Λάμπρος Σδρόλιας

The contemporary cultural environment makes urgent the strengthening and the adjustment of production structures and supply of art and culture. It is certainly depending on the individual involvement, the evolution of the economic and social conditions, the requirements and the expectations for which the effective exercise of the cultural policy of each Member presents an outstanding priority consideration. It seeks that the produced cultural products have high quality and competitive nature, able to attract the interest of the public. In this context we should unavoidably takes into consideration the activities of the cultural enterprises, they are required to preserve their viability, to renew the productive operational practices and to meet the high cultural requirements of the area in which they are active. A typical case study of one of the most important cultural organization of Karditsa Municipality is the Municipal Cultural and Public Benefit Enterprise of Karditsa (DI.KE.K.). This organization attempts to outline the cultural environment, to identify the factors that are responsible for the organizations’ production weaknesses and last but not least we are going to propose a formation of a dynamic production network that is expected to ensure a high level of value and produced cultural products which can meet the cultural needs of the public in the local and the regional level. Keywords : Cultural Entreprises, Cultural Product, Product Quality, Cultural Audience, Local and Regional Cultural Development.

The aim of the present study is to measure the levels of job satisfaction, role conflict and autonomy of employees in the Greek Banking Organization. In addition, the investigation of the relation between role conflict and the dimensions of job satisfaction is being attempted and the regulatory impact of autonomy in the aforementioned relationship is being analyzed. For the measurement of job satisfaction in the present study, the Employee Satisfaction Inventory-ESI (Koustelios, 1991; Koustelios & Bagiatis, 1997) was used. The inventory was created using Greek employees as a sample. It included 24 items which measure six dimensions of job satisfaction: 1. Working conditions, 2. Salary, 3. Promotions, 4. Work itself, 5. Immediate superior and 6. The organization as a whole For the measurement of role conflict, the Role Questionnaire (Rizzo, House, & Lirtzman, 1970) was used. The scale consisted of eight items. Finally, for the measurement of employees' autonomy a scale developed by Beehr (1976) was used. The scale consisted of four items. The results of the study confirmed previous findings, according to which role conflict is negatively correlated with job satisfaction. In addition, autonomy has a moderating role in the relation between role conflict and job satisfaction. Research findings like these should be taken into serious consideration by superiors and managers, so that job satisfaction among Greek bank employees is increased and promoted, leading to higher productivity and general well-being.

The purpose of this study is to investigate the relation between organizational culture and job satisfaction. In particular, the research hypothesis is that the type of organization culture in a specific institution is able to predict the levels of job satisfaction among employees. For the measurement of job satisfaction in the present study, the Employee Satisfaction Inventory-ESI (Koustelios, 1991; Koustelios & Bagiatis, 1997) was used. The inventory was created using Greek employees as a sample. It included 24 items , which measure six dimensions of job satisfaction. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). It included six questions (Dominant Characteristics, Organizational Leadership, Management of Employees, Organizational Glue, Strategic Emphases, Criteria of Success). Each question had four alternatives (A=Clan, B=Adhocracy, C=Market, D=Hierarchy). According to the results, there is a significant difference between all aspects of current and preferred organizational culture types among employees of Greek banking institutions. The majority of employees would prefer to work in a more friendly environment, where mutual trust and informal relationships among colleagues are dominant, personal ambitions are taken into consideration and teamwork is rewarded. Moreover, the present study showed that organizational culture can partially predict the levels of employees' job satisfaction. In particular, the adhocracy and the market type are more likely to make employees dissatisfied with their salary, while the opposite happens with the hierarchy type. Nevertheless, further investigation is needed, so that Greek bank employees' job satisfaction is being well studied and promoted.

ABSTRACT: The conception of the main subject of the research lies in the authors’ interest in human trafficking as a social issue. The paper presents the theoretical context based on a review of the literature along with research results on existing information regarding the phenomenon of trafficking in Greece. Conclusions are drawn by reviewing the policies that deal with trafficking; at the same time the practices implemented in Greece in order to address it are analyzed by concentrating and focusing primarily on the implementation of project-oriented organizational structures and strategic processes, as imperative choices-prerequisites in addressing this major social problem.

The purpose of the present study was to reveal how demographic characteristics influence the perceptions of bank employees of organizational culture. The sample of the study consisted of 240 employees from Greek banking institutions, from different occupational positions. 60% of the employees were 31-40 years old followed by the categories 41-50 years old (20%), up to 30 years old (10%) and 51-60 years old (10%). Most of the employees (63.8%) had been working as bank employees for 6-15 years and the majority of them (63.8%) had been working in the same bank for 6-15 years. The majority of the employees (59.6%) were simple clerks, 29.2% were supervisors and 11.3% were Managers or Assistant Managers. The assessment of organizational culture was performed with the Organizational Culture Assessment Instrument (OCAI) developed by Cameron and Quinn (2006). Results indicate that there is a significant difference in the perceptions of the subjects between the dominant current and the dominant preferred type of organizational culture. In addition, a statistically significant difference (p<0.01) was found between Managers and clerks on the one hand and Supervisors on the other hand in terms of both the dominant current and the dominant preferred type of organizational culture. Finally, employees' perceptions of the dominant current and the dominant preferred type of organizational culture were found to be affected by other demographical characteristics, likeijhrs 82 age, total years of working in the same bank and total years of working in any bank. Future studies can extend the present work by examining additional parameters that affect employees' perceptions of organizational culture.

The remarkable and multilateral developmental impact and perspective of H.E.Is is widely known. Moreover, the spread of competence and technological innovation should not be a privilege for a few people who have the possibility of acquiring knowledge and skills from the International Academic Institutions. Unfortunately, raw reality remains the same and in order to be reduced, the “conventional” Academic Institutions ought to evolve constantly and develop more remarkable international collaborations in order to be able to exist, operate and contribute to the strongly competitive environment. Based on the above references, the undergraduate course of the Department of Business Administration, Faculty of Business and Economics, of the Technological Educational Institution (T.E.I) of Thessaly is being evaluated through the Benchmarking process as it has been defined by the Hellenic Quality Assurance & Accreditation Agency (H.Q.A), as well as with the standards of other internationally recognized and accredited institutions (e.g. European Association for Quality Assurance in Higher Education – E.N.Q.A, Chartered Management Institution – C.M.I etc.) in order to detect any deviations that would need specific suggestions and improvement procedures able to make this Department strongly competitive.