Introductory chapter: congruence of personal and organizational values—how to deal with?

ISBN 978-953-51-3666-8. Knygos DOI: 10.5772/65618Are there any fundamental things that one can lean on when searching for stability in a global field of change where modern organizations operate? What are the supporting moments? How can the individuality emphasized in modern society interact with the objectives of the organization? These are just some of the questions that arise when thinking about the viability of the organization and trying to evaluate the aspects that relate every person to the organization so that it could concentrate the potential of different personalities. In recent decades, there is an extensive discussion about the direction, in which future-oriented companies should develop. Drucker [1], providing the objectives of the development of the twenty-first century organizations, emphasized the importance of brain work; other authors stress the ability to cope with change [2–5], the formation of the ethical basis of organizational activities [6–9] and technological development [10–12], with the emphasis on the evolution of consciousness [13] or proposing a new paradigm for corporate sustainability relating it to responsibility for the environment [14]. However, in spite of the proposed ideas, it is noted that corporate governance evolves rather slowly in practice [15, 16]. Therefore, the question is whether while placing optimistic focuses for the benefit of technologies, modernization of processes, and more efficient use of talent, the fundamental factors, such as the human nature and culturally programmed behavior incentives, are not underestimated. In the modern palette of proposals for successful management of organizations, we meet a number of ideas. In the last century, quite a lot of them give attention to incentives, which encourage employees to work better, more efficiently, be more committed, and devoted to their organization.[...]Vadybos katedraVytauto Didžiojo universiteta