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Business Organizational Structure in the Context of Economic Transformation: The Case of the Czech Republic

Business Organizational Structure in the Context of Economic Transformation: The Case of the Czech Republic

Pavlína Křibíková, Michaela Tichá, Blanka Poczatková
Copyright: © 2018 |Pages: 20
ISBN13: 9781522538561|ISBN10: 1522538569|EISBN13: 9781522538578
DOI: 10.4018/978-1-5225-3856-1.ch006
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MLA

Křibíková, Pavlína, et al. "Business Organizational Structure in the Context of Economic Transformation: The Case of the Czech Republic." Economic Reforms for Global Competitiveness, edited by Denis Ushakov, IGI Global, 2018, pp. 99-118. https://doi.org/10.4018/978-1-5225-3856-1.ch006

APA

Křibíková, P., Tichá, M., & Poczatková, B. (2018). Business Organizational Structure in the Context of Economic Transformation: The Case of the Czech Republic. In D. Ushakov (Ed.), Economic Reforms for Global Competitiveness (pp. 99-118). IGI Global. https://doi.org/10.4018/978-1-5225-3856-1.ch006

Chicago

Křibíková, Pavlína, Michaela Tichá, and Blanka Poczatková. "Business Organizational Structure in the Context of Economic Transformation: The Case of the Czech Republic." In Economic Reforms for Global Competitiveness, edited by Denis Ushakov, 99-118. Hershey, PA: IGI Global, 2018. https://doi.org/10.4018/978-1-5225-3856-1.ch006

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Abstract

After the communist regime collapse in 1989, economy of previous socialistic countries of Central and Eastern Europe was to be transformed. Economic system of Czechoslovakia was changing within 1990s as well, from centrally managed to market oriented system. The change of ownerships and needed restructuring is closely connected with the change of organizational structure of companies, which was changing very slowly within 1990s. The aim of this chapter is to explain the changes of business organizational structure, which follow the economic companies restructuring provided within 1990s. Czech companies went through big change as for ownership structure within 1990s, which was connected with total restructuring. Original managerial structures were not suitable and were too tied with previous style of ineffective management. Now the role of manager moves to the role of businessman and performance monitoring moves to an architect being responsible for design and organizing.

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