Building organizational culture and managing social welfare centers in the context of creating family policy

The monograph „Building organizational culture and managing social welfare centers in the context of creating family policy” offers an in-depth analysis of the importance of organizational culture in effectively managing social welfare institutions at the local level. In the context of dynamic socio-economic changes that generate new challenges in social support, organizational culture becomes a crucial factor influencing the quality and effectiveness of actions undertaken by these institutions. The study illustrates how a well-developed organizational culture can support the development of local communities, enhance the professionalization of social services, and build trust in the relationships between employees and clients of the institutions. The monograph discusses the theoretical frameworks defining organizational culture, based on models such as Kim S. Cameron and Robert E. Quinn’s Competing Values Framework and Edgar Schein’s theory. The empirical research conducted in selected social welfare centers is then presented, which allowed for the identification of dominant types of organizational culture, assessment of their current state, and identification of areas requiring intervention. Particular attention is given to analyzing the values and principles that guide management and frontline workers in their daily tasks. The work emphasizes the importance of understanding and consciously shaping organizational culture to implement an effective family policy at the municipal level. The aim of the monograph is not only to diagnose the current state of organizational culture but also to formulate practical recommendations for its development and adaptation to changing conditions, aimed at strengthening the effectiveness of social welfare institutions and their role in shaping local social policies, with particular emphasis on family support.