Thematische Bibliographien / Digitalisation, Leadership, Management, Organisation

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Auswahl der wissenschaftlichen Literatur zum Thema „Digitalisation, Leadership, Management, Organisation“

Autor: Grafiati

Veröffentlicht am 30. Juni 2021

Zuletzt aktualisiert am 14. Februar 2022

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Zeitschriftenartikel zum Thema "Digitalisation, Leadership, Management, Organisation"

Auvinen, Tommi, Pasi Sajasalo, Teppo Sintonen, Kaisa Pekkala, Tuomo Takala und Vilma Luoma-aho. „Evolution of strategy narration and leadership work in the digital era“. Leadership 15, Nr. 2 (06.02.2019): 205–25. http://dx.doi.org/10.1177/1742715019826426.

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This paper examines the evolution of strategy narration, contributing to ongoing discussions in this field. Our empirical data, gathered from a large Finnish co-operative bank, cover three decades. According to our findings, digitalisation has brought about an epoch change in strategy narration, as top management has strongly adopted digital media in their leadership work, which has replaced ‘traditional’ face-to-face strategy meetings and public presentations by gatherings on digital platforms, including webcasting, intranet and Skype. This has brought about a leadership vacuum, and left organisational members long for their superiors to ‘exercise’ some traditional leadership practices, such as caring and presence, both calling for face-to-face interaction. Thus, leadership roles, in terms of human-to-human interaction, seem to still be desired, and digitalisation has not entirely replaced the importance of the presence of an embodied leader. In our data, the leaders did not resort to intentional fabrication of alternative facts in the post-truth sense, but rather fantasising in the sense that strategising always involves fictional narration without a reference to historical facts as it relates to forthcoming events. Due to this, the post-truth framework of alternative facts and intentional truth bending does not entirely fit in describing strategy narration in business context. However, increasingly digital plurivocal narration with several participants is likely to result in multiple organisational ‘truths’. Therefore, dealing with such ambiguity and the exercise of leadership power requires leaders’ awareness of the flux of quickly evolving digital organisational storytelling.

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Dold, Luzian, und Christian Speck. „Resolving the productivity paradox of digitalised production“. International Journal of Production Management and Engineering 9, Nr. 2 (28.07.2021): 65. http://dx.doi.org/10.4995/ijpme.2021.15058.

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Although Industry 4.0 and other initiatives predict widespread adoption of digitalised technology on the factory floor, few companies use new digitalised production technology holistically in their ecosystems; in practical implementation, companies often decide against digitalisation for financial reasons. This is due to a paradox (akin to the so called “productivity paradox”) caused by the complexity of value creation and value delivery within digitalised production. This article analyses and synthesises cross-disciplinary research using a grounded theory model, thus offering valuable insights for businesses considering investing in digitalised production. A qualitative model and an associated toolbox (complete with tools for practical application by business leaders and decision-makers) are presented to address organisational uncertainty and leadership disconnect that often contribute to the paradoxical gap between digital strategy and operational implementation.

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Bircher, Johannes. „Meikirch model: new definition of health as hypothesis to fundamentally improve healthcare delivery“. Integrated Healthcare Journal 2, Nr. 1 (Oktober 2020): e000046. http://dx.doi.org/10.1136/ihj-2020-000046.

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The unrelenting rise in healthcare costs over the past 50 years has caused policymakers to respond. Their reactions have led to a gradual economic transformation of medicine. As a result, detailed billing, quality controls, financial incentives, savings targets and digitalisation are now putting increasing pressures on the nursing and medical staff. In addition, the humanity of care of the patient–doctor and/or patient–nurse interactions has been cast aside to a great extent. Therefore, the immaterial side of care has been neglected or even removed from these relationships. These changes are now perceived as intolerable by most health workers and patients. Yet healthcare costs are still rising. This paper presents a hypothesis that should enable healthcare systems to respond more effectively. It proposes the introduction of the Meikirch model, a new comprehensive definition of health. The Meikirch model takes human nature fully into account, including health and disease. The inclusion of the individual potentials, the social surroundings and the natural environment leads to the concept of health as a complex adaptive system (CAS). Care for such a definition of health requires medical organisations to change from top–down management to bottom–up leadership. Such innovations are now mature and ready for implementation. They require a long-term investment, a comprehensive approach to patient care and new qualifications for leadership. The Meikirch model reads: ‘To be healthy a human individual must be able to satisfy the demands of life. For this purpose, each person disposes of a biologically given and a personally acquired potential, both of which are closely related to the social surroundings and the natural environment. The resulting CAS enables the individual to unfold a personal identity and to develop it further until death. Healthcare has the purpose to empower each individual to fully realize optimal health’.This hypothesis postulates that the new definition of health will further develop healthcare systems in such a way that better health results at lower costs.

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Martinez, Felipe. „Process excellence the key for digitalisation“. Business Process Management Journal 25, Nr. 7 (14.10.2019): 1716–33. http://dx.doi.org/10.1108/bpmj-08-2018-0237.

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Purpose The new digital era brings several opportunities and challenges that accelerate the need to implement digital solutions in organisations. This speed of change creates many questions, but unfortunately, references cases to answer them or general guidelines to succeed are still rare. Therefore, the purpose of this paper is to present four cases that illustrate the procedure followed by companies to introduce digital elements in their operations (automotive industry supplier, toy industry, catering company and circuit trainings company). Each case offers inspiration and knowledge about the procedure to introduce digital elements and facilitates the proposal of a general procedure that aims to become guidance for practitioners. Design/methodology/approach The research implements comparative analysis in a multi-case design. It sensitises the concept of “digitalisation path” as a research instrument. Projects documentation and informal conversational interviews allow the researchers to describe each organisation and their digitalisation path. The interviewees review, enhance and approve the cases. Furthermore, the research compares the paths and summarises the findings into a digitalisation path model that explains the digitalisation of these organisations and it serves as a guide for other organisations. Findings The digitalisation paths evidence the necessity of business process management to develop digitalisation. Technology is not the goal, but the instrument and process excellence is the driver to introduce new technologies in the operations. Furthermore, the four organisations share a similar pattern and activities within their digitalisation paths. Research limitations/implications The multi-case methodology lacks generalisation, but it provides detail over the digitalisation paths. Practical implications The paper presents a guideline for practitioners to introduce digital elements in the organisation. Originality/value The paper presents a practical perspective to introduce digitalisation in organisations, which is currently rare in literature.

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Maskun, Roozita, und Norzanah Matt Nor. „Digitalisation Success in Learning Organisation: Preliminary Outlook“. Social and Management Research Journal 15, Nr. 2 (03.12.2018): 133. http://dx.doi.org/10.24191/smrj.v15i2.5004.

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he use of digital information tools in our daily life, demands technicalcompetencies to navigate through digital information successfully. Everylearning organisation today, facing a lot of challenges to keep theirinstitutions going, increasing in growth and sustainable effectively in amodest world. Knowledge is the main resource and the important essencein any of learning organisations. Knowledge management nowadays ispractically accessible through digital tools. The need on which digitalcompetency level and resources availability, are the key factors ondigitalisation success process. This only a concept paper, hence the purposeof this paper is to reveal that in a learning organisation, the digitalisationprocess maybe success with the help of technology, resources and thecompetences of the users. The concept is developed by an extensive literaturereview of on digitalisation and analysis of different knowledge sources ina learning organisation. The key concept can be used by practitioners indeveloping a learning organisation to guide them to choose a sufﬁcientsubset of tools that covers the digitalisation processes to ensure that noprocess is overlooked. The result of successful digitalisation is an interestingarea for further research. However, the current view on value underlies init offering practitioners in giving at least a starting point. The paper can beused by educational organisations to guide on successful in digitalisationprocess effectively and efﬁciently. The paper addresses some of the socialelements related to successful in learning organisations. However, it is more technically targeted. Researchers have analysed that holistic overview andthe effect of digital competence towards the successful of digitalisationprocess. Furthermore, limited research addresses the successful ofdigitalisation process because of the constrains in resources.

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Betti, Nathanaël, Gerrit Sarens und Ingrid Poncin. „Effects of digitalisation of organisations on internal audit activities and practices“. Managerial Auditing Journal 36, Nr. 6 (16.08.2021): 872–88. http://dx.doi.org/10.1108/maj-08-2020-2792.

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Purpose This paper aims to investigate how the internal audit function (IAF) modifies its activities and practices in relation to the digitalisation the organisation. This paper specifically examines the use of data analytics and the performance of consulting activities by internal auditors. Design/methodology/approach This paper is based on a survey conducted with 82 chief audit executives based in the USA and members of the institute of internal auditors. Findings Results indicate a positive relation between the organisation’s level of digitalisation and the use of data analytics by internal auditors during their missions. Results also indicate that the organisation’s level of digitalisation has an indirect effect on the proportion of the internal audit planning dedicated to consulting activities. Specifically, the use of data analytics mediates the relationship between the organisation’s level of digitalisation and the proportion of the internal audit planning dedicated to consulting activities. Research limitations/implications This research was conducted amongst internal auditors based in the US Future research could investigate the insights of other internal audit stakeholders and investigate different legal contexts. Practical implications Results show that digitalisation increases the use of data analytics by internal auditors and the performance of consulting activities. The results, therefore, highlight the importance of these two aspects for the IAF to continue to bring value to organisations. Originality/value This research provides more insights on internal audit working practices. The digitalisation of the organisation leads the IAF to use more data analytics and perform more consulting activities.

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Umans, Timurs, Martin Kockum, Elin Nilsson und Sofie Lindberg. „Digitalisation in the banking industry and workers subjective well-being“. International Journal of Workplace Health Management 11, Nr. 6 (03.12.2018): 411–23. http://dx.doi.org/10.1108/ijwhm-05-2018-0069.

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Purpose The purpose of this paper is to explore how bankers perceive digitalisation relating to their subjective well-being. The paper seeks to further explore how this relation is contingent on the aspect of structural organisation represented by the concept of individualist/collectivist organisational culture. Design/methodology/approach The study is based on the survey distributed to employees of 18 bank offices in the south of Sweden, which 161 employees answered. The analysis of the data was performed by descriptive statistics, principle component analysis, Pearson correlations, multiple linear and moderating multiple linear regression analyses. Findings The study indicates that bankers’ experience digitalisation as a four-faceted construct: a tool for information management, and work optimisation, customer relation management and as a change agent. The study suggests that the use of digital tools for work optimisation has a positive relation to the work- related dimensions of subjective well-being as well as a spillover effect on the life balance and life satisfaction dimensions. It also indicates that the information management dimension has a positive relation to the life satisfaction aspect of subjective well-being. Finally, the study found that increasing the degree of collectivist organisation culture has a positive moderating effect on the relation between the use of digital tools for work optimisation and life balance and subjective well-being, respectively. Originality/value The study reveals a new way of operationalising digitalisation in banks and is the first study of its type to explore the relationship between digitalisation different facets and banker subjective well-being.

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Piasna, Agnieszka, und Jan Drahokoupil. „Gender inequalities in the new world of work“. Transfer: European Review of Labour and Research 23, Nr. 3 (29.06.2017): 313–32. http://dx.doi.org/10.1177/1024258917713839.

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Digitalisation, automation and technological change have brought about shifts in the occupational structure, the place and the timing of work, and career patterns, putting a further strain on the standard employment relationship. In the recent research on digitalisation, scant attention has however been paid to the gender impact of these changes. This article addresses this gap by developing a gender perspective on digitalisation, considering how these developments interact with existing social inequalities and gender segregation patterns in the labour market. We identify two broad areas in which digitalisation has thus far had a pronounced effect on employment: the structure of employment (including occupational change and the task content of jobs) and forms of work (including employment relationships and work organisation). We find that, despite the profound changes in the labour market, traditional gender inequalities continue to reassert themselves on many dimensions. With standard employment declining in significance, the policy challenge is to include new forms of work in effective labour protection frameworks that promote equal access of women and men to quality jobs and their equal treatment at work.

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Chetiya, Anuradha R., und Kalpana Sharma. „Organisation, Management and Leadership for Six Sigma Approach“. BULMIM Journal of Management and Research 1, Nr. 1 (2016): 47. http://dx.doi.org/10.5958/2455-3298.2016.00005.2.

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Socha, Robert. „Leadership, management or command of a hierarchical organisation ?“ ASEJ Scientific Journal of Bielsko-Biala School of Finance and Law 23, Nr. 3 (10.10.2019): 59–62. http://dx.doi.org/10.5604/01.3001.0013.6547.

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Praxeology has accounted for a significant amount factors and information into the field of people’s leadership through scientific and management sections. The terms that constitute the Praxeology language have become universal in the management environment of practitioners and theorists. In the Polish thought devoted to scientific foundations of management, among others, praxeological definition of an organisation by T. Kotarbiński, has become universal. The organisation is an open and operating social system, which consists of people who perform in it specified functions and activities and who by means of carefully selected resources and methods are able to perform assigned tasks. Organisations are characterized by a specific structure in which hierarchical arrangement and structure can be separated. Therefore, is there in a such hierarchical organization leadership, management or command?

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Dissertationen zum Thema "Digitalisation, Leadership, Management, Organisation"

Khan, Shahyan. „Leadership in the digital age : A study on the effects of digitalisation on top management leadership“. Thesis, Stockholms universitet, Management & Organisation, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-133809.

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Digitalisation and the phenomenon of digital transformation is rapidly and fundamentally changing existing businesses and organisations alike (Collin, 2015). Although considered a prime challenge for leaders of complex and changing organisations, research in the combined field of digitalisation and leadership however still remain scarce. As executives are tasked with the leading of digital transformation, this study aims to understand how digitalisation effects top management leadership. To achieve this, the study takes a two-folded approach by (1) outlining six characteristics of digitalisation and (2) analysing how these characteristics effect three contemporary forms of leadership: values-based, transformative and authentic leadership. Through a broad literature survey and 13 in-depth interviews with executives and organisational leaders, the study found that the six identified characteristics of digitalisation all effected the three forms of contemporary leadership. The different characteristics did not only change how the leaders practiced each of their leadership styles, but also how their leadership manifested itself through the use of various digital tools, methods and processes in order to enhance and empower their leadership. Even the sub-features of each leadership form were subject to this fundamental digital change. What was also found were three complementary perspectives when leading complex and changing organisations: the perspective of holism, virtuality and networked-based hubs. Each of these perspectives were premiered aspects to be considered as a contemporary leader.

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Sivenko, Alexandra. „Contemporary Leadership Challenges : Talented Organisation for Talented People“. Thesis, University of Kalmar, Baltic Business School, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-381.

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The globalisation of economy, increase of employees’ mobility, the forthcoming shortage of people next 10 years and, hence, war for talented people are some of the most important problems of corporations today. This thesis has a purpose to show systematic picture of the organisation, which will be named as Talented Organisation, with appropriate conditions for having talented people within and developing their talents.

Some assumption of the research discussed in this paper are about the talented people themselves as special, difficult to work with, but interesting for any organisation. They can create some problems for leadership and co-workers and at the same time represent the most important source of ideas and to be essential resource.

It will be described the strategy for gaining the Talented Organisation which will facilitate the process of hiring talented people as well as will promote the utilisation of inner organisational potential: identifying, breeding, nurturing and retaining of talented people.

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Fellbrant, Johanna, Emma Fridén und Clara Ohlsson. „Well, that escalated quickly... : Exploring how leaders have managed the rapid change of leading a group of people in a physical environment into a digital environment due to Covid-19“. Thesis, Jönköping University, IHH, Företagsekonomi, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-52971.

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The Covid-19 pandemic has not only affected people's health seriously around the world, but it has also forced people to change the way they live their lives abruptly. The pandemic has had a significant impact on how people communicate and interact, and changed our normal working routines to a digital setting. Leadership is more important than ever during a time of crisis, hence, this phenomenon must be investigated further. The pandemic has created new changing realities for organizations and individuals. Considering constant changes in the world, one can argue that leadership also changes with time and thus indicates the need for updated research on the subject. Therefore, leadership is an important subject to investigate constantly despite its complexity. The purpose of this paper is to deepen the understanding of leaders' and employees' experiences of leadership within a time of crisis that has created new, digital, working conditions for organizations. This thesis will also contribute to the psychological philosophy of change management theory with new valuable insights.

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Mkiva, Sisanda Michelle. „The impact of a customised management development programme on a selected organisation“. Thesis, Cape Peninsula University of Technology, 2019. http://hdl.handle.net/20.500.11838/3019.

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Thesis (MTech (Business Administration))--Cape Peninsula University of Technology, 2019
This study assessed the impact of a customised management development programme on the senior staff in the Cape Town branch of a logistics organisation. The study analysed the staff’s development and determined the challenges that the senior staff and middle managers were facing after the organisation had gone through a number of management changes. The organisation was committed to creating a learning culture. Thus, the organisation had embarked on a clear strategic direction to enhance the leadership skills of the mid-level managers in the business. From an impact and cost-effectiveness point of view, the focus was on the middle management to start creating a learning culture in the organisation. To gather data, this qualitative study used a questionnaire with open-ended questions sent to the middle managers of the logistics organisation. This gave the researcher the opportunity to gain a deeper understanding of the phenomenon and to ask for clarification. The sample size used was 30 middle managers. The study found that the customisation of the management development programme aimed at the middle managers played a pivotal role in retaining staff and in increasing the performance of both the employees and the organisation. The findings showed the employees felt they could relate to operational goals and efficiencies much better after the focused intervention. The employees realised that they are an esteemed resource of the organisation, and that the success or failure of the organisation relies on the performance of the management staff of the organisation. Furthermore, in order to get employees to perform optimally and to improve their performance, they required the right tools, equipment and working environment.

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MacKillop, Eleanor. „Understanding discourses of organisation, change and leadership : an English local government case study“. Thesis, De Montfort University, 2014. http://hdl.handle.net/2086/10879.

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Change is a timely issue across organisations, particularly since the start of the economic crisis, and especially within English local government. Yet, this question remains dominated by macro and micro explanatory models which tend to exclude conflict, mess and power in favour of enumerating universalistic steps or leadership factors for successful change. This thesis problematises this literature, drawing on Laclau and Mouffe’s (1985) political discourse theory and its mobilisation by critical management studies of organisational change. Three avenues are identified to further this literature. First, the organisation is analysed as an ongoing and fragile hegemonic project in which spaces are defined and consent must be constantly renewed. Second, the organisation is recast as a discursively constituted ‘site’ within a flat ontology, where change is not the result of some ‘bigger’ phenomena such as neo-liberalism or austerity, but instead is the product of situated articulations, disparate demands being mobilised as threats or opportunities requiring change. Finally, a third proposition articulates leadership in organisations as a set of multiple and changing practices, pragmatically deployed by organisational players. In exploring those avenues, a five-step ‘logics of critical explanation’ approach is deployed, characterising organisational change practices according to social (rules and norms), political (inclusions and exclusions), and fantasmatic (fears and hopes) logics (Glynos and Howarth, 2007). A nine month case study of an English County Council and its local strategic partnership’s organisational change project, Integrated Commissioning 2012 (IC 2012), is analysed to problematise the emergence, transformation and failure of practices of change in organisations. Rather than a set of factors or top-down causes and effects, this research demonstrates how change, organisations and leadership are best explained as discursive constructions, where a set of conditions drawn from a given site must be problematised. This research contributes to critical explanations of organisational change politics in three ways. First, by developing the concept of hegemony and hegemonic spaces, this thesis evidences how organisations and change are the result of ongoing struggles, consent being notably gathered by the constant refuelling of the fantasmatic appeal of change. Second, framing the organisation as a site generates a more complex, situated and dynamic understanding of the mobilisation of disparate demands within change discourses. Third, by considering leadership as a set of changing discursive practices and developing four situated dimensions of leadership in the case study, this research adds to critical leadership studies and discursive discussions of the role of individuals in organisational politics.

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Britton, Leola. „An investigation into the competencies associated with change leadership : a case study analysis of an information technology organisation“. Thesis, Nelson Mandela Metropolitan University, 2010. http://hdl.handle.net/10948/1227.

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In this research, the researcher-consultant together with the management corps of a merged IT organisation, embarked on a process of participative research with the aim to identify the competencies and skills that are required of the management-leadership corps to drive a process of change management and to ensure the organisation will be characterised by sustained growth and development. In using participative research methodology, qualitative data was mainly gathered through informal interviews and focus group sessions to identify the competencies and skills that are defined as important for the change manager-cum-leader role within the merged IT organisation. In addition, a matrix was compiled to enable each manager/leader to undertake a self-assessment of how capable they are in using the identified competencies and skills. The outcome of the assessment provided an indication of the areas of competencies and skills that through various interventions would enable the management-leadership corps to deal with the challenges of change, as well as to guide those that report to them through a process of change. While the management-leadership corps – referred to as the Executive, Senior, and Middle Management cohorts – all require enhancing their change management / leadership competencies and skills capability, it is the Middle Management cohort that is better equipped to perform their change management and leadership role. During the research, focus group sessions enhanced a participative methodology to enable identification of competencies important to the IT Company’s vision, mission and core values, as well as opportunity to identify interventions that will encourage an on-going process of change, growth and development. However, there is indication that the members of the Executive and Senior Management cohorts assessed themselves higher on those competencies that relate directly to their functionary roles, rather than the change management-leadership role. The scope of a treatise limits an in-depth and expanded research endeavour; however, the methodology used provided information on how a platform for participation in a change management process can be enabled. Furthermore, this research gives indication of how a management-leadership strata can ‘buy-in’ to the process of change, growth and development, commencing with the self and, which is aimed to encourage the same in those that share responsibility for sustained growth and development of the IT company. The research is also example of how an applied sociology endeavour can be undertaken.

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Lundberg, Carl, und Holm Adam Troedsson. „Gruppchefens arbetsroll : En studie om gruppchefers arbete i en modern organisation“. Thesis, Högskolan i Jönköping, Högskolan för lärande och kommunikation, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-35553.

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The purpose of this study was to create an understanding of how group leaders manage their worktime and what conditions the group leader needs to conduct their work assignments. The research design was a single case study that was performed on a larger corporation´s central warehouse. The data collection consisted of semi structured interviews with six group leaders. Furthermore, an inventory of the worktime was made in which the group leaders themselves estimated their worktime during a month of work. The results showed that the group leaders experienced a lack of time but that the conditions were good for leadership. Progress was promoted and the space of action was big. The time inventory showed that the group leaders’ average work were made of 52 hours. The study discusses the job description, which was too wide and should be focused more towards the group. The conclusion was that the group leaders worked reactively, more assignments should be focused towards the group. The job description needed to be better defined and the groups were too big and there were time constraints which affected the work.

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Longsworth, Luz M. „Leadership in the virtual higher education environment : towards an appropriate model and framework“. Thesis, University of Bath, 2010. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.538126.

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Research into leadership in the higher education environment has traditionally mirrored business related constructs. Many of the models and instruments that have been developed for the business environment such as the transactional transformational leadership dyad have been transposed to the higher education environment with relatively minor adaptation. On the other hand, there has been relatively little exploration of leadership models for the Virtual Organisation. This research brings together the literatures of virtuality and the virtual organisation, leadership and higher education management to interrogate the effect of virtuality on leadership styles within the volatile global higher education environment caused by the liberalisation of the sector. Through a case study of a higher education institution (HEI) that is developing a virtual campus, the research explores the perceptions of leadership skills, competencies and behaviours within the virtual higher education environment to determine whether a new model or framework can be developed for a virtual and widely distributed environment. The data from interviews, surveys and focus groups carried out in the case study show that virtuality does impact leadership skills in nuanced ways, thus proposing a configuration of behaviours, skills and competencies more relevant to the virtual higher education environment. The proposed framework adds to the literature on leadership in higher education as well as leadership in the virtual environment and contributes to practice in the areas of recruitment and training of leaders and managers in the virtual higher education sector.

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Hammann, Eva-Maria. „Dezentrale leadership : Voraussetzungen, Möglichkeiten und Grenzen von unternehmerischem Führungsverhalten in Tochtergesellschaften diversifizierter Unternehmen /“. Wiesbaden : Gabler, 2008. http://d-nb.info/990376125/04.

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Makhoba, Patricia Nosisana. „School organisation development as a strategy for developing leadership and management : the case study of Intlanganiso Secondary School“. Master's thesis, University of Cape Town, 1998. http://hdl.handle.net/11427/9580.

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Bibliography: leaves 85-90.
This study is aimed at examining school developmental processes with regard to leadership and management experienced by Intlanganiso, a secondary school located in the disadvantaged community of Khayelitsha (a township situated approximately thirty kilometres from Cape Town), and the relationship of these processes to the school organisation development approach (OD) used by the Teacher Inservice Project (TIP). It also includes discussing the "findings" of this study in terms of education reforms in South Africa. Participants in the study included the principal, deputy principal, heads of department, educators, learners, parents and people from TIP.

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Bücher zum Thema "Digitalisation, Leadership, Management, Organisation"

Robert, Townsend, Hrsg. Reinventing leadership: Strategies to empower the organisation. London: Piatkus, 1997.

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Directors, Institute of, Hrsg. Creating a learning organisation: A guide to leadership, learning and development. Cambridge: Director Books, in association with the Institute of Directors, 1990.

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Bennis, Warren G. Reinventing leadership: Strategies to achieve a new style of leadership and empower your organisation. London: Piatkus, 1996.

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Margaret, Brown, Hrsg. Empowered!: A guide to leadership in the liberated organisation. London: Brealey Publishing, 1994.

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Leadership in nonprofit organizations: A reference handbook. Los Angeles: SAGE Publications, 2011.

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Yukl, Gary A. Leadership in organizations. 5. Aufl. Upper Saddle River, N.J: Prentice-Hall, 2002.

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Leadership and organizations. London: Routledge & K. Paul, 1986.

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Yukl, Gary A. Leadership in organizations. 4. Aufl. London: Prentice-Hall International, 1998.

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Smith, Peter Bevington. Leadership, organizations, and culture: An event management model. London: Sage Publications, 1988.

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McNay, Ian. Organisation culture leadership and the role of the senior management team in Universities. [London]: University of Greenwich, 1998.

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Buchteile zum Thema "Digitalisation, Leadership, Management, Organisation"

Fewings, Peter, und Christian Henjewele. „Project organisation and leadership“. In Construction Project Management, 172–211. Third edition. | Abingdon, Oxon ; New York, NY : Routledge is an imprint of the Taylor & Francis Group, an Informa Business, 2019.: Routledge, 2019. http://dx.doi.org/10.1201/9781351122030-8.

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Tang, Keow Ngang. „Power and Politics of Business Organisation“. In Leadership and Change Management, 69–74. Singapore: Springer Singapore, 2019. http://dx.doi.org/10.1007/978-981-13-8902-3_8.

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Akinshipe, Olushola, Clinton Aigbavboa, Ayodeji Oke und Molemo Sekati. „Transforming Quantity Surveying Firms in South Africa Through Digitalisation“. In Advances in Human Factors, Business Management and Leadership, 255–65. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80876-1_33.

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Streich, Richard K. „Management-Entwicklungsprogramme – Entwicklung von Organisation, Person und Persönlichkeit“. In Fit for Leadership, 52–70. Wiesbaden: Springer Fachmedien Wiesbaden, 2013. http://dx.doi.org/10.1007/978-3-658-03521-1_4.

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Hinterhuber, Hans H., und Eric Krauthammer. „Leadership-Verantwortung: Organisation sowie Auswahl und Entwicklung der Führungskräfte“. In Leadership — mehr als Management, 123–45. Wiesbaden: Gabler Verlag, 2005. http://dx.doi.org/10.1007/978-3-322-90460-7_9.

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Hinterhuber, Hans H., und Eric Krauthammer. „Leadership-Verantwortung: Organisation sowie Auswahl und Entwicklung der Führungskräfte“. In Leadership — mehr als Management, 117–40. Wiesbaden: Gabler Verlag, 2001. http://dx.doi.org/10.1007/978-3-663-10607-4_9.

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Hinterhuber, Hans H., und Eric Krauthammer. „Leadership-Verantwortung: Organisation sowie Auswahl und Entwicklung der Führungskräfte“. In Leadership — mehr als Management, 119–44. Wiesbaden: Gabler Verlag, 2014. http://dx.doi.org/10.1007/978-3-8349-4687-4_9.

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Hinterhuber, Hans H., und Eric Krauthammer. „Leadership-Verantwortung: Organisation sowie Auswahl und Entwicklung der Führungskräfte“. In Leadership — mehr als Management, 117–40. Wiesbaden: Gabler Verlag, 1999. http://dx.doi.org/10.1007/978-3-322-94477-1_9.

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Raae, Peter Henrik. „Principals Think Organisation: Dilemmas in the Management of Today’s Education“. In International Handbook of Leadership for Learning, 931–51. Dordrecht: Springer Netherlands, 2011. http://dx.doi.org/10.1007/978-94-007-1350-5_51.

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Kautz, Karlheinz, Thomas Heide Johansen und Andreas Uldahl. „The Perceived Impact of the Agile Development and Project Management Method Scrum on Team Leadership in Information Systems Development“. In Lecture Notes in Information Systems and Organisation, 167–83. Cham: Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-30133-4_12.

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Konferenzberichte zum Thema "Digitalisation, Leadership, Management, Organisation"

Jakosuo, Katri. „Digitalisation And Platform Economy – Disruption In Service Sector“. In Joint Conference ISMC 2018-ICLTIBM 2018 - 14th International Strategic Management Conference & 8th International Conference on Leadership, Technology, Innovation and Business Management. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.01.02.7.

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Губанова, Е. В. „The Team Focus of Modern Educational Organisation“. In Современное образование: векторы развития. Роль социально-гуманитарного знания в подготовке педагога: материалы V международной конференции (г. Москва, МПГУ, 27 апреля – 25 мая 2020 г.). Crossref, 2020. http://dx.doi.org/10.37492/etno.2020.49.10.032.

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в статье рассматриваются подходы к командному фокусу современной образовательной организации, вопросы использования различных стратегий и методов обучения командной работе в образовательной организации по магистерским программам для подготовки управленческих кадров для системы образования. Выделены признаки (приверженность к успеху команды и общим целям, взаимозависимость, межличностные навыки, открытое общение и рефлексия, состав команды, приверженность командным процессам, лидерству и подотчетности), необходимые для успешной командной работы, и раскрыто их содержание. Сделан акцент на понимании качественных характеристик эффективной управленческой команде образовательной организации, а также выделены и охарактеризованы аспекты (различные «типы» участников команд, разделение труда и ответственность, рабочие процессы, определение цели, календарный график и промежуточные цели, определение и соблюдение правил, информационные каналы, креативность в команде, формирование команды) управления образовательной организации руководителем – лидером команды, который должен учитывать их в зависимости от ситуации при принятии решений. the article deals with the approaches to modern educational organization team focus. The questions of using different strategies and methods of teaching teamwork in educational organization on Masters’ programs for tutoring managers for educational system. The patterns necessary for successful teamwork are determined (commitment to team success and common goals, interdependence, interpersonal skills, open communication and reflection, team composition, commitment to team processes, leadership, and reporting). The content of each pattern is given. The accent is given to understanding quality characteristics of effective management team of educational organization, also such aspects of managing educational organization by a manger – team leader who should take into account all these aspects depending on decision making situation are characterized (different team members’ types, labor and responsibility division, working processes, aiming, scheduling and sub aiming, the code of conduct, informational channels, team creativity, team formation).

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Tibballs, Sue, John Dalton und David Wild. „Corporate Social Responsibility (CSR) and UK Nirex Limited“. In ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-4883.

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In recent years, Nirex has been engaged in a fundamental review of its values, objectives and behaviours. The significant shift to emerge from this review has been a commitment to being a responsible organisation. On both ethical and strategic grounds, Nirex believes it will only have a useful role to play in future radioactive waste management debates if it can show that it is a socially responsive and accountable organisation. Important commitments have already been made, and policies introduced, including a Transparency Policy, and an Environmental Policy. Over the same period, there has been a growing discourse and engagement in the UK with Corporate Social Responsibility (CSR). A wealth of organisations and consultants have emerged offering thought leadership and support in this area, some of whom have approached Nirex offering services. The challenge Nirex faces, however, is to understand what relevance and implications the CSR debate has for its work, and its wider commitment to responsibility. Should Nirex have a CSR strategy and produce a CSR report, or does ‘responsibility’ mean something different to Nirex? What would engaging in CSR mean — is there a danger that being responsible would become a stand-alone activity in the organisation, rather than a ‘mainstreamed’ commitment? If Nirex were to produce a CSR report, who would it be aimed at, and how would it fit alongside other corporate communications? In order to help answer these questions, and to develop a clear position and strategy, Nirex asked the Future Foundation to help facilitate input from consultants and other practitioners who have relevant experience. This paper will describe what was undertaken, the results and some thoughts on what this means for the future.

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Sharafutdinova, Natalia. „Social-Psychological Features of Leadership Manifestation Within the Environment of the Work Team“. In The Public/Private in Modern Civilization, the 22nd Russian Scientific-Practical Conference (with international participation) (Yekaterinburg, April 16-17, 2020). Liberal Arts University – University for Humanities, Yekaterinburg, 2020. http://dx.doi.org/10.35853/ufh-public/private-2020-50.

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The effectiveness of a police officer’s professional performance depends on many social processes and phenomena, on socially-oriented and/or person-oriented communication with colleagues, different categories of citizens, on the level of organisation of this activity in general, on leadership and management processes. These days, such areas of psychology as communication between work colleagues, leadership in the circle of colleagues, and other factors impacting professional efficiency remain insufficiently covered. The authors have already touched on the issue of leadership and communication in our research, however, the authors have not carried out a specific study. The study is mainly aimed at the theoretical-methodological and empirical research into the phenomenon of leadership in the workplace team environment. Main research methods: observation, testing, mathematical-statistical analysis and socio-psychological influence methods. Key results: the scientific concept of ‘leadership’ and specificity of its manifestation in the service team was revealed; the problem regarding the lack of methods and techniques for the study of leadership and management processes in the service team was noted; in order to characterise the service team as an integrated system of interpersonal relations the indices of mutual acceptability/unacceptability, cohesion, coherence, etc. were calculated; the results of communicative activity and expression of leadership personality and management style, etc. were obtained; recommendations on how to organise joint activities and develop leadership skills are given. It is also noted that in order to develop leadership qualities in the workplace, it is advisable to develop the readiness of the individual to make responsible decisions, skills and abilities to quickly and correctly assess the personality, the situation, the socio-psychological climate of the workplace team, etc.

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Udofia, Emmanuel, und Buduka Stanley. „Change Management: A Game Changer for Effective Digital Transformation“. In SPE Annual Technical Conference and Exhibition. SPE, 2021. http://dx.doi.org/10.2118/206331-ms.

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Abstract Change Management is a process of adopting appropriate guidelines on how to manage change and meet the set business objective. Change Management could be extended into the realm of providing leadership for a group of persons or organisation alongside the path of change and embed the needed framework in actualising the set business target. Conversely, Digital Transformation could be described as the deployment of technology in a business process to amplify business benefits realisation that include fast decision-making, efficient business processes and significant reduction in risk exposure through managing the operational risk foot print. Failures of many Digital Transformation initiatives around the world is traceable to poor framing or complete lack of change management process embedment in the implemented digital solution, this paper aims at proposing effective framework for embedding orchestrated change process. Several research works show that worldwide there are high rate of project failures in most digital oilfield implementations. The reasons for such high failure rate in the solution of Digital Transformation is poor or lack of experience in change management in such projects resulting in poor framing of the change process that will ultimately assist in orchestrating the disruptions that accompanies the implemented Digital Transformation in different assets. This research based project will be reviewing how effective change management process was implemented in a digital solution by an Oil and gas operator in a field offshore in sub-Saharan Africa. Elements such as proper engagement of the workforce, defined business processes, clear business objectives and experience of the change agents in managing previous projects will be evaluated because these are components that has been identified as key reasons for failure of the change management process implementation in most digital initiatives. What companies need to do is to be strategic with the approach of implementation of digital oilfields transformation to ensure that the disruption brought about by the digital oilfields solutions are orchestrated through effective change management embedment. The effective change management process, when applied, shows that orchestrated technology disruption process is embedded which will ultimately not just lead to benefit realisation of the solutions but will assure continuous business improvement process, overtime. The result of this study, has shown that effective change management processes are beneficial to the effective embedment of Digital Oilfields Transformation solutions. Outcome of this study could form a reference tool for similar robust digital oilfields transformation, elsewhere.

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Pun, Kit Fai, und Cherisse Lashley. „EXPLORING QUALITY OF SERVICE AND ITS CHALLENGES AT THE MOE PORT OF SPAIN OFFICE“. In International Conference on Emerging Trends in Engineering & Technology (IConETech-2020). Faculty of Engineering, The University of the West Indies, St. Augustine, 2020. http://dx.doi.org/10.47412/ayrk7960.

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In Trinidad and Tobago (T&T), teachers often complain about the quality of service offered by the Ministry of Education (MOE). They generally describe it as poor because of the delays incurred during the processing of most requests. Poor service to customers (teachers) of an organisation implies a productivity deficiency. At MOE, requests made by teachers can turn into long waiting for the process to be completed or issues to be resolved. This has become a burden to teachers who are left to suffer the consequences as it appears little is being done to improve the system. To investigate the challenges associated with productivity issues and quality management (QM) practices at the MOE Port of Spain (POS) Office, a recent study was undertaken comprising of site visits and interviews with stakeholders (MOE staff and teachers) with the aid of online surveys. This paper presents the main findings of the survey, aiming to explore issues concerning QM processes, and identify the factors affecting the provision of quality services to teachers. The current quality culture and leadership styles of the MOE-POS Office would be addressed. The paper concludes by underlining the mechanisms of employee empowerment enabling a path to attain productivity/quality improvement, specifically for processing common requests or resolving issues at the MOE-POS Office.

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