Positive Management. Managing the Key Areas of Positive Organisational Potential for Company Success, 366 s

The book presents the outcomes of the empirical research on strategic management of the key areas of Positive Organisational Potential. The following key areas are studied: corporate governance, leadership, middle managers, trust, interpersonal relationships, talent management, the language of internal communication, organisational citizenship behaviours and corporate social responsibility. The book is focused on four research objectives. First of all, it verifies the assumption that the aforementioned key areas are the constituent components of Positive Organisational Potential. Secondly, it explores antecedents and approaches to develop the key areas of Positive Organisational Potential. Thirdly, it identifies the mechanisms explaining how the key areas of Positive Organisational Potential influence the development of an organisation. Finally, the authors develop a reference model for managing the key areas of Positive Organisational Potential. The concept of Positive Organisational Potential combines the ideas of Positive Organisational Scholarship and Resource Based View. Positive Organisational Potential is a configuration of tangible and intangible resources which determine the emergence of the positive culture and the positive climate, consequently stimulating positive emotions crucial for the pro-developmental employee behaviours. The pro-developmental behaviours are considered to be an undisputed source of organisational development. The development of companies is manifested by the increase in productivity, innovativeness, competitiveness, the quality of business processes and products, the satisfaction of stakeholders, the reputation of a company, its profitability and the growth of value. In order to generate Positive Organisational Potential the configuration of organisational resources should be shaped in a conscious, consistent and organised way within the strategic management process. Organisational resources are a very complex construct. Numerous interactions between their components are observed. They include cause-effect relations where some resources are recognised as the determinants and stimuli of the others. Therefore managers should focus their attention on developing constituent resources which determine the state, level and configuration of other resources. Such resources can be recognised as the key areas of Positive Organisational Potential. The effective development of these key areas is a prerequisite for the development of the whole system of Positive Organisational Potential.