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The article discusses the results of the research carried out in theatres in the Silesian Region of Poland among the technical and administrative staff. The research concerned a crisis situation of director change, often a turning point in the life of each theatre. We examined the employees' attitudes, emotions, and opinions associated with the change. We selected teams that were lower in the theatre hierarchy than the artistic team. It turned out that, contrary to popular opinion, the change in the directorial seat has a certain impact on these employees, who are extremely aware of the processes taking place in the organization. The empowerment of theatre employees postulated in discussions about culture coincides with the results of our research. It creates an opportunity for the traditionallymanaged theatres to transform themselves into so-called learning organizations. [ABSTRACT FROM AUTHOR]

The functioning of modern healthcare organization is determined by the increasing demands of the beneficiaries of health services, budgetary constraints and the need for political consensus. These problems generate increased spending on public health needs and force policy makers to seek effective management instruments. Pro-efficiency solutions for public sector lead healthcare managers to build flexible strategies which mean the necessity of preparation and often redefining the strategic goals and ways to achieve them as a response for stakeholder's needs. That makes knowledge and learning process about stakeholders an important part of a new public management paradigm. This paper consists of theoretical part, where on the basis of literature studies problems of organizational learning are presented, as well as practical part which presents some research results being a part of three projects carried out by the Department of Public Management and Social Sciences - Stakeholder analysis in the management of the public organization carried out in 2009-2011, Learning Organizations Survey in public health care units carried out in 2010 and the Organizational culture of public organizations carried out in 2012-2014. [ABSTRACT FROM AUTHOR]