Journal articles on the topic 'Organisations / organizations'
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Strużyna, Janusz, and Izabela Marzec. "Various Features of Organizational Structures and Employability in Selected Public Organizations." Kwartalnik Ekonomistów i Menedżerów 45, no. 3 (July 19, 2017): 69–86. http://dx.doi.org/10.5604/01.3001.0010.6284.
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The relation of human resource management to the structural dimension of an organisation has aroused interest of researchers for a long time. The organisational structure creates conditions for HRM, it describes allocation of tasks and responsibilities, determines the applied HRM tools, and as a result, it also decides about possibilities of employability enhancement in an organisation. This paper attempts to answer the question: what is the relationship between certain features of organisational structures and employability of public organisations’ employees. This aim will be achieved by presenting the results of empirical research concerning features of organisational structures and their ties with employability of employees carried out in labour offices, social welfare centres and municipal offices.
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Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
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Carlucci, Daniela, and Giovanni Schiuma. "Assessing and Managing Organizational Climate in Healthcare Organizations." International Journal of Information Systems in the Service Sector 4, no. 4 (October 2012): 49–61. http://dx.doi.org/10.4018/jisss.2012100103.
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During the past two decades a renewed interest about the role of intangible resources in determining performances of public services organisations has risen. This is particularly valid for HealthCare (HC) services, as they are knowledge intensive services and their performance are closely related, as the vast majority of their outputs, to intangible resources. Recently, scholars have examined the relevance of organisational climate for gathering outstanding performance in HC services. Literature suggests that organisational climate is a multifaceted concept deeply rooted in the intangible domain of an organisation. Several intangible resources intervene to shape organisational climate. Following this, the study shows how Intellectual Capital (IC) provides a useful and fresh frame for analysing intangible components of organisational climate and planning initiatives for their effective management. Especially, the examination of organisational climate through IC lens is proposed both as diagnosing tool for identifying elements which are hindering productivity, effectiveness and quality of HC services, and as tool for supporting managers in designing management initiatives aimed to enhance organisational performances by leveraging organisational climate. The study is based on the Action Research (AR) methodology and illustrates the results of an AR project, carried out at a public hospital.
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Babatunde, Osabiya. "Importance of Effective Communication in Public Organisations." Issues in Social Science 3, no. 2 (November 20, 2013): 78. http://dx.doi.org/10.5296/iss.v3i2.8596.
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<p>Communication has crucial impacts within or among workgroups in both private and public organizations. Communication can be a channel to flow information, resources, and even policies. Given the importance of organization communication and its managerial impacts, further research is needed to explore this topic as it relates to both private and public administration field. To this end, this study assesses the impacts of organizational communication on the perception of red tape by comparing internal communication with external, especially client-oriented, communication in both public and non-profit organizations. <br />Utilizing current literature, this paper will examine effective organizational communication within a private and public organization. Many organizations today often look at communication and leadership as one-dimensional; the inability of leaders in small organizations to adapt to a leadership style that effectively communicates with the employee hinders organizational performance. This study examines the communication exchange within a private and public organization and its effects on the organizational culture and employee performance.<br />This study summarizes the increasing importance of organizational communication, the basic theoretical perspectives that guide the study of communication and the key distinctions that guide the study of organizational communication, the key functions of communication in organizations. Because organizational communication has become such a big topic, this study is limited to addressing internal and external organizational communication.</p>
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Nenadál, Jaroslav, David Vykydal, and David Waloszek. "Organizational Excellence: Approaches, Models and Their Use at Czech Organizations." Quality Innovation Prosperity 22, no. 2 (July 31, 2018): 47. http://dx.doi.org/10.12776/qip.v22i2.1129.
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<p><strong>Purpose:</strong> The paper brings a set of original information related to analysis and description of the current state in the area of excellence models implementation in Czech organisations. It defines these terms, analyses results of special research in Czech organisations and proposes a comprehensive and generic framework how to achieve the organisational excellence. The principal goal of this paper is to present the main possibilities, benefits, limitations and risks related to the practical use of excellence models in Czech organisations.</p><p><strong>Methodology/Approach:</strong> Brainstorming conferences, field research and relevant data analysis, seminars with quality professionals and other managers, comparative literature analysis and interviews were used to reach the principal goal.</p><p><strong>Findings:</strong> The organisational excellence concept is now widely discussed and implemented throughout the world. Unlike, the real situation in most Czech organizations is rather else. Level of knowledge and overall people awareness related to this concept and various excellence models is very low. This finding supports the assumption that is necessary to change company culture towards never-ending excellence effort in Czech organisations by way of systematic knowledge (including best practices) sharing among all levels of organizations staff.</p><p><strong>Research Limitation/implication:</strong> Special research activities focused on analysis and description of current state in area of excellence models implementation, which was performed on a sample of 321 Czech organisations (with more than 20% response rate). Such level of response rate was seriously influenced by the fact that practical use of various excellence models in Czech organisations is rather limited in present days. However, we can suppose the obtained results should be valid or interesting also for another organization, not only in the Czech Republic.</p><p><strong>Originality/Value of paper:</strong> The paper brings an original set of information from special market research as well as the development of a creative and generic framework of the organisational excellence tailored to Czech organisations.</p>
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Peter, Fred, Emmanue Adeiemi, Joy Ajibade, Adeshola Peter, Sunday Eze, and Decster Lydia. "Empirical Evidence of Organizational Strategy and the Performance of Faith-Based Organizations." International Journal of Business Strategy and Automation 2, no. 1 (January 2021): 54–69. http://dx.doi.org/10.4018/ijbsa.20210101.oa4.
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Effective implementation of organisational strategy is considered a major tool for facilitating firm performance and global competitiveness. However, most academic discussions and debates in existing literature have limited the discourse of strategy implementation in profit-oriented organisations, particularly in the Nigerian context. Therefore, this study explored the impact of the constructs of organisational strategy and performance of a faith-based organisations. A survey of 297 respondants constitute the population for this study. The research study is descriptive in nature, and it adopted a mixed method research design. A simple regression analysis was utilized for the analysis of the completed questionnaire. Also, thematic analysis was used to analyse the qualitative interview. The result shows that personality of the employees significantly influences member satisfaction. Therefore, this study recommends that faith-based organisations must ensure that their organisations consistently provide training for employees in order accommodate people irrespective of their peculiarities.
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Kantyka, Joanna, Kazimierz Nagody-Mrozowicz, Luis Ochoa Siguencia, and Piotr Pietrakowski. "MARKETING MANAGEMENT IN RECREATIONAL ORGANISATIONS." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 21, 2019): 248. http://dx.doi.org/10.17770/sie2019vol6.3757.
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The aim of the paper is to analyse selected aspects of marketing activities of recreational organizations from the Silesian Voivodship. The following research problems were diagnosed: analysis of the marketing structure, directions of activity and development as well as the meaning and motives of applying marketing in the surveyed recreational organizations functioning in the Silesian Voivodship. The results of the research presented in this paper and the considerations based on them allow formulating a general conclusion that profit and non-profit organizations operate in the common market of recreational services, both have a similar phase of the organization's life cycle, pursue similar recreational goals, offer similar services and direct them to the same clients, but the nature of ownership and the organizational and legal form determine the marketing concept model in these organizations.
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Cletus, Helen Eboh, Nor Asiah Mahmood, Abubakar Umar, and Ahmed Doko Ibrahim. "Prospects and Challenges of Workplace Diversity in Modern Day Organizations: A Critical Review." HOLISTICA – Journal of Business and Public Administration 9, no. 2 (August 1, 2018): 35–52. http://dx.doi.org/10.2478/hjbpa-2018-0011.
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Abstract Workplace diversity (WPD) is a holistic concept that denotes the differences that exist between people working within an organisation. It describes the complex physical, sociological or psychological attributes such as gender, ethnicity, sexual orientation, religious or political beliefs that define an individual or group. Therefore, WPD transcends the recruitment, representation or preferential treatment of people within an organisation. The complexity of WPD has become one of the most challenging issues currently of critical importance in business and organisational management. Therefore, the paper presents the critical issues currently impacting on WPD in modern day organisations. It identified and highlighted the various prospects and challenges of WPD. The results revealed that diversity in the workplace enhances the critical thinking, problem-solving, and employee professional skills. Furthermore, it enables organisations to attract talent, improve corporate attractiveness, productivity. However, it is currently hampered by the hostility, disrespect and discrimination people with diverse background encounter in the workplace. Such behavioural attitudes as ascribed to prejudices and biases towards people with varied lifestyle choices, ethnic and cultural differences, disabilities, and generational gaps. These factors can stifle morale, teamwork, profitability and the attractiveness of the organisation. Consequently, modern day organisations need to address the causes of these issues to exploit the benefits of WPD. These can be addressed strategies that foster an empowerment culture, build communication and team spirit with organisations. These efforts will promote acceptance, productivity, and profits in future organisations.
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Kawka, Tomasz. "Sports Organisations in Context of New Economy." Kwartalnik Ekonomistów i Menedżerów 22, no. 4 (October 1, 2011): 25–38. http://dx.doi.org/10.5604/01.3001.0009.5531.
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The paper presents theoretical considerations on the changing organizational conditions in the days of the new economy. The main conceptual idea is to describe a sports organization as example of organizations in mainstream contemporary transformations. The first part of the text it focuses on describing the key changes in the today environment and organizational structures in the context of human capital management. In this light, there is described the characteristics of a sports organizations. The text analyses the determinants of the division of sports and economic goals, and also it describes the role and importance of human capital in shaping the sports product. Thanks to the analysis of the specific objectives of the company sports, the author tries to justify that a sports organization, which is dominated by talent management, diversity management and team building commitment through organizational climate, reflects the kind of organization on the way to the new economy.
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Schmitz, Björn, and Gunnar Glänzel. "Hybrid organizations: concept and measurement." International Journal of Organizational Analysis 24, no. 1 (March 14, 2016): 18–35. http://dx.doi.org/10.1108/ijoa-07-2013-0690.
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Purpose – The purpose of this paper is to find a new conception of hybridity to set ground for further systematic research. The concept of hybrid organisations is used in many ways. This leads to confusion among scholars and the term of hybridity appears to be meaningless and useless for research and practice. Design/methodology/approach – In this explorative research design, the authors conducted 11 interviews with managing directors and managers of hybrid organisations in four different countries across Europe. Findings – Each and every organisation is hybrid but to different degrees and with different patterns. It is important to measure hybridity to give value to the term of hybrid organisations. According to input, process and output dimensions, the authors could classify possible dimensions of hybridity measurement within organisations. Research limitations/implications – The developed cube model serves as a new point of departure for hybrid organisation research and helps to build analytical types of hybrid organisations. The research has been highly explorative, and the limited number of cases researched leads to the requirement of further validation on a broader basis. In addition, the still rather conceptual state of the cube model will need further validation by means of a set of hybridity indicators. Originality/value – The paper presents a way to deal with the question about what hybridity exactly is and whether hybridity is a term that has an analytical value. It also provides the first attempt to connect more analytical meaning to the concept of hybridity by suggesting an approach to concretely measure it.
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Johannessen, Jon-Arild, and Hugo Skaalsvik. "The development of innovations in organizations: the role of creative energy fields." Kybernetes 44, no. 1 (January 12, 2015): 89–106. http://dx.doi.org/10.1108/k-11-2013-0243.
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Purpose – One problem that many organisations face today in the global economy is that too few ideas are turned into innovations. The purpose of this paper is to show how innovations in organisations may be obtained by means of creative energy fields. Design/methodology/approach – The design employed in the research represents a holistic, change oriented approach to innovation, and the methodology is conceptual where an analytical model is used. Findings – The paper provides arguments that organisations need to develop creative energy fields in order to enhance their innovative capacity and performance. In the paper the construct creative energy field is conceptualised as “a spot in an organisation where a Group of creative individuals collaborate and work together in order to bring to surface new ideas which may fuel innovation processes and Development in organisations”. The paper shows that creative energy fields are influenced by five distinct components; those of making a clear purpose, planning after the results have become apparant, an organisation’s rule breakers, drawing a map that changes the landscape, and igniting the flame of innovation. Furthermore, the findings encompass three conditions which need to be present in an organisation in order to make creative energy fields work. Research limitations/implications – The carried out focuses on the individual organisation which aims to enhance innovation performance. Practical implications – In relation to practical implications, the paper shows, in particular, how an organisation may move into areas of innovation by means of a Lego system of organising. Originality/value – To the authors’ knowledge, the creation and use of a novel construct, that of creative energy fields, represents newness and originality in innovation research at the level of the individual enterprise. Furthermore, the paper contributes to the extant management knowledge of innovation by showing how a Lego system of organising may foster innovation at the enterprise level.
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Kursch, Martin, and Jaroslav Veteska. "Management and Development of Talented Employees in the Global World." SHS Web of Conferences 92 (2021): 06040. http://dx.doi.org/10.1051/shsconf/20219206040.
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Research background: The study focuses on the search for talented individuals depending on the size and form of organizations in the Czech Republic. Purpose of the article: The article answers the question where organizations are looking for talented individuals in the Czech Republic in the era of digitization and Industry 4.0. It also reveals whether different forms of organization and their size play a role in finding talented individuals. Methods: A representative sample of 301 talent management organizations found whether the search for talented individuals depends on the size of private organizations and whether the form of the organization affects its application. The study is part of a very extensive research completed in 2018 dealing with the effectiveness of talent management methods in the Czech Republic. Findings & Value added: It produces specific results related to the way talented individuals are found in small, medium, and large private organisations and public organisations. The result is to determine the dependency between size, form of organization and search for talented individuals. The study also points to the fact that the “talent pool” method is independent of seeking talent within an organisation or in the labour market. The study covers a wide range of organisations, including public organisations, which are neglected in most current research.
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Adjovi, Roland. "AFRICAN ORGANIZATIONS ORGANISATIONS INTERAFRICAINES." African Yearbook of International Law Online / Annuaire Africain de droit international Online 11, no. 1 (2003): 447–51. http://dx.doi.org/10.1163/221161703x00179.
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Johnson, Anya, Helena Nguyen, Markus Groth, Karyn Wang, and Ju Li Ng. "Time to change: a review of organisational culture change in health care organisations." Journal of Organizational Effectiveness: People and Performance 3, no. 3 (September 5, 2016): 265–88. http://dx.doi.org/10.1108/joepp-06-2016-0040.
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Purpose The culture of an organization shapes the attitudes and behaviors of employees and plays a key role in driving organizational outcomes. Yet, it is enormously challenging to manage or change. The purpose of this paper is to review the recent literature on culture change interventions in health care organizations to identify the common themes underpinning these interventions. Design/methodology/approach The paper is developed from an extensive review of the literature on culture change interventions in health care from 2005 to 2015, building on previous reviews and highlighting examples of good practice. Findings All culture change interventions included in the review used processes and techniques that can be classified into Lewin’s (1951) three stage model of change. These include providing evidence for the need for change through data, a range of successful change strategies, and strategies for embedding the culture change into business as usual. Practical implications There is no “one size fits all” recipe for culture change. Rather, attention to context with key features including diagnosis and evaluation of culture, a combination of support from leaders and others in the organization, and strategies to embed the culture change are important for the change process to happen. Originality/value The authors provide an important insight into the key principles and features of culture change interventions to provide practitioners with guidance on the process within health care and other organizations.
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Meshari, Abdulrahim Zaher, Majed Bin Othayman, Frederic Boy, and Daniele Doneddu. "The Impact of Learning Organizations Dimensions on the Organisational Performance: An Exploring Study of Saudi Universities." International Business Research 14, no. 2 (January 25, 2021): 54. http://dx.doi.org/10.5539/ibr.v14n2p54.
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The education sector is crucial to any nation committed to building future human capital. The Higher Education sector in the Kingdom of Saudi Arabia (KSA) is at the centre of transforming the nation's future in a radical move to end oil-dependency. But this is only possible if universities make a decisive change and start working as learning organisations in all employee's levels. The present study investigates the direction of higher education in becoming learning organisations. We collected data from 840 staff members in 20 public Saudi universities. We designed a questionnaire exploring the seven dimensions of learning organisation found in the literature. Regression analyses were used to assess the impact of those dimensions on the organisational performance. Results showed that universities that adhered most to the learning organisation principles demonstrated a better organisational performance, particularly concerning research and knowledge performance. We recommend that universities should (1) use change agents to help transform effectively and meet rising demands and (2), promote continuous learning for all employees to increase productivity.
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Den, Hertog. "Implementers? The role of international organisations in EU funding for external migration policy." Journal of Regional Security 12, no. 2 (2017): 5–26. http://dx.doi.org/10.11643/issn.2217-995x171sph75.
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The EU is a major funder of migration projects around the world. There is a relationship of interdependence between the EU and international organizations, with the former offering funding and the latter offering implementation capacity. This paper explores this relationship in more detail. In particular, it explores how these international organizations are involved in the EU funds beyond implementation. This paper employs an organization theory approach to explain this central role of international organizations. This article argues that these organizations carefully navigate between the 'company' and 'political' organizational types. Moreover, the Commission and these organizations can be better conceptualized as forming a 'partial' organization. This holds implications for transparency and accountability in this area of growing spending. Three organizations are looked at in the context of this paper: The International Organization for Migration (IOM), the UN High Commissioner for Refugees (UNHCR), and the International Centre for Migration Policy Development (ICMPD).
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Christopher, Chidi Odogwu, Ogunyomi, Olusiji Paul, and Adedehinbo Ekundayo Badejo. "Promoting Ethical Human Resource Management Practices in Work Organizations in Nigeria: Roles of HR Professionals." International Journal of Human Resource Studies 2, no. 2 (June 2, 2012): 116. http://dx.doi.org/10.5296/ijhrs.v2i2.1889.
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This paper has become imperative in view of the on-going Federal Government’s initiative in charting an ethical roadmap for Nigeria. Ethics permeates all aspects of our national life and human resource management profession is no exception. Ethics refers to the principle of conduct governing an individual or a group. This paper examines ethical HRM practices in work organisations in Nigeria and the roles of HR professionals in promoting ethical practices with a view to achieving employee well-being, satisfaction at work and organisational performance. Based on theoretical and practical insights, the authors x-ray an array of unethical human resource management practices in work organisations in Nigeria. To combat unethical HR practices in the workplace, the authors enjoin HR professionals in line with top management to put in place ethical policies and codes and to constantly embark on ethical training of workers at all level as well as the institutionalisation of whistle blowing policy in their organisations. Keywords: Ethics, Human Resource Management, Work Organisation, HR Professionals.
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Pyanov, Alexander, Elena Drannikova, Evgeny Shevchenko, and Zarema Kochkarova. "Sustainable development of non-profit and non-governmental organizations: financial and organizational mechanisms." E3S Web of Conferences 250 (2021): 04008. http://dx.doi.org/10.1051/e3sconf/202125004008.
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This article aims at analysing the financial and organizational mechanisms of the third sector, namely the non-profit organisations (NPOs) and non-governmental organisations (NGOs). In addition, it focuses on the sustainable development of non-profit and non-governmental organizations. The paper shows that in order to achieve sustainable development and embark upon the path of the “green economy”, NPOs and NGOs need to apply effective financial and organisational mechanisms that would also coincide with their regional priorities and socio-economic objectives that would take into account the environmental specifics and priorities of the given region. The article draws various examples and case studies from various countries and regions around the world to prove its points and provide some guidelines for relevant stakeholders and regulators.
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Kumari, Dr Neeraj. "Studying the Dimensions of Corporate Culture in Indian IT Companies." World Journal of Educational Research 8, no. 2 (March 10, 2021): p20. http://dx.doi.org/10.22158/wjer.v8n2p20.
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The objective of the study is to find out how employees perceive the organizational culture in three leading IT companies. It is an exploratory research. A primary research was conducted through an administration of a structured questionnaire. The sample size is 165 consisting of employees from three leading IT organizations in India. Most project work in the IT sector is done in teams. Hence proper team building is a pre-requisite to high performance and ensures that everyone is aligned and working equally hard to the team and the organisation’s goals. Team orientation can be fostered by having quarterly project parties and having occasions to meet formally and informally and capture feedback from one another. Creating an easily accessible centralised knowledge management system is the key to information sharing. Also with the advent of newer technologies coming up, the organisation needs to have heavy investment in training infrastructure in order to keep pace with the market needs. For this dedicated learning and training function needs to be setup in most organisations whose mandate would be to up-skill people based in customer needs and changes in the technology environment. Involvement and Adaptability are indicators of flexibility, openness and responsiveness; which are strong indicators of growth. Mission and Consistency are indicators of driving direction, integration and vision, and are strong indicators of profitability and efficiency. These four traits of organisational culture if monitored and harmoniously used are the key to ensure high performance within the organisations. Aligning culture and leadership goals are keys to organisational success. All the four dimensions of organisational culture are heavily influenced by leadership based interventions in an organisation.
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Alharbi, Gasem Aail. "Assessing the functioning of government schools as learning organizations." Cypriot Journal of Educational Sciences 16, no. 3 (June 30, 2021): 1036–51. http://dx.doi.org/10.18844/cjes.v16i3.5821.
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The present study examined teachers' perceptions of school leaders' practices towards employing the characteristics of Learning Organisations in public education schools. The research used a mixed-method research design, implying that the study conflated quantitative and qualitative data to achieve aims. Moreover, the study used simple random sampling to recruit the participants, enhancing the validity and reliability of the gathered data. Data was collected through a learning school questionnaire (LSQ) administered to two hundred and forty-seven school leaders and two hundred and twenty-one school teachers selected from the selected region's government schools. Findings showed the criticality of school leadership in enforcing and sustaining learning organisations. Also, some impediments to creating Learning Organisations were centralisation, the low level of administrative support in educational departments, and the ineffectiveness of organisational education training programs, which require financial, administrative, and training stimulation to develop schools. School actors can implement the recommendations included in this research to remodel their educational systems as Learning Organisations.
Keywords: Learning organisations, school leaders, teachers, learning school questionnaire
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Bieńkowska, Jolanta, and Czesław Sikorski. "Hyperflexibility A feature of e-commerce organisations." Management 20, no. 2 (December 1, 2016): 210–23. http://dx.doi.org/10.1515/manment-2015-0061.
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Summary The paper is sacrificed analysis of conditions organizational activity on e-commerce business and desired ways of management. Organizations on e-commerce business must be hyper-flexible because of stormy environment and high level of competition. Hyperflexibility means ability to creating new organizational forms so as to realization of different projects collaboration with other organizations and utilizing strange resources. The main condition of Hyperflexibility is pragmatic organizational culture and such its attributes as confidence, tolerance and fluent identity.
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Elsan Mansaray, Hasan. "The Consequence of Human Resource Planning on Organizational Performance: An Ephemeral Review." Britain International of Humanities and Social Sciences (BIoHS) Journal 1, no. 2 (October 2, 2019): 50–61. http://dx.doi.org/10.33258/biohs.v1i2.35.
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The drive for human resource planning in every single organization is to necessitate perfect use of human resource currently employed as well as, making provision for the future human resource needs regarding skills, quantities and ages. The purpose of this review is to ascertain the practices of HRP that can increase organizational performance. Consequently, the review discovered that HR planning ensures that organizations at all times have the right number of people, with the correct level of skills to do the right activities at the right time for the achievement of organizational objectives. Besides, human resource planning determines the right numerical strength of individuals that own these skills that are needed by organisations to meet the present and future business requirements. Based on this reality, organisations nowadays need to have employees that possess the right skills that could be place in the right places and at the right time they would be needed in organizations. In order to fulfill this condition, the study found out that HR planning ought to be part of any organization’s objective. Incredibly, many organizations have the tendency of overlooking the side of HR planning and more or less, organizations are even not totally conscious of it. Hence, it is essential to recognize that because of the high knowledge requirements in the global market, most organizations are determine to stimulate performance, which can engender surplus profit through the application of HRP philosophy.
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Bobkov, Aleksandr L., Igor V. Denisov, and Oksana V. Kuchmaeva. "Research of organizational structure of retail business and educational institution by methods of statistical analysis." Statistics and Economics 16, no. 1 (March 19, 2019): 11–21. http://dx.doi.org/10.21686/2500-3925-2019-1-11-21.
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The purpose of the study.The purpose of the research is to define a previously developed theoretical evolution model of an organizational structure, that is based on the hypothesis that the two types of organizational structures, consecutive and parallel, succeed each other, undergoing quality changes with the growth and development of organisations, though pertaining properties which determine the structure characteristics and provide a sufficient growth of organizations’ efficiency. Following the results of the authors’ previous research, it was hypothesized that the growth of an organization during a transition from one to the other type of organization structure follows either intensive or extensive pattern and is defined by the type of the transformation.Materials and methods.The study analyzed the retail trade sector, with isolated branches that distinguish this type of organizational structures, and educational institutions. The authors believe that organizations of similar types possess similar (consecutive and parallel) organizational structures. Groups of similar objects were identified by the cluster analysis used for grouping basic data. Following this, the results of cluster analysis were defined and key factors for patterns of organizational development were selected by the principal component analysis. Also, the Objectives Tree method was applied to gauge the effect of the types of educational services on the performance of private educational organizations and their structure. The research analyzed the data obtained from the database of commercial organizations of Czech Republic.Results.In general, the proposed model of the evolution of an organizational structure in retail business was redefined, and the outcomes of the conducted analysis allow defining the following:– when transitioning from the parallel to the consecutive organizational structure, the growth can be described as intensive, and while the consecutive model transitions to the parallel organizational structure the growth follows the extensive pattern;– development of retail business is defined by the three key factors: size of an organization, its performance efficiency and lifetime. The cluster analysis of educational organisations revealed seven clusters. After analysis of average values of variables, these clusters can be grouped in five. These outcomes led to the additional research with Objectives Tree, which showed that both small and large educational organisations employ their certain typical features of educational services. A similar pattern describes certain types of educational services in the organisations of different lifetime.Conclusion.The outcomes of the cluster analysis of commercial organisations of two sectors of Czech Republic and their further analysis confirmed the suggested hypothesis and matched corresponding theoretical evolution models of organizational structures, the results also showed intensive growth when transitioning from the parallel to the consecutive organizational structure and extensive growth when the transition changes from the consecutive to the parallel organizational structure. The alternating patterns of consecutive and parallel structures, as well as suggested gauging of the transition effectiveness will allow owners and management staff to efficiently maintain sustainable development of commercial organisations.
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Neumann, Franziska. "Vormoderne Organisationen." Zeitschrift für Historische Forschung: Volume 47, Issue 4 47, no. 4 (October 1, 2020): 591–628. http://dx.doi.org/10.3790/zhf.47.4.591.
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Premodern Organizations. Membership and “Formal Organization” in the Saxon Mining Administration of the 16th Century This article examines the emergence of early modern “formal organisations”. It uses the term “formal organisation” as a heuristic instrument – or with Peter von Moos: as a “controlled anachronism”. That is, formal organizations did not exist in historical reality in the contemporary sense. But as an ideal type, the concept allows us to get a better impression of the specific conditions, ambiguities, and longer-term dynamics of the formation of administrative structures.
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Witkowski, Stanisław A., and Bogna Bartosz. "Psychological and organisational aspects of age management in organisations." Management 21, no. 1 (May 24, 2017): 81–94. http://dx.doi.org/10.1515/manment-2015-0081.
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Summary In article we present selected issues of age management in organizations. They pointed to the lack of rationale for the discriminatory policies of some companies to employees aged 50+. Attention of managers was paid to the problem of age management in organizations, conditioned by an increase in the number of employees 50+. In Poland, currently there are employed approx. 31% of workers in this group (64 years old). While in EU countries the employment rate for workers aged fifty years and older more than 50%. The article discusses the specifics of the development processes and changes in the phase of middle and late adulthood, characterizing the population of employees and pointing to the “strengths” of the group. Age management in the context of both pathology and positive practices was presented. Referring to the data the benefits of age management were indicated.
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Michalicka, Tomas, Drahoslav Lancaric, and Hana Zach. "Adopting the Diversity Management Approach. Case of Slovakia." SHS Web of Conferences 92 (2021): 02042. http://dx.doi.org/10.1051/shsconf/20219202042.
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Research background: Towards the end of the previous century the issue of management of diversity in organisations gained a prominent place in both academic and societal debates. For any multicultural country, such as the United States or Great Britain, the issue of diversity is not new. However, diversity has not been as frequently researched in the countries of the Visegrad region: the Slovak Republic, the Czech Republic, Poland and Hungary. Purpose of the article: Using the data about 278 business organizations in Slovakia, we focus on the background of the implementation of diversity management from the point of view of factors having a direct influence on this process. We evaluate the influence of the legal form (as an expression of the number of owners and the ability to quickly adopt a new concept) of the business organisation, the size (number of employees) of the business organisation, the share of the foreign capital in the ownership structure of the organisations, the sector of economy the organization operates in, its performance and the existence of HR unit in the organizational structure. Methods: To evaluate the influence of the selected factors linear modelling was used. Findings & Value added: The study theoretically contributes to human resource management, talent management and organizational behaviour theories, and offers several policy implications for decision makers. Specifically, it deals with the relationship between the implementation of the diversity management selected organizations` characteristics.
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Kalapura, Jose. "Philanthropic Organizations and Community Development." Asian Journal of Social Science 43, no. 4 (2015): 400–434. http://dx.doi.org/10.1163/15685314-04304005.
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Philanthropic organisations are engaged in diverse welfare and development works including community development in India. A substantial number of these organisations are faith-based organisations (FBOs). While religion impacts people in many ways, religious tenets and practices have shaped, and in many cases strengthened, much of philanthropic activity. This paper focuses on the socio-economic change impacted by a philanthropic organisation called Bettiah Parish Society, successively managed by two FBOs since 1745, for the development of a Christian community, located at Bettiah, West Champaran District, in the State of Bihar, eastern India. The two FBOs were the Capuchin Mission Society (1745–1921), and the Patna Jesuit Society (1921–2000). The paper explores the influence and impact of these two external, goal-oriented FBOs on the 265-year-old Bettiah Christian community in Bihar. Aside a brief discussion on the missionary agents and their religion-induced ideologies, vision and motivations that seem to have goaded them engage in philanthropic works, the main discussion will be on the second aspect, namely the impact of their philanthropic action on the recipient community. The overall impact was (1) the construction of a Christian community (the Bettiah Christians) from among disparate convert groups, formerly belonging to different Hindu castes, and (2) changes in the socio-economic structures of the community through development aid and education. I have used an inter-disciplinary method for this study, relying much on historical, sociological and anthropological data, collected during a field study in 1998, and again in 2010.
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Volgina, Natalia. "Global Value Chain Research: The Role of International Organisations." International Organisations Research Journal 15, no. 2 (June 1, 2020): 255–85. http://dx.doi.org/10.17323/1996-7845-2020-02-12.
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Recent years the phenomenon of global value chains (GVCs) has attracted great attention of international organizations. Many of them are involved in the study of GVCs, primarily the Organization for Economic Cooperation and Development, the UN Commission on Trade and Development, the World Trade Organization, the World Bank, the World Intellectual Property Organization and others, including regional international organizations, such as the Association of Southeast Asian Nations Asia, UN Economic and Social Commission for Asia and the Pacific, African Development Bank, etc. The purpose of this article is to identify how the role and position of international organizations in the global market for GVC research has changed, both in terms of specific content and in terms of interaction with individual scientists and other international and national institutions. GVC research by international organizations makes an important contribution to the understanding the contradictory features of international fragmentation, the participation of countries, regions, industries and individual firms in it. The publications of international organizations have a common research paradigm: they all recognize the importance of GVCs for national economic development. A similar conceptual framework for the study of GVCs is combined with the research specialization of international organizations, which reflects the main focus of the activity of one or another organization. The availability of research specialization is accompanied by continuity and coordination of research; the conclusions of international organizations do not contradict, but rather complement each other. The most important feature of all publications of international organizations is also their practical orientation, the focus on elaborating recommendations for national policies aimed at maximizing the benefits of participation in GVCs and minimizing the risks of such integration. A key feature of the research of international organizations is their generalizing nature, which allows highlighting the key trends in the development of GVCs and perspective areas for future research. Conducting large-scale research and the development of expert estimates in the field of GVCs became possible due to the availability of significant financial, intellectual and statistical resources of international organizations, including databases (TiVA, EORA, AMNE). The availability of such resources allows not only to conduct generalizing and comparative studies on a large array of macro and micro data, but also to carry out “pioneering” studies, which are a real increment of scientific knowledge in the field of GVC. Obtaining important generalizing or “pioneering” conclusions became possible due to the development of multilateral research cooperation of international organizations with individual researchers, universities, other international institutes and “think tanks”.
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Patro, Chandra Sekhar. "A Study on the Impact of Employee Retention Policies on Organisation Productivity in Private Sector." International Journal of Asian Business and Information Management 5, no. 3 (July 2014): 48–63. http://dx.doi.org/10.4018/ijabim.2014070104.
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During the last decade, employee retention has become a most critical issue for all private sector organisations as a result of the shortage of skilled labor, economic growth and employee turnover. Retention of employees is an important function of the Human Resource Management. Employees are the assets of any organization. The organizations have to strive to retain the talents of the employees by implementing effective retention strategies. These strategies would subsequently have an impact on productivity and sustainability of the organization. Employee retention refers to the various policies and practices which let the employees stick to an organization for a longer period of time. Organisations use different HR techniques for retention. In this paper a brief overview of literature from various research findings are employed using a descriptive study technique. The present study is an attempt to identify the various retention policies practiced in different private sector organisations and evaluate the effectiveness of these policies on productivity and sustainability of the organisation.
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Constance O., Oyibo, and Gabriel Justin M.O. "Evolution of Organization Theory: a Snapshot." International Journal of Innovation and Economic Development 6, no. 3 (2020): 46–56. http://dx.doi.org/10.18775/ijied.1849-7551-7020.2015.63.2005.
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This paper is a review and critique of the evolution of organisations theory. Organisations and managers are regularly faced with challenges from the environment of business and these challenges evolve and cause them to shift and adapt regularly and transform themselves to meet the expectations of their clientele. This paper examined the pre-classical, classical, neo-classical and modern theories of organisation to review how they also evolve to meet the needs of the organisation each time. Organizations operate in fluid environments, therefore it is vital for them to align and re-align their elements and structure in order to survive and compete effectively. We conclude that these theories each have their advantages and flaws but the manager should choose the one that best fits the organization processes per time.
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Chaturvedi, Dr Rachna. "HRM Practices & Organizational Culture Have Positive Impact : A Study of Few Selected Organisations." SMART MOVES JOURNAL IJELLH 1, no. 1 (May 17, 2017): 1. http://dx.doi.org/10.24113/ijellh.v1i1.4.
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HR has an important role of play in Organisational Culture, as it is the people who work for the organization, who embrace and develop a particular culture within the organization, any desired changes to the culture of the organization has been made through the people and by the people. HR provides the organization with effective means of facilitating an organizational culture. The present study focuses on the positive significant relationship between HRM practices and organizational culture in few private sector organizations. There is a positive significant relationship between HRM practices and variables of organizational culture operationalised in terms of self-realization, status enhancement, inventive values and social economic support.
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Patro, Chandra Sekhar. "A Study on Adoption of Employee Welfare Schemes in Industrial and Service Organisations." International Journal of Service Science, Management, Engineering, and Technology 7, no. 2 (April 2016): 16–33. http://dx.doi.org/10.4018/ijssmet.2016040102.
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During the past few years practicing employee welfare schemes has become a key factor for the overall growth and development of any organisation. Organizations provide welfare facilities to their employees to keep their motivation levels high. Employees' welfare is essential for any organisation, as they shed the blood for achieving the objectives and goals of the organisation. The welfare schemes improve the organisational relations and also enhance the productivity of the employees. The main aim of implementing the welfare measures in any organisation is to secure the labour force by providing proper working conditions and minimizing its hazardous effect on the life of the employees and their family members. A study was undertaken to know the various welfare schemes adopted by the industrial and service organisations and its influence on the employee's productivity in both public and private sectors.
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Kis, Mária. "Egy mezőgazdasági értékesítő szövetkezet stratégiája." Jelenkori Társadalmi és Gazdasági Folyamatok 3, no. 1 (January 1, 2008): 64–68. http://dx.doi.org/10.14232/jtgf.2008.1.64-68.
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In Hungary, the role of collection farms, wich have numerous forms in increasing due to agricultural policy inspiring fusions. Producer Organisations have to be emphasized among collective farms because under the control of European Union's vegetable and fruit market, subsidy is paid through them. In all fruit an vegetable growing regions of Hungary Growing and Trading Organizations have come into existents, so the geographical cover is nearly complete. There are 58 Producer Organizations currently in Hungary, In 2007 the turnover of product issue in the sector was HUF 179 billion, The fruit and vegetable growing organisations and groups turnover was HUF 35 billion. Their total turnover has been stagnating at about 15% of the total product issue in the sector. Mórakert Cooperatives's turnover runs to 15-20% of Growing ar.d Trading Organisation's totai turnover. In my thesis deal with Mórakert Fruit and Vegetable Producer Organization, which is the biggest one in Hungary, its products can be found on the shelves of most domestic supermarket chains.
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Kotas, Maria. "Key success factors for social services organizations in Poland." Management 19, no. 2 (December 1, 2015): 122–35. http://dx.doi.org/10.1515/manment-2015-0018.
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Summary The basic goal behind any action undertaken in an organization management is the will to achieve success. Key (or critical) success factors are the organization’s resources, competence and qualification that create its competitive advantage on a particular market at a given time, and are able to determine its possible future success. The aim of this article is the analysis of the discrepancies between the factual and perceived key success factors of the social service organizations. The results point to the management of social services organisations not possessing enough knowledge about the factors responsible for the success of the entities they manage. This signifies the need to equip the management of the social services organisations with a theoretical background and practical knowledge which will allow them to manage with the expected results.
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Hodgins, Margaret, Sarah MacCurtain, and Patricia Mannix-McNamara. "Power and inaction: why organizations fail to address workplace bullying." International Journal of Workplace Health Management 13, no. 3 (June 1, 2020): 265–90. http://dx.doi.org/10.1108/ijwhm-10-2019-0125.
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PurposeBullying affects at least one-third of the workers through either direct exposure or witnessing, both of which lead to compromised health, and as a result, reduced organizational effectiveness or productivity. However, there is very little evidence that organisations provide effective protection from bullying, and in fact, the converse appears to the case. The purpose of this paper to explore the role of both individual and organisational power in the creation and maintenance of the problem. Such an approach moves away from the specific practice of identifying “bullying” that typically engages targets and perpetrators in a dance that is really just around the edges (Sullivan, 2008) of a larger problem; a culture that permits the abuse of power and ill-treatment of workers, in both practices and through organisational politics.Design/methodology/approachThis paper elucidates key problems with organisational response as identified in the literature and critically examines weak organisational response to workplace bullying using the power theory, arguing that while overt approaches to addressing bullying appear to be underpinned by a simplistic, functionalist understanding of power, practices on the ground are better explained by more sophisticated “second-dimension” theorists.FindingsThere is a need for organisations to move beyond the current individualistic understanding of bullying towards a more nuanced understanding of how anti-bullying policies and procedures are themselves an exercise in institutional power protecting and reinforcing dominant power structures.Research limitations/implicationsThe literature from which this paper is drawn is limited to studies published in English.Practical implicationsThe authors advocate a realistic assessment of the role of both individual and organisational power in the creation and maintenance of workplace bullying, as a way forward to plan appropriate intervention.Social implicationsWorkplace bullying is problematic for organisations at several levels, and therefore for society.Originality/valueThat power is relevant to workplace bullying has been apparent since the work of Brodsky in 1976 and Einarsen's early work, this paper builds on a the more nuanced work of McKay (2014), D'Cruz and Noronha (2009), Liefooghe and MacDavey's (2010) and Hutchinson et al. (2010), exploring the organisational response to the raising of bullying issues by individual employees as an exercise of power.
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Pietruszka-Ortyl, Anna. "THE IMPACT OF ORGANIZATIONAL CULTURE FOR COMPANY'S INNOVATION STRATEGY." Marketing and Management of Innovations, no. 3 (2019): 178–92. http://dx.doi.org/10.21272/mmi.2019.3-14.
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The resource-based view recognizes present organizational culture as a key component to its success or failure. It has a direct impact on the innovation strategy of organizations and therefore should be treated as a determinant of the organisation's future. Presently companies should naturally strive to make efforts aiming at the creation of such organizational cultures which would affirm knowledge – cultures characteristic for organisations based on knowledge, that foster engagement of employees, building trust and sharing knowledge. They are most often convergent and mutually complementary and described as: lean culture, learning organization culture, information culture, group-development culture. One type of the organizational cultures indicated as optimal for operating in knowledge-based economy is the quality culture. Concentration on quality is currently a sine qua non-condition for the survival and development of modern organization and at the same time, one of the main tasks of managers. Because of the fact that that instruments are in place but still there is a lack of quality culture in the practical aspects and also common point of view that there is a gap to be filled in the development of appropriate culture for quality, the study provides an initial comparative verification of which stage of evolution towards quality culture is represented by companies from different sectors in Poland. The paper has theoretical-empirical ladder. Its aims are to review existing literature dedicated to organisational quality culture essence, elements, determinants and dimensions. Investigation of the topic in the paper is carried out in the following logical sequence: TQM implementation → Organizational culture → Quality culture → Organizational Quality Culture. The purpose of this paper is to describe components of organisational quality cultures in polish enterprises from different sectors. The methodological tool of the research methods was survey questionnaire, included 20 closed-ended questions – most of them multiple choice. It was decided to research, in the context of quality culture, all enterprises: those operating in production, in services and also mixed enterprises. Based on exploration of empirical data, the condition of quality culture in companies operating in Poland is diagnosed. Paper proves that verified organisations are on their way in the direction to the phase of permanent organisational quality culture creation. The results of the research can be useful for developing the complex model of organizational quality culture constitution. They can also provide managers with valuable suggestions on building stable organizational quality culture.
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Minja, David. "Strategic Philosophy and Competitive Advantage: Conceptual Understanding and Application in Public Sector Organisations." East African Journal of Business and Economics 2, no. 1 (April 25, 2020): 10–19. http://dx.doi.org/10.37284/eajbe.2.1.140.
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All organizations deal with strategy, but organizations operate under different conditions, affecting their understanding of how to do strategy. The study aims at providing an argument on how managers in public sector institutions apply the practice of strategic philosophy in their quest for effective practice of strategic management. Strategy is vital for a competitiveness, effective and efficient public service delivery and for successful leadership. Strategic philosophy refers to a set of beliefs, personal views or rules concerning the nature of organizational strategy. Managers apply these beliefs, values and rules to help make strategic decisions that provide direction, cohesion, mission and motivation to pursue organization’s strategic goals. The bureaucratic nature of public sector causes it to function according to unique set of principles, norms and rules. These rules and principles are influenced by the political nature of the institutions with little autonomy and /or discretion to decide on priorities, set own goals and deal with challenges and problems in order to exploit any emerging opportunities. This article used systematic literature review to identify studies that discussed the concepts of strategic philosophy and competitive advantage. Two focus groups discussions were also held with managers from public sector and civil society organizations. Since previous studies have been treating these concepts separately, articles dealing with each aspect of the study were reviewed and analysed to establish if any relationship exists between the two concepts. The study found out that the position occupied by a manager in the organization, skills and experience determine how he/she conceptualises the whole process of strategic planning. Senior managers believe that their role involves crafting the mission, vision, values, strategic goals and providing direction of the enterprise. They also determine the strategies that are likely to create superior performance.
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Busco, Cristiano, Elena Giovannoni, and Angelo Riccaboni. "Sustaining multiple logics within hybrid organisations." Accounting, Auditing & Accountability Journal 30, no. 1 (January 16, 2017): 191–216. http://dx.doi.org/10.1108/aaaj-11-2013-1520.
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Purpose The purpose of this paper is to explore how accounting and control practices contribute to the persistence of the multiple logics that characterise hybrid organizations, i.e. organizations that constantly incorporate elements from different institutional logics at the very core of their identity. Design/methodology/approach The authors draw on the literature regarding institutional logics and on studies exploring the enabling power of accounting to interpret the findings derived from a longitudinal case study of a hybrid organization operating in the field of brain-computer interface technology. Findings The study shows that the persistence of conflicting logics and innovation within hybrid organizations can be sustained through the mediating role of accounting and control practices. By engaging different interested parties within processes of innovation, these practices can establish complex interconnections between conflicting perspectives and their objects of concern. Consequently, accounting and control do not address a specific logic but instead contribute to lock different parties to their own logic, allowing them to engage and generate innovation while maintaining their diversity. Originality/value Whereas previous studies have explored mechanisms for keeping the multiple logics of hybrids separate or for reconciling them, the paper shows that conflicts between these logics do not need to be reduced but can be mediated to generate innovation. Additionally, the authors contribute to the literature on accounting “in action”, by illustrating the role of accounting and control practices as boundary objects that act within a broader “ecology of objects” through which innovation materializes in a context of enduring institutional pluralism.
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Leovaridis, Cristina, and Diana Maria Cismaru. "Characteristics of organizational culture and climate in knowledge-intensive organisations." Romanian Journal of Communication and Public Relations 16, no. 2 (April 26, 2016): 35. http://dx.doi.org/10.21018/rjcpr.2014.2.181.
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<p>The article focuses on organizational culture and climate in knowledge-intensive organizations, aiming to identify the specific values and features of climate for each sector.The sample of organizations included organizations from five sectors: higher education, banking and financial, research and development, IT and marketing-advertising. The qualitative design of research included near 80 in-depth interviews with employees and managers. The results showed that climate was based on various characteristics: human relations and friendship in small marketing-advertising agencies and IT companies, competition in large advertising companies. In the research development sector, the climate was based on achieving goals in the private area of the sector ( in higher education as well), while in the public areat of the sector it was based on freedom and creativity. The climate in the banking sector was very different, being based on discipline and obeying rules. From the point of view of the organizational culture, all the interviewed employees of the advertising, IT and banking sector experienced, inside the company, the presence of certain forms of organizational culture. Only half of the interviewees from the higher education sector admit to the presence of an organizational culture in their institution while in the public funded research-development sector, employees reportedly did not experience visible manifestations of any type of organizational culture.S</p>
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Rebetak, Filip, and Viera Bartosova. "Non-profit organizations in the conditions of Slovakia." SHS Web of Conferences 74 (2020): 05020. http://dx.doi.org/10.1051/shsconf/20207405020.
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Non-profit organisations play an important role in the life of a society by providing generally beneficial services. The purpose of these organizations is to provide services in domains where they are not provided by the government, nor by the market. Their goal is to make the society a better place for everyone. In other words, non-profit organizations play a relevant role in society by attempting to satisfy human needs in different way or as a complement to lucrative firms and governmental activity. A non-profit organization may be defined as an entity that is concerned with its activities about the realization of social value adding mission. Globalisation is also playing a part in the growing importance of non-profits around the world as the non-profit sector spreads to the less developed economies and also grows in the international dimension via international non-profits and non-profit alliances. This article aims to establish a basic overview of Slovak non-profit organisations after dealing with the theoretical background for non-profit organizations in general. It deals with the definitions for non-profit organisations in Slovakia, the possibilities of financing of non-profits in Slovakia and basic rules and conditions for the accounting of non-profit organisations based in the Slovak republic.
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Bharti, Anju, and Ravinder Jit. "Creating Benevolent Organisations Through Dynamic Servant Leadership." International Journal of Responsible Leadership and Ethical Decision-Making 2, no. 2 (July 2020): 41–52. http://dx.doi.org/10.4018/ijrledm.2020070104.
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Servant leaders build better organizations and create a more positive world. Their focus is mainly on identifying and meeting the needs of others rather than attempting to acquire as much power, wealth, and fame for themselves. This kind of leadership goes beyond serving internal stakeholders, such as employees and contractors. A good servant leader also cares about the external stakeholders, including the customers, the community, and the whole society. It's a positive influence through and through. A servant leader thinks and breathes positivity, compassion, benevolence, and open-mindedness. Implementing the principles of servant leadership helps employees feel more invested in their work and attract top talent in the organization. Servant leadership is a philosophy that places the needs of employees and teams ahead of the leader with the goal of fostering success. This kind of leadership makes the employees committed to make a better society both inside and outside their organizations. Benevolent leaders acknowledge progress, reward success, and celebrate achievement.
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Kluvers, Ron. "Developing financial management skills in a community organisation using scaffolding: A pilot study." Corporate Ownership and Control 10, no. 4 (2013): 454–60. http://dx.doi.org/10.22495/cocv10i4c5art2.
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The third sector literature argues that organizational capacity is important for community organizations to achieve their missions. Financial Management Skills (FMS) are important for the enhancement of capacity that supports the effective operations, accountability viability and governance of community organizations. However, many community organisations lack the necessary understanding of financial management. This paper examines the use of scaffolding to develop financial management skills in a community organisation. Participants completed a pre-test to determine the level of FMS and a post-test after the scaffolding sessions. The results indicate that scaffolding was effective in developing the participant’s FMS. However, the time spent on each phase of the scaffolding learning cycle may influence the effectiveness of the method.
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Husin, Mohd Heikal, Nina Evans, and Gaye Deegan. "Achieving adoption and effective usage of Web 2.0 among employees within Australian government organizations." Journal of Systems and Information Technology 18, no. 1 (March 14, 2016): 41–63. http://dx.doi.org/10.1108/jsit-04-2015-0031.
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Purpose – Ensuring effective usage of Web 2.0 within government organisations is not as straightforward as it seems. The organisations should be aware of a number of issues when implementing Web 2.0 internally. This paper introduces a theoretical model that highlights the importance of management, technology and people issues influencing the level of Web 2.0 usage from an internal perspective. The purpose of this paper was to identify and explore these issues in a government context. Design/methodology/approach – This paper uses a mixed-method (qualitative and quantitative) analysis to identify the issues that should be focused on for achieving effective usage of Web 2.0 among government employees. A combination of interviews, surveys and usage data collected from two government organisations was used to gather the data. Findings – The main finding is that, a policy will act as an initial catalyst for culture change and effective usage of Web 2.0 technologies in a government environment. It was also found that it is important to develop an understanding among senior management about the motivation for their employees to utilise Web 2.0 internally. As a result, the proposed theoretical model could assist government organisations in developing effective adoption approaches through identifying their employees’ motivation to adopt Web 2.0 technologies and developing a suitable organisational social media policy. Research limitations/implications – There is the issue of the small number of both qualitative and quantitative respondents within the research. Such limitation is because the research relies solely on the voluntary participation of the employees. This limitation was coupled with the fact that both organisations had different security requirements that had affected the amount and level of feasible information that was accessible to the researchers. Practical implications – This paper extends the understanding of issues applicable to the adoption of Web 2.0 tools from a government organisations’ perspective. The developed theoretical model acts as an adoption guide for organisations to achieve effective Web2.0 tools usage. At the same time, this paper also examines related motivation aspects which higher management should consider while using a new social media or Web 2.0 platform internally. Originality/value – This paper highlights suitable overview approaches for organisations to consider in increasing adoption of Web 2.0 among their employees. This paper also provides an initial foray into identifying other complex issues that may exist within different government organisations in relation to internal technology usage.
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Rashed Al Karim and Wardha Habiba. "Influence of 4P Strategy on Organisation’s Performance: A Case on Bangladesh RMG Sector." International Journal of Entrepreneurial Research 3, no. 1 (February 29, 2020): 8–12. http://dx.doi.org/10.31580/ijer.v3i1.1166.
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The right 4P strategy empowers organisations to pursue their marketing objectives in the target markets and therefore achieve the organisational objectives. Proper implementation of the right 4P strategy ensures provision of the right product, at the right price, in the right place thus, confirms that resources are efficiently and effectively utilized. This study aims to investigate the impact of 4P strategies on organisation performance in the garments industry of Bangladesh based on CEPZ (Chittagong Export Processing Zone). McCarthy’s (1964) 4 P’s (such as product, price, place, and promotion) are considered as the elements of 4Ps in this study. Data was collected through survey where a structured questionnaire, containing 25 closed-ended questions, was used. A total of 180 respondents were selected conveniently for this survey. The data was analysed using SPSS 24.0 version. From the findings of the study it was found that product, place, price and promotional strategies significantly and positively influenced the organisation's performance. The findings suggest that by focusing on 4P strategy, the organizations can make better performance than their competitors. Eventually, few recommendations were offered for the garment industry.
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Kirti Sharma. "Knowledge Management and its Impact on Organisations: An Assessment of Initiatives in the Industry." Journal of Technology Management for Growing Economies 4, no. 2 (October 28, 2013): 51–26. http://dx.doi.org/10.15415/jtmge.2013.42007.
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Knowledge management (KM) has gained a lot of importance due to the value, which it has offered to the organizations. It has been observed that Information Technology (IT) has further made this task easier. KM efficiency of an organization varies due to its KM capabilities. KM initiatives in the industry are numerous and IT is an important tool to get these implemented. This paper helps to understand the organizational impact of KM initiatives and its assessment. The paper has two parts. The first part, which talks about organizational impact of KM is exploratory in nature. The second part is based on primary data collected from listed BSE companies. Data is analyzed to check whether organizations, which are practicing KM, are aware that they are doing KM. The paper concludes that better the KM capabilities, better will be the KM implementation results. The benefits of KM are both tangible and intangible. The paper would be helpful to the industry and to the researchers and would facilitate future research in the area to assess the impact on performance by organisations applying KM.
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Palaimaitė, Alvydė, and Asta Radzevičienė. "Intercultural Competence in the Context of Youth Non-Governmental Organisations’ International Activities." Mokslas - Lietuvos ateitis 1, no. 3 (April 11, 2011): 46–50. http://dx.doi.org/10.3846/151.
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Increasingly growing necessity for international cooperation of Lithuanian youth non-governmental organization is analyzed in the article. The appropriateness of intercultural competence development for enhancing international activities of Youth non-governmental organization is examined. The results of empirical survey, which confirm the hypothesis that the lack of intercultural competence is the main barrier for international cooperation activities of youth non-governmental organizations, are presented. According to the theory and survey results, authors suggest the list of the main intercultural competences, which could become a core of human resource development in order to enhance international activities of non-governmental youth organizations.
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Patro, Chandra Sekhar. "Employee Welfare Measures in Public and Private Sectors." International Journal of Service Science, Management, Engineering, and Technology 6, no. 1 (January 2015): 22–36. http://dx.doi.org/10.4018/ijssmet.2015010102.
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Employees' play a key role in the existence and growth of any organisation, therefore their welfare is essential. During the past few years, both public sector and private sector organisations have been contributing towards the employee's benefits and also increase their efficiency. Employees' welfare facilities include housing facilities, free medical facilities, retirement benefits, children and adult educational benefits, welfare measures for the employee's families, loan facilities, etc. If the organisations do not bother about the employees benefit, but expect efficient and high performance from them, it is a mere waste. So there is utmost need for the employee's welfare in any type of organisation. Organizations have to provide welfare facilities to their employees to keep their motivation levels high. A comparative study was undertaken to know the satisfaction level of the employees on the enforceability of various welfare measures in both the public and private sector organizations. The study also throws light on impact of welfare measures on the employees' performance.
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Soomar, Zaheera. "A framework for building and maintain trust in remote and virtual teams." F1000Research 9 (October 1, 2020): 1187. http://dx.doi.org/10.12688/f1000research.26626.1.
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Trust is an important concept in assessing and measuring business behaviour from an organisational performance and culture lens, and has become a source of competitive advantage for organisations especially within the knowledge economy. Studies show that organizations with a high level of trust have increased employee morale, more productive workers, and lower staff turnover. Most organisations factor and measure trust as part of keeping a pulse on their organisational culture and design their initiatives around building and maintaining trust. While it is not impossible to build trust virtually, it certainly is harder and requires a different set of considerations. There has been a big shift by organizations catering for more remote and flexible work conditions over the past decade with the “virtual team” becoming the norm. The recent impacts of the COVID-19 pandemic have forced most, if not all, organizations to move in that direction faster than planned. With this movement to more remote working conditions, that are likely to have longer-term impacts, companies will be faced with challenges that virtual teams typically face in establishing and maintaining trust. This paper sought to highlight a framework that organisations, with remote and virtual teams, can use as a guideline to build and maintain trust. The framework suggests that trust is reliant on components from three key areas, namely 1) Foundational, 2) Organisational and 3) Individual. Components related to external aspects that contribute to trust, such as laws, reputation and society, have not been factored in. It is acknowledged that this will play a role in organisational and team trust but has been excluded from the scope of this research.
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Sambhanthan, Arunasalam, and Vidyasagar Potdar. "Organisations' Responsibilities towards Corporate Sustinability." International Journal of Strategic Information Technology and Applications 7, no. 2 (April 2016): 44–58. http://dx.doi.org/10.4018/ijsita.2016040104.
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This paper analyses published literature to determine the organizational responsibilities towards business sustainability. Over two hundred published research papers in this space have been subjected to content analysis using NVivo qualitative analysis tool. The results reveal that there are three major types of responsibilities namely social responsibilities, environmental responsibilities and the role based responsibilities which the organizations have in terms of ensuring corporate sustainability. These responsibilities have been found to be effectively achieved through effective corporate sustainability reporting practices, policy level concerns backed by values and principles, coordination of consumer inputs, ensuring stakeholder understanding about their roles and responsibilities and effective risk management backed by proper definition of roles and responsibilities. A number of conclusions along with implications for practice have been derived as the outcome of the documented research.
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Sipa, Monika, Iwona Gorzeń-Mitka, and Andrzej Skibiński. "The intergenerational cooperation estimates from a gender perspective in Polish organizations in context of the age management." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 18, no. 1 (May 30, 2017): 71–82. http://dx.doi.org/10.5604/01.3001.0010.2880.
Full textAbstract:
Aging of labour resources is a global problem that determines the shape of modern labour market. This problem is becoming increasingly visible also in Poland, as it is estimated that every tenth employer is aged over 55. It is important to understand that these people, due to their experience, can be a vital source of knowledge for organisations. An effective process of knowledge sharing can be a key factor in success of modern business. This publication is an attempt to evaluate intergenerational cooperation in Polish organisations. The aim of the paper was to identify differences in selected areas of intergenerational cooperation in an organisation from a gender perspective.