Nepotizmo raiškos organizacijoje modelis

Abstract

Šiame straipsnyje analizuojama nepotizmo raiška organizacijoje ir neigiamas reiškinio poveikis. Pristatomi straipsnio autorių atliktų empirinių tyrimų rezultatai. Remiantis straipsnio autorių atliktų tyrimų rezultatais ,suformuotas nepotizmo poveikio organizacijoje modelis. Suformuotą nepotizmo poveikio organizacijoje modelį sudaro keturi kertiniai akcentai, apimantys giminystės ryšiais susijusio asmens įdarbinimo procesus; teigiamą / neigiamą nepotizmo reiškinio vertinimą organizacijos atžvilgiu, nepotizmo poveikio zonas ir nepotizmo padarinius

Nepotism is presented quite selectively in studies, distinguishing socio-cultural aspects and positive and negative consequences for the development of viability of organizations. However, there is a lack of analysis of the phenomenon on the level of the development of management culture of the organization as an artificial system, in which natural social factor of nepotism would be implicated. This can be regarded as a drawback of the research and, together, the point of reference for further research. Positiveness of nepotism for business opportunities becomes apparent in employee search process, but in other processes of existence of organizations such benefits remain unproven if the organization uses wage-work, not family members’ work. In organizations that use wage-work, nepotism can be justified and is effective only on the stage of searching for employees. In other processes of organizational existence and management nepotism should be seen as a subjective and dysfunctional factor. Therefore, when modelling the effects of nepotic relations, formation of the module of the management culture, encompassing knowledge and creativity of management, the beginning condition of which is the results of theoretical studies and empirical research, becomes an exceptional factor in practice. When evaluating the intensity and quality of the internal communications in the practice of organizational activities, professionals’ opinion from the outside is relevant. The model can be used both in theoretical studies of the phenomenon, and in the management in organizational practice when hiring employees and evaluating the impact of clustering on organization’s processes