Journal of the University of Chemical Technology and Metallurgy, XXXVII, Book 2, 2002

ECONOMIC OF CHEMICAL INDUSTRIES

THE STATE OF THE FIRM CULTURE IN THE CHEMICAL ENTERPRISES IN BULGARIA
M. Simova

 

THE STATE OF THE FIRM CULTURE IN THE CHEMICAL ENTERPRISES IN BULGARIA
M. Simova

 

University of Chemical Technology and Metallurgy, 8 Kl. Ohridski, 1756 Sofia, Bulgaria E-mail: simova@hotmail.com

Received 10 May 2002 Accepted 29 May 2002

 

The transition to new firm valuables requires a determination of the state of the available firm culture. For the first time the firm culture has been investigated in the period of 1996 - 1999 in four leading chemical enterprises. One hundred and nine leaders at various levels and 213 performers were interviewed. The obtained results reveal the following situation:
1. The Environment is extremely dynamic and manifests itself as an essential changing of enterprise production activity. According to manager's opinion, considerable changes have taken place in the production assortment (76 %), in the amount of production (70 %), in administration (70 %) and in the loss of markets (44 %). Environment variations are of qualitative nature and require a new firm conduct.
2. The firm valuables are directed to production of high quality products in order to increase the enterprise gain by raising product quality and by satisfying consumer demands. Priority of quality performance does not have appropriate weight in salary formation and is largely dominated by factors such as the length of service (more than 87 % for leaders and performers), the enterprise's profit (81 % for managers and 73 % for performers), product amount (70 % for both groups). Product quality is taken in consideration in remuneration 63 % for leaders and 67 % for performers. This fact gives an evidence of a poor relation between firm and individual interests.
3.Going to work for performers is equally motivated by personal preference (37 %) or by economical compulsion (36 %). The personal preference for the managers is twice larger (55 %).
4. Satisfaction from being with a given enterprise for managers comes from the security they feel (30 %), easy circumstances (24 %), pride to be with the firm (22 %). Negligible percentage of the managers (20 %) and performers (30 %) are not satisfied with the job and would abandon it in case of a better proposition.
5. In today economical situation there is not a good matching between valuable indexes as human virtues and qualities that bring someone to success. For example, spite and denunciation are declared favourable for successful realisation but are rejected as human qualities.
6. New firm valuables are not supported by new firm rituals, which have to be created, particularly in the field of informal firm dealings. The above is also true for the firm heroes.
Keywords: firm culture, firm valuables, valuable indexes, motivation, satisfaction with the job.