INNOVATIVE OPPORTUNITIES FORCORPORATE CULTURE IN ZALA COUNTY
Abstract
The population in our country has been steadily decreasing since the early 1980s due to the decreasing birth rate and the increasing mortality rate. The healthy organizational model also includes elements that can be put into practice. It brings together the economic needs of an institution, the commitment and satisfaction of its employees, and customer satisfaction. Lean management has been studied by healthcare providers, car manufacturers and other industries. My research is novel because it draws parallel between the tools of corporate culture, the internal organizational structure and the "healthy operation" of a human resource organization serving it in the case of small and medium-sized businesses and institutions. The empirical research involves how the activity provided by employers develops and what impacts affect the employee by including the population in Zala County. My research examines the extent to which lean management tools can be implanted in practice, how dominant the type of leader is and how the type of recognition affects the health and motivation of the employee. The empirical research took place in Zala County, where a quantitative research was performed using questionnaires. The sample population that we calculated involved 508 people, of which 49% were male and 51% female. The survey represented the active workers in the county by gender. The
relation between lean management and health promotion throws new light on the efficiency of corporate culture levels. The problem may arise from the fact that the organizational culture in lean management is far from having feudalistic hierarchy and culture, unlike several institutions and small and medium-sized enterprises. In this case, the behaviour of the management is process-oriented in decision-making and problem-solving, it sets goals involving the workers, who are treated as partners. Important elements in the transfer of knowledge include the exploration of the root causes, self-criticism, efforts to minimise losses, two-way communication channels, systematic innovation and knowledge sharing.
