M12 - Personnel Management; Executives; Executive CompensationReturn

This paper deals with the problems of organizational culture management and transfer. Current theoretical concepts of organizational culture are discussed in the first part, so that they can be used in the application part. The second part of the article is based on the results of a case study of an international retail company currently present on the Czech market. Primary qualitative research has been carried out as part of the case study in order to analyze several aspects of the organizational culture of the respective company and try to answer questions such as how the organizational culture is formulated, managed and transferred from the home to the host country and how it is perceived by employees, mainly front line employees. A discussion about the specific retail macro culture is performed over the example of the examined company. Even if the results of this case study cannot be generalized, they can serve as a continuation of the research work already performed by Elke Pioch and thus this case study can be compared to similar studies carried out in other retail markets such as in the UK and Germany.

This article deals with Talent Management, which is a current issue in Human Resources Management. The author follows the latest developments in Talent Management in the times of an economic crisis. Talent Management is undergoing interesting change, from highly specific programmes for talents and key employees to broadly oriented strategies; it means monitoring of internal potentials across the company.

This article describes the presence of women in the top corporate positions in the developed countries of Europe, U.S.A. and the Czech republic. The article compares the women representation with the cultural dimensions of Geert Hofstede. The author also describes the situation in the Czech republic, naming companies with the most favorable programs of equal opportunities.

The papers present problems of using of sociological empirical researchs in organizations. There are questions of cognition of organizations especially questions of behavior of employees. Author focus on differences of theoretical, empirical and common cognition and show, that this differences create mistakes of an assignment concrete empirical survey. Author see the resolution in the exact definition of purpose of survey.

This article deals with selected activities of human resource management and connects them with a new trend - temporary work. Afterwards this article focus work satisfaction, motivation, work stimulation, role of manager etc.

This article deals with the problem of the lack of talented employees across industries, from the low-tech to the high-tech, as well as across countries, from the developed to the developing ones. The author includes among the key causes the increase in 'intangible assets', ageing populations, exhausted and demoralized workforce, the mismatch between education and corporate needs, and errors in talent management.
The author sees possible solutions to this situation for corporations in searching for talents in 'unexplored' areas, for example among women and immigrants, approaching talents as soon as possible, employing more part-time and older workers, and finally offering employees more than just good salary - an interesting and demanding job, open two-way communication between the subordinate and the bosses and opportunities for employees' growth and development.

The paper deals with psychological and sociological characteristics of managerial activities. It analyses influence of culture on employee behavior and performance of managerial activities. The focus is on the influence of organizational culture and its specific consequences on the psychological and sociological level. Research findings from Misumi, Sinha and Ohio school are emphasized. Influences are analyzed on the levels of leading, goal setting, decision making, problem solving, motivating and intercultural competences of managers. Then the focus moves towards management of international teams, problem solving in teams and conditions of their success. The process of the development of international teams is analyzed as well as steps needed for a good team operation. The last part is devoted to the issue of intercultural negotiation in teams.