۱- Introduction and theoretical background

۲- Methodology

۳- Analysis and discussion

۴- Conclusion

References

Abstract

The manufacturing industry is still a significant economic sector and organizations try to make it attractive enough for their workforce, e.g. by motivating organizational culture. The aim of the paper is to present the results of a survey of organizational culture and its motivational potential in manufacturing organizations supporting sustainable manufacturing. Empirical exploration is based on Cartwright’s Nine Factors Methodology. The findings show that, generally, the subculture of the production workers has lower motivational potential than the subculture of non-production workers. At the same time production workers’ motivational potential decreases even more with the increasing length of service in the organization.

Introduction

and theoretical background The differences among social groups in terms of their behaviours and habits as well as underlying values have been recognised over time. Many times, the bigger groups are recognised as consisting of smaller ones with whom they exercise common values, but some are distinctive. For instance, in the past, they were hedonists when compared with stoics even thought they were perceived as in-group members of Greek philosophers, or Catholics and Protestants considered to be Christians. On the one hand, all those in-group members represent common values, beliefs or norms. On the other hand, in specific characteristics, typical of subcultures (members of smaller groups), they differ from each other. Similar analogy can be applied in many examples from various ways of life where individuals are members of various cultures and subcultures at the same time. One of the contexts with numerous subcultures is typical of the members’ interactions in working settings. Almost any organisation is far from being homogeneous, but consists of specific groups of employees [1]. An individual (employee) as part of the organisation’s culture is simultaneously part of a subculture, even of several subcultures. The subcultures stem from social, organisational, and individual characteristics of the employees [2]. Black [3] argues that, in such a case, they may embody occupational subcultures (e. g., traders, accountants, lawyers) and departmental subcultures (professionals located at different offices or with different product responsibilities). Schein [4] introduces the categorisation with regard to the executed assignments, similar experiences or the location within the organisational hierarchy.