e9ho riadenia zmeny ,<\/li>\n<li>by\u0165 si vedom\u00fd toho, \u017ee kult\u00fara sa men\u00ed a m\u00f4\u017ee sa meni\u0165, ale je pravdepodobn\u00e9, \u017ee k dosiahnutiu \u00faspechu bude potrebn\u00e9 pou\u017ei\u0165 kult\u00farnych n\u00e1strojov,<\/li>\n<li>pochopi\u0165, \u017ee v\u0161etko, \u010do \u010dlovek rob\u00ed, nos\u00ed alebo hovor\u00ed, so sebou nesie symbolick\u00fd v\u00fdznam a vysiela posolstvo zamestnancom, pochopenie sp\u00f4sobu, ak\u00fdm sa vyklad\u00e1 toto posolstvo, by sa mohlo uk\u00e1za\u0165 ako ve\u013emi cenn\u00e9,<\/li>\n<li>zmieri\u0165 sa s t\u00fdm, \u017ee mnoho organiza\u010dn\u00fdch rut\u00edn sa st\u00e1va vskutku ritu\u00e1lnymi a \u017ee maj\u00fa iba symbolick\u00fd v\u00fdznam.<a href=\"#_ftn6\" name=\"_ftnref6\">[6]<\/a>\u201c<\/li>\n<\/ul>\n<h2>Siln\u00e1 podnikov\u00e1 kult\u00fara<\/h2>\n<p><em>\u201e<\/em>Cie\u013eom podnikovej kult\u00fary je dosiahnu\u0165, aby sa pracovn\u00edci osobne identifikovali<br \/>\ns takou \u010dinnos\u0165ou podniku, ktor\u00e1 smeruje k jeho prosperite a \u0161\u00edreniu dobr\u00e9ho mena.<a href=\"#_ftn7\" name=\"_ftnref7\">[7]<\/a>\u201c<br \/>\nSiln\u00e1 podnikov\u00e1 kult\u00fara sa vyzna\u010duje t\u00fdm, \u017ee krit\u00e9ri\u00e1 spr\u00e1vania sa na pracovisku s\u00fa jednozna\u010dn\u00e9 a zrozumite\u013en\u00e9. V\u00e4\u010d\u0161ina kolekt\u00edvu ich prijala a dodr\u017eiava tieto krit\u00e9ria. Podnikov\u00e1 kult\u00fara usmer\u0148uje jednanie \u013eud\u00ed v podniku a v\u00fdrazne ovplyv\u0148uje fungovanie spolo\u010dnosti. V takomto podniku neb\u00fdva ve\u013ea nariaden\u00ed a pokynov. Podnikov\u00e1 kult\u00fara tu zast\u00e1va regula\u010dn\u00fa funkciu. Dokazuje mimoriadnu schopnos\u0165 ovplyv\u0148ova\u0165 charakter a priebeh v\u0161etk\u00fdch podstatn\u00fdch javov v podniku.<br \/>\n\u201eKrit\u00e9ria silnej podnikovej kult\u00fary:<\/p>\n<ul>\n<li>jasnos\u0165 a zrete\u013enos\u0165 &#8211; jednotliv\u00e9 oblasti podnikovej kult\u00fary musia jasne, preh\u013eadne a zrozumite\u013ene d\u00e1va\u0165 spolupracovn\u00edkom najavo, ak\u00e9 konanie je po\u017eadovan\u00e9, ktor\u00e9 aktivity s\u00fa nutn\u00e9, \u017eiaduce, ktor\u00e9 s\u00fa e\u0161te akceptovate\u013en\u00e9 a ktor\u00e9 s\u00fa \u00faplne vyl\u00fa\u010den\u00e9 a neprijate\u013en\u00e9;<\/li>\n<li>roz\u0161\u00edrenos\u0165 &#8211; je nevyhnutn\u00e9, aby v\u0161etci spolupracovn\u00edci boli s jej jednotliv\u00fdmi prvkami nielen dostato\u010dne obozn\u00e1men\u00ed, ale aby sa stret\u00e1vali s ich existenciou v ka\u017edej situ\u00e1cii, v ka\u017edom okamihu a na ka\u017edom mieste;<\/li>\n<li>zakotvenie &#8211; vyjadruje mieru identifik\u00e1cie a internaliz\u00e1cie r\u00f4znych podnikov\u00fdch hodn\u00f4t, vzorcov a noriem rokovania.<a href=\"#_ftn8\" name=\"_ftnref8\">[8]<\/a>\u201c<\/li>\n<\/ul>\n<h2>Prednosti a nedostatky silnej podnikovej kult\u00fary<\/h2>\n<p>\u201eSiln\u00e1 podnikov\u00e1 kult\u00fara sa prejavuje mimoriadnou schopnos\u0165ou ovplyv\u0148ova\u0165 charakter a priebeh v\u0161etk\u00fdch d\u00f4le\u017eit\u00fdch procesov vo firme.<a href=\"#_ftn9\" name=\"_ftnref9\">[9]<\/a>\u201c<br \/>\nPod\u013ea Novotn\u00e9ho (1993, s. 29) je mo\u017en\u00e9 dosiahnu\u0165 ju prostredn\u00edctvom nasledovn\u00fdch prednosti a nedostatkov:<\/p>\n<table>\n<tbody>\n<tr>\n<td width=\"307\"><strong>Prednosti<\/strong><\/td>\n<td width=\"307\"><strong>Nedostatky<\/strong><\/td>\n<\/tr>\n<tr>\n<td width=\"307\">jasn\u00fd a preh\u013eadn\u00fd poh\u013ead na firmu<\/td>\n<td width=\"307\">tendencia k uzavretosti podnikov\u00e9ho syst\u00e9mu<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">bezkonfliktn\u00e1 komunik\u00e1cia<\/td>\n<td width=\"307\">trad\u00edcie a nedostatok flexibility<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">r\u00fdchle rie\u0161enie a rozhodnutia<\/td>\n<td width=\"307\">blokovanie nov\u00fdch strat\u00e9gi\u00ed<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">r\u00fdchla implement\u00e1cia inov\u00e1ci\u00ed<\/td>\n<td width=\"307\">kolekt\u00edvna snaha vyhn\u00fa\u0165 sa kritike<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">m\u00e1lo form\u00e1lnych predpisov<\/td>\n<td width=\"307\">vynucovanie konformity za ka\u017ed\u00fa cenu<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">ni\u017e\u0161ie n\u00e1roky na kontrolu<\/td>\n<td width=\"307\">zlo\u017eit\u00e1 adapt\u00e1cia nov\u00fdch pracovn\u00edkov<\/td>\n<\/tr>\n<tr>\n<td width=\"307\">vysok\u00e1 istota a d\u00f4vera spolupracovn\u00edkov<\/td>\n<td width=\"307\"><\/td>\n<\/tr>\n<tr>\n<td width=\"307\">vysok\u00e1 motiv\u00e1cia<\/td>\n<td width=\"307\"><\/td>\n<\/tr>\n<tr>\n<td width=\"307\">n\u00edzka fluktu\u00e1cia<\/td>\n<td width=\"307\"><\/td>\n<\/tr>\n<tr>\n<td width=\"307\">zna\u010dn\u00e1 identifik\u00e1cia s podnikom, lojalita<\/td>\n<td width=\"307\"><\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<p>Zdroj: Nov\u00fd, I. 1993. <em>Podnikov\u00e1 kult\u00fara a identita<\/em>. Praha : V\u0160E, 1993, 97 s. ISBN 80-7079-159-4. s. 29.<br \/>\nM\u00f4\u017eeme poveda\u0165, \u017ee \u201eak sa maj\u00fa vyu\u017ei\u0165 vo firme prednosti silnej podnikovej kult\u00fary, mus\u00ed t\u00e1to kult\u00fara vych\u00e1dza\u0165 z poslania a funkcie firmy, z\u00e1rove\u0148 v\u0161ak mus\u00ed by\u0165 otvoren\u00e1 a pripraven\u00e1 reagova\u0165 na zmeny vonkaj\u0161ieho a vn\u00fatorn\u00e9ho prostredia.<a href=\"#_ftn10\" name=\"_ftnref10\">[10]<\/a>\u201c<br \/>\nJe v\u0161eobecne ch\u00e1pan\u00e1 ako kult\u00fara, charakteristick\u00e1 svojou vyhranenos\u0165ou, stabilitou a vysokou mierou zdie\u013eania a re\u0161pektovanie ur\u010dit\u00fdch predpokladov, hodn\u00f4t a noriem v r\u00e1mci firmy. Siln\u00e1 kult\u00fara m\u00e1 vplyv na v\u00fdkonnos\u0165 firmy pozit\u00edvne, ale tie\u017e aj negat\u00edvne.<\/p>\n<h2>Subkult\u00fara a kontrakult\u00fara<\/h2>\n<p>Podnikov\u00e1 kult\u00fara nepredstavuje jednoliaty monosyst\u00e9m a vo v\u00e4\u010d\u0161ine firiem existuj\u00fa aj kult\u00fary jednotliv\u00fdch \u00fatvarov tzv. subkult\u00fary, oby\u010dajne v rozdielnych funk\u010dn\u00fdch skupin\u00e1ch alebo hierarchi\u00e1ch, pri\u010dom dominantn\u00e1 podnikov\u00e1 kult\u00fara zastre\u0161uje jednotliv\u00e9 subkult\u00fary.<br \/>\n\u201eZah\u0155\u0148a s\u00fabor \u0161pecifick\u00fdch noriem, hodn\u00f4t, vzorov spr\u00e1vania a \u017eivotn\u00fd \u0161t\u00fdl, ktor\u00fd charakterizuje ur\u010dit\u00fa skupinu v r\u00e1mci \u0161irok\u00e9ho spolo\u010denstva, pr\u00edpadne tzv. dominantnej \u010di hlavnej kult\u00fary, kam t\u00e1to skupina patr\u00ed (je jej kon\u0161titut\u00edvnou s\u00fa\u010das\u0165ou).<a href=\"#_ftn11\" name=\"_ftnref11\">[11]<\/a>\u201c<br \/>\nKult\u00fara spravidla t\u00fdkaj\u00faca sa skupiny, ktor\u00e1 sa l\u00ed\u0161i od glob\u00e1lnej kult\u00fary spolo\u010dnosti predov\u0161etk\u00fdm hodnotami, normami, \u0161peci\u00e1lnou \u0161trukt\u00farou, pr\u00edpadne sp\u00f4sobom \u017eivota a spr\u00e1vania svojich pr\u00edslu\u0161n\u00edkov. Stabilizovan\u00e1 \u0161trukt\u00fara spolo\u010dnosti si vytv\u00e1ra postupne cel\u00fd syst\u00e9m subkult\u00far. \u010casto pou\u017e\u00edvame term\u00edn subkult\u00fara v s\u00favislosti s ml\u00e1de\u017eou (integrovan\u00fd svet hodn\u00f4t, noriem a symbolov, ktor\u00e9 charakterizuje spr\u00e1vanie ml\u00e1de\u017ee).<br \/>\nPod\u013ea s\u00fa\u010dasn\u00fdch n\u00e1zorov stabilizovan\u00e1 \u0161trukt\u00fara spolo\u010dnosti si vytv\u00e1ra postupne cel\u00fd syst\u00e9m subkult\u00far, ktor\u00e9 sa skladaj\u00fa so \u0161pecifick\u00e9ho s\u00fahrnu noriem spr\u00e1vania a z vonkaj\u0161\u00edch symbolov, spojen\u00fdch s ur\u010ditou spolo\u010denskou skupinou. Pr\u00edslu\u0161nos\u0165 k ur\u010ditej spolo\u010denskej skupine sa st\u00e1va v s\u00fa\u010dasnej spolo\u010dnosti pozorovate\u013en\u00e1 pr\u00e1ve prostredn\u00edctvom spr\u00e1vania sa (napr. \u017eivotn\u00fd \u0161t\u00fdl, kult\u00farne potreby, sp\u00f4sob tr\u00e1venia vo\u013en\u00e9ho \u010dasu, at\u010f.), alebo symbolu (napr. slovn\u00e1 z\u00e1soba, pou\u017e\u00edvan\u00e9 obraty v re\u010di a i.).<br \/>\nSubkult\u00fara danej spolo\u010denskej skupiny smeruje k vytv\u00e1raniu vlastn\u00fdch \u0161pecifick\u00fdch noriem, ktor\u00e9 nie v\u017edy zodpovedaj\u00fa &#8222;hlavnej&#8220; kult\u00fare (kult\u00fare celej spolo\u010dnosti). V d\u00f4sledku toho vznikaj\u00fa mo\u017enosti spolo\u010densk\u00fdch protire\u010den\u00ed, ba aj konfliktov, pozit\u00edvnym rie\u0161en\u00edm ktor\u00fdch je v\u00fdvoj spolo\u010dnosti.<br \/>\nSubkult\u00fara ch\u00e1pan\u00e1 ako v\u00fdsledok konfliktu jednej alebo viacer\u00fdch skup\u00edn s glob\u00e1lnou spolo\u010dnos\u0165ou, resp. s ofici\u00e1lnou spolo\u010dnos\u0165ou vtedy hovor\u00edme o <em>kontrakult\u00fare. <\/em>Kontrakult\u00fara je potom s\u00edce ve\u013emi bl\u00edzka svojimi znakmi subkult\u00fare, prakticky vyrast\u00e1 z nej, ale obe mo\u017eno analyticky pr\u00edsne rozli\u0161ova\u0165 a oddeli\u0165. Jestvuje i mo\u017enos\u0165 prerastania subkult\u00fary do kontrakult\u00fary a naopak.<\/p>\n<h2>Kontrakult\u00fara<\/h2>\n<p>\u201ePova\u017eujeme ju za kontrastn\u00fd, opa\u010dn\u00fd typ kult\u00fary; resp. subkult\u00fary vzh\u013eadom k prevl\u00e1daj\u00facemu, dominantn\u00e9mu, ofici\u00e1lnemu typu v danej spolo\u010dnosti. Je pre \u0148u typick\u00fd je nes\u00fahlas s normami, hodnotami a ideami ofici\u00e1lnej kult\u00fary, z\u00e1rove\u0148 ale z\u00e1vislos\u0165 na nej, lebo len v jej r\u00e1mci m\u00e1 kontrakult\u00fara zmysel a jej z\u00e1kladn\u00e9 premisy s\u00fa zrozumite\u013en\u00e9 a realizovate\u013en\u00e9.<a href=\"#_ftn12\" name=\"_ftnref12\">[12]<\/a>\u201c<br \/>\nJe ch\u00e1pan\u00e1 ako v\u00fdsledok konfliktu jednej alebo viacer\u00fdch skup\u00edn s glob\u00e1lnou spolo\u010dnos\u0165ou, resp. s ofici\u00e1lnou spolo\u010dnos\u0165ou a dominantnou kult\u00farou. Je s\u00edce ve\u013emi bl\u00edzka svojimi znakmi subkult\u00fare, prakticky vyrast\u00e1 z nej, ale obe mo\u017eno analyticky pr\u00edsne rozli\u0161ova\u0165 a oddeli\u0165. Existuje mo\u017enos\u0165 prerastania subkult\u00fary do kontrakult\u00fary a naopak.<\/p>\n<h2> Zdroje a literat\u00fara<\/h2>\n<p><a href=\"#_ftnref1\" name=\"_ftn1\">[1]<\/a> FORET, M. 1997. <em>Marketingov\u00e1 komunikace<\/em>. 1. vyd. Brno : Masarykova univerzita, 1997. 443 s. ISBN 80-251-1041-9. s. 57.<br \/>\n<a href=\"#_ftnref2\" name=\"_ftn2\">[2]<\/a> \u0160IGUT, Z. 2004. <em>Firemn\u00ed kultura a lidsk\u00e9 zdroje<\/em>. 1. vyd. Praha : Aspi Publishing, 2004. 88 s. ISBN 80-7357-046-07. s. 9.<br \/>\n<a href=\"#_ftnref3\" name=\"_ftn3\">[3]<\/a> \u010cIHOVSK\u00c1, V. 2001. <em>Firemn\u00ed imid\u017e<\/em>. 1. vyd. Bratislava : Eurounion, 2001. 136 s. ISBN 80-88984-24-6. s. 38.<br \/>\n<a href=\"#_ftnref4\" name=\"_ftn4\">[4]<\/a> SCHEIN, E. H. 2009. <em>The corporate culture survival guide<\/em>. San Francisco : John Wiley &amp; sons,Inc, 2009. 256 s. ISBN 978-0-470-29371-3. s. 21.<br \/>\n<a href=\"#_ftnref5\" name=\"_ftn5\">[5]<\/a> VYSEKALOV\u00c1, J., MIKE\u0160, J. 2009. <em>Image a firemn\u00ed identita<\/em>. 1. vyd. Praha : Grada Publishing, 2009. 190 s. ISBN 978-80-247-2790-5. s. 67.<br \/>\n<a href=\"#_ftnref6\" name=\"_ftn6\">[6]<\/a> BROOKS, I. 2003. <em>Firemn\u00ed kultura jedince, skupiny, organizace a jejich chov\u00e1n\u00ed<\/em>. 1. vyd. Brno : Computer Press, 2003. 296 s. ISBN 80-7226-763-9. s. 233.<br \/>\n<a href=\"#_ftnref7\" name=\"_ftn7\">[7]<\/a> KACH\u0147\u00c1KOV\u00c1, A. &#8211; SZARKOV\u00c1, M. &#8211; THOMASOV\u00c1, E. 1997. <em>Podnikov\u00e1 kult\u00fara<\/em>. Bratislava : Vydavate\u013estvo Ekon\u00f3m, 1997. 89 s. ISBN 80-225-0870-5. s. 13.<br \/>\n<a href=\"#_ftnref8\" name=\"_ftn8\">[8]<\/a> \u0160IGUT, Z. 2004. <em>Firemn\u00ed kultura a lidsk\u00e9 zdroje<\/em>. 1.vyd. Praha : Aspi Publishing, 2004. 88 s. ISBN 80-7357-046-07. s. 16.<br \/>\n<a href=\"#_ftnref9\" name=\"_ftn9\">[9]<\/a> ZORK\u00d3CIOV\u00c1, O. a kol. 2007. <em>Corporate identity II<\/em>. Bratislava : Vydavate\u013estvo Ekon\u00f3m, 2007. 282 s. ISBN 978-80-225-2336-3. s. 172.<br \/>\n<a href=\"#_ftnref10\" name=\"_ftn10\">[10]<\/a> KACH\u0147\u00c1KOV\u00c1, A. &#8211; SZARKOV\u00c1, M. &#8211; THOMASOV\u00c1, E. 1997. <em>Podnikov\u00e1 kult\u00fara<\/em>. Bratislava : Vydavate\u013estvo Ekon\u00f3m, 1997. 89 s. ISBN 80-225-0870-5. s. 15.<br \/>\n<a href=\"#_ftnref11\" name=\"_ftn11\">[11]<\/a> BOUCOV\u00c1, Z. 2006. <em>\u00davod do sociol\u00f3gie<\/em>. Pre\u0161ov : Katedra politol\u00f3gie FF Pre\u0161ovskej univerzity. 2006. s. 97.<br \/>\n<a href=\"#_ftnref12\" name=\"_ftn12\">[12]<\/a> ONDREJKOVI\u010c, P.- BREZ\u00c1K, J. &#8211; VL\u010cKOV\u00c1,M. 1999. Soci\u00e1lna patol\u00f3gia ako predmet pozornosti soci\u00e1lnej pr\u00e1ce pedagogiky a vychov\u00e1vate\u013estva. Bratislava : PFUK, 1999. 1384 s. ISBN 80-88868-47-5. s. 98.<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Podnikov\u00e1 kult\u00fara \u201ePodnikov\u00e1 kult\u00fara je s\u00fahrnom toho, ako podnik skuto\u010dne funguje, pracuje, nako\u013eko sa vedenie podarilo zamestnanca z\u00edska\u0165 pre svoje z\u00e1mery a ciele a presadi\u0165 &hellip; <\/p>\n","protected":false},"author":15,"featured_media":24957,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[551,52],"tags":[],"class_list":["post-8574","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-podnikam","category-podnikanie"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Podnikov\u00e1 kult\u00fara, subkult\u00fara a kontrakult\u00fara<\/title>\n<meta name=\"description\" content=\"Podnikov\u00e1 kult\u00fara, siln\u00e1 podnikov\u00e1 kult\u00fara, subkult\u00fara a kontrakult\u00fara. 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