Journal articles on the topic 'Small business – Personnel management'
To see the other types of publications on this topic, follow the link: Small business – Personnel management.
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'Small business – Personnel management.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Silineviča, Irēna. "INVESTIGATION OF THE ROLE OF PERSONNEL IN MANAGAMENT OF SMALL ENTERPRISES IN LATGALE REGION." Latgale National Economy Research 1, no. 3 (June 23, 2011): 216. http://dx.doi.org/10.17770/lner2011vol1.3.1816.
Full textAbstract:
Personnel is the main resource in a business company. The main prerequisite in strategic management is involving the personnel in this process. Strategic management has largely an influence upon the development and survival of enterprises against the backdrop of crisis in small businesses. The findings have clarified the correlation of duration of companies’ action and work experience of employers on the attitude to personnel and on involving it in a management process in Latgale region. The research results allowed developing proposals to improve the implementation of strategic management by taking into account the role of personnel in this process.
2
Efimova, D. P., and V. M. Repnikova. "Problems of motivation in small business: questions and answers." Normirovanie i oplata truda v promyshlennosti (Rationing and remuneration of labor in industry), no. 7 (June 10, 2021): 44–51. http://dx.doi.org/10.33920/pro-3-2107-04.
Full textAbstract:
At present, the economy of society can be called a complex system, and one of its main elements is the personnel of enterprises. The results of the activities of most organizations and their experience in working with personnel can indicate that such factors as the formation of production teams, high-quality human resources, improved socio-psychological aspects of management and employee motivation are crucial in the use of human resources for efficient production and competitiveness of enterprises. This article examines the main problems associated with the motivation of personnel in small businesses. Along with that, an analysis of the activities of the small enterprise OOO (LLC) IE "Tokomet" is carried out, the current system of motivation is investigated, the main problems are identified by conducting a survey of the company’s employees and recommendations are offered for solving these problems.
3
Jones, Nory B., and C. Matt Graham. "Can the IoT Help Small Businesses?" Bulletin of Science, Technology & Society 38, no. 1-2 (February 2018): 3–12. http://dx.doi.org/10.1177/0270467620902365.
Full textAbstract:
The IoT (Internet of Things) can transform businesses by automating processes ranging from inventory management to robotics to automation, saving time, and money. However, can small businesses benefit from the IoT? This article explores the emerging role of the IoT in small businesses, the impact on their ability to compete in a rapidly changing digital environment, and their awareness, attitudes, perceptions, and willingness to adopt it. The research utilizes an initial exploratory approach based on a review of case studies in the literature, interviews with several economic development personnel and a few small and medium-size business managers. Benefits from the use of the IoT include increased efficiency in operations and reduced costs in businesses. The medium-size businesses interviewed have verified these benefits. However, the majority of economic development personnel and small businesses interviewed did not have much or any awareness of what IoT technologies were or their potential benefits.
4
Yallapragada, RamMohan R., and Mohammad Bhuiyan. "Small Business Entrepreneurships In The United States." Journal of Applied Business Research (JABR) 27, no. 6 (October 27, 2011): 117. http://dx.doi.org/10.19030/jabr.v27i6.6470.
Full textAbstract:
A small business entrepreneur is defined as an individual who establishes and manages a business for the principal purpose of profit and growth. Small businesses constitute an increasingly large proportion of businesses generally in the United States economy. They account for 39 per cent of the United States gross national product and create two out of every three new jobs in our economy. Seven important prerequisites are identified as being necessary for successfully operating a small business. These include adequate financing, qualified personnel, efficient operation and production, marketing and sales, customer service, information management and administration. One of the most significant contributors to failure of a small business relates to acquisition of adequate capital. Small Business Administration (SBA) was established by Federal Government in 1953 to provide low interest loans to small business borrowers that would not otherwise have access to credit. However, there is some criticism that these SBA programs unfairly benefit, not the small businesses, but the financial institutions that participate in the SBA loan programs. Another significant source of debt financing to small businesses is known as micro-financing, started as new wave in providing capital to small businesses by the Nobel Peace Prize winner, Muhammad Yunus, in Bangladesh.
5
Verser, Trudy G. "An Evaluation of Eight Personnel Training Methods for Small Business Owners." Journal of Organizational Change Management 2, no. 3 (March 1989): 41–53. http://dx.doi.org/10.1108/09534818910137975.
Full text
6
Анисимова, Софья Викторовна. "FEATURES OF THE ORGANIZATION AND IMPLEMENTATION OF PERSONNEL PLANNING IN SMALL BUSINESS ORGANIZATIONS." Вестник Тверского государственного университета. Серия: Экономика и управление, no. 2(54) (June 25, 2021): 18–26. http://dx.doi.org/10.26456/2219-1453/2021.2.018-026.
Full textAbstract:
В работе автор обращается к актуальным проблемам кадрового планирования в малом бизнесе. Проведён анализ проблем, даны авторские рекомендации по формированию комплексной системы кадрового планирования на предприятиях и организациях малого бизнеса. Они связаны с решением проблем, возникающих в процессе стратегического, оперативного планирования управления персоналом; отсутствием системного подхода к управлению процессами в организации и чёткой взаимосвязи между планированием и получаемыми результатами; отсутствием или минимальным применением инструментария бюджетирования и контроллинга; специфическим отношением к консультированию, привлечению специалистов извне; некорректным применением сбалансированной системы показателей деятельности предприятии и ключевых показателей эффективности персонала (BSC и KPI); планированием потребности в персонале; сложностями с набором и подбором персонала. Статья носит практикоориентированный характер. In this paper the author analyses the current problems of personnel planning in small businesses and makes recommendations on the formation of a comprehensive system of personnel planning at enterprises and small business organizations. They are associated with the solution of problems that arise in the process of strategic, operational planning of personnel management; the lack of a systematic approach to managing processes in the organization and a clear relationship between planning and the results obtained; with the lack or minimal use of budgeting and controlling tools; specific attitude to consulting, attracting specialists from outside; incorrect application of a balanced system of company performance indicators and key personnel performance indicators (BSC and KPI); planning of personnel needs; difficulties with recruitment and selection of personnel. The article is practice-oriented in nature.
7
Nazarenko, Sergey, and Natalia Nosan. "Risk Management in the Economic Activity of Small Enterprises: Modern Imperatives." Modern Economics 23, no. 1 (October 27, 2020): 143–47. http://dx.doi.org/10.31521/modecon.v23(2020)-23.
Full textAbstract:
Introduction. Small business is a basis of market relations, creating new working places, paying mandatory payments to budget, being able to adapt quickly to market needs. Like any economic entity, small businesses operate at risk. However, the risk that causes little discomfort to a large enterprise can be catastrophic for a small business. Purpose. Research of modern risks in the activity of small business and preconditions for using of risk management in their economic activity. Results. It is noted that risks are inherent in any stage of entrepreneurial activity, the essence of which involves their acceptance and processing. It is indicated that small business, as an important component of market relations, is more sensitive to various risks compared to large businesses. Identification and effective risk management in nowadays challenges is a necessary component of any enterprise’s management, especially of small businesses. It is noted that the risk management system, which is aimed at ensuring the required level of enterprise’s resilience to possible threats to its sustainable development, involves the involvement of specialists managers. However, in a small business, these functions are usually entrusted to a manager who performs various tasks at the same time. The main groups of risks of economic activity of small enterprises in Ukraine at the present stage, considering their origin, level of influence, spheres and scales of distribution (market, administrative and legal, financial, personnel, investment and innovation, reputation, commercial, information and digital, globalization risks) are presented and characterized. Modern characteristic features of domestic practice in risk management which cause additional difficulties, in particular, in small business activity are presented: non-transparency of economic processes, lack of standards of risk management and appropriate culture of risk management; lack of professionals in the field of risk management with sufficient practical experience. Conclusions. It is proposed to carry out risk management at all stages of the life cycle of products (services), involving specialists from all departments (areas of activity), taking into account the advice of external experts, analyzing the actions of competitors.
8
J. Schmidt, Holger, Roger B. Mason, Juan-Pierré Bruwer, and Jonathan Aspeling. "Access to finance problems for small retail businesses in South Africa: comparative views from finance seekers (retailers) and finance providers (banks)." Banks and Bank Systems 12, no. 2 (June 23, 2017): 20–30. http://dx.doi.org/10.21511/bbs.12(2).2017.02.
Full textAbstract:
Small retail businesses are essential for the growth of the South African economy. Though many of these business entities need more assets to seize business opportunities, previous research studies suggest that their overall access to finance through banks and other finance providers seems to be limited. In general, small retail businesses are usually managed by entrepreneurs who lack financial knowledge, but banks, when deciding on credit applications, rely heavily on financial information, which is provided by these entrepreneurs. Notwithstanding the aforementioned, this study aimed to explore barriers that limit access to finance for South African small retailers, from the perspectives of finance providers (banking institutions) and finance seekers (small retailers). Additionally, measures were highlighted to show how those hurdles could be overcome. Qualitative research was conducted, whereby data were collected via semi-structured interviews with management personnel at banks and other financial institutions, as well as independent experts and small retail business owners and managers. The findings show that many financing opportunities are available to small retail businesses, but access to these opportunities is limited mainly owing to, inter alia, strict bank regulations and factors that are inherent to small retail business owners.
9
Tishchenko, S. A., and M. A. Shakhmuradian. "Methods of Machine-Aided Training in Small Business: Content and Management." Vestnik of the Plekhanov Russian University of Economics, no. 6 (December 12, 2019): 83–95. http://dx.doi.org/10.21686/2413-2829-2019-6-83-95.
Full textAbstract:
The article provides key characteristics of standard methods of machine-aided training used by companies in operative business processes. Within the frames of home orientation to the innovation business development, digital economy and infrastructure for data storage the human factor becomes essential. The use of methods of artificial intellect by employees of small enterprises faces obstacles that imply personnel ignorance concerning strategic functionality of available today algorithms of business processes. Small commercial enterprises encounter the problem that they do not know the key instrumental principles of functioning and use of machine-aided training algorithms. At the same time business processes of the enterprise could be seriously improved through implementing algorithms of machine-aided training. The authors conducted a formal and analytical review of potential means for small business optimization. They described types of algorithms and models of machine-aided training, such as multiple regressive model, logistic regression, etc., as well as instrumental problems of their use by enterprise analysts and developers. Recommendations were prepared aimed at use of these models in order to raise the efficiency of small commercial enterprises.
10
R, Seenivasan. "The successful and failure of entrepreneurs of small industrial business with emphasis on their level of education and training." Journal of Management and Science 10, no. 1 (February 20, 2020): 56–63. http://dx.doi.org/10.26524/jms.2020.7.
Full textAbstract:
This paper examines the determinants of business start-up, long and short-term success, and failure of small businesses. Entrepreneurs and small firm success and failure have been the subject of extensive research. It is important to understand the external, internal, and motivational factors responsible for business start-up, the barriers faced during the initial and continuous stages of trading and the advice and assistance available to entrepreneurs. This paper is aiming in explaining the main factors are related to successful and failure of entrepreneurs in small industrial business in Ahvaz city. Based on a random sampling 51 enterprisers marked as successful and failures are selected. The data collected based on a triangulation method (interview, questionnaire, and observation). The results show that: a- from the failure entrepreneurs point of view the following issues were important effects on their weak performance and failure their business: weak managing technical skills, financial issues, planning and organizing of their business, economic issues, informal issues, weak managingconceptual skills, personnel skills, education and low training, and weak human relation. b- from the successful entrepreneurs point of view the following issues were important effects on their high performance in their business: suitable managing technical skills, selecting appropriate personnel with relevant skills, education and paying more attention to personnel training,application of management conceptual skills, financial issues, better human relation, recognizethe economic situation, planning and organizing of their business and informal issues.
11
Dvorský, Ján, Aleksandr Ključnikov, and Jiří Polách. "Business risks and their impact on business future concerning the entrepreneur’s experience with business bankruptcy: case of Czech Republic." Problems and Perspectives in Management 18, no. 2 (July 3, 2020): 418–30. http://dx.doi.org/10.21511/ppm.18(2).2020.34.
Full textAbstract:
The article aims to determine the difference in the perception of selected business risks and their impact on the future of business concerning the entrepreneur’s experience with business bankruptcy. The case study involved 73 small and medium-sized enterprises (SMEs) with experience of business bankruptcy and 381 SMEs without the experience of business bankruptcy from the Czech Republic (CR). Linear regression models were used to verify statistically significant causal relationships between selected indicators of the most significant business risks and respondents’ perceptions of the future of business. The results brought interesting findings. The attitudes of entrepreneurs show that personnel, market, and financial risk are among the three most significant business risks. Experience with business failure is not a significant factor in determining the impact of market indicators on the business’s perceived future. The adequacy of sales of services and products has the greatest impact. The experience of the bankruptcy of SMEs is important in financial risk attitudes. According to entrepreneurs who have no experience with bankruptcy, the perception of financial performance has the greatest direct impact on the future of business. Conversely, for entrepreneurs who have experienced bankruptcy, the ability to properly manage financial risk on the company’s future has the greatest direct impact.
12
Chumarina, Gulnara Raisovna, and Guzel Azatovna Abulkhanova. "Corporate Social Responsibility Management." International Journal of Financial Research 12, no. 1 (December 25, 2020): 270. http://dx.doi.org/10.5430/ijfr.v12n1p270.
Full textAbstract:
This article considers current trends and features of the development of corporate social responsibility in Russia in the current crisis, the reasons for the lack of organizations activity in the social responsibility field. The article also determines the impact of the company's social policy on the formation of labour motivation and loyalty of company employees, a positive image of the company for both personnel and the environment. Social responsibility is relevant for all types and sizes of organizations, but it has received the greatest development in large public and the private business community. Russian companies are actively involved in this process. The number of such companies is increasing from year to year. Small and medium-sized businesses are gradually connecting to them. And in the current crisis, corporations and large companies are in an environment where charity projects are actually a “matter of honour" for the company. The problem urgency of corporate social responsibility is due to modern requirements for companies presented by society and the authorities to conduct socially responsible business. In turn, this approach to doing business ensures the sustainable development of companies and leads to the creation of a favourable investment and reputation image.
13
Латышев, Д. В., М. А. Латышева, and А. В. Шохнех. "7.5. TRANSFORMATION OF THE COMMUNICATION SYSTEM FOR SMALL BUSINESS PERSONNEL MANAGEMENT IN THE CONTEXT OF DIGITALIZATION OF THE ECONOMY." Audit and Financial Analysis, no. 4 (January 4, 2021): 166–70. http://dx.doi.org/10.38097/afa.2020.73.67.023.
Full textAbstract:
Цифровизация экономики становится ключевым фактором трансформации коммуникативной системы управления персоналом на предприятиях малого бизнеса. Предприниматель вынужден разрабатывать стратегии дальнейшего развития с учетом процесса цифровизации экономики. Создание оптимальной коммуникативной модели позволит обеспечить эффективную работу с внешней и внутренней средой фирмы. На первый план выходят проблемы цифровой стратификации и определения ниши дальнейшего существования бизнеса, оптимальное соотношение затрат и выгод от цифровизации бизнеса, формирование готовности к новому укладу управления, производства и маркетинга. The digitalization of the economy is becoming a key factor in the transformation of the communication system of personnel management in small businesses. The entrepreneur is forced to develop strategies for further development, taking into account the process of digitalization of the economy. Creation of an optimal communication model will ensure effective work with the external and internal environment of the company. There are the problems coming to the fore: problems of digital stratification and determining a niche for the further existence of a business, the optimal ratio of costs and benefits from business digitalization, formation of readiness for a new structure of management, production and marketing.
14
Латышев, Д. В., М. А. Латышева, and А. В. Шохнех. "7.5. TRANSFORMATION OF THE COMMUNICATION SYSTEM FOR SMALL BUSINESS PERSONNEL MANAGEMENT IN THE CONTEXT OF DIGITALIZATION OF THE ECONOMY." Audit and Financial Analysis, no. 4 (January 4, 2021): 166–70. http://dx.doi.org/10.38097/afa.2020.73.67.023.
Full textAbstract:
Цифровизация экономики становится ключевым фактором трансформации коммуникативной системы управления персоналом на предприятиях малого бизнеса. Предприниматель вынужден разрабатывать стратегии дальнейшего развития с учетом процесса цифровизации экономики. Создание оптимальной коммуникативной модели позволит обеспечить эффективную работу с внешней и внутренней средой фирмы. На первый план выходят проблемы цифровой стратификации и определения ниши дальнейшего существования бизнеса, оптимальное соотношение затрат и выгод от цифровизации бизнеса, формирование готовности к новому укладу управления, производства и маркетинга. The digitalization of the economy is becoming a key factor in the transformation of the communication system of personnel management in small businesses. The entrepreneur is forced to develop strategies for further development, taking into account the process of digitalization of the economy. Creation of an optimal communication model will ensure effective work with the external and internal environment of the company. There are the problems coming to the fore: problems of digital stratification and determining a niche for the further existence of a business, the optimal ratio of costs and benefits from business digitalization, formation of readiness for a new structure of management, production and marketing.
15
Hubeis, Musa. "Dissemination Technology For Small-Medium Scale Enterprise." Business and Entrepreneurial Review 5, no. 1 (October 19, 2016): 1. http://dx.doi.org/10.25105/ber.v5i1.961.
Full textAbstract:
<p>Small-medium scale enterprises enterprises (SME) found in developing and developed countries is still facing classical handicap such as technology, finance, managerial and market accessibility, in spite of its high flexibiliry, responsiveness, dynamic and resistance. Therefore, designing and management of SME in context of technology dissemination needs to understand business dimension as enterprise description, product/service, market, enterprise location, competition, management, personnel, budget, research and development. Beside general technology, both SME in general and specific are closely related to: (1) Technology choice covering technology complexities, capital intensity, and human resource (HR) quality; (2) Technology learning strategy based on learned technology position combination, both process and products with faced competition, through existing learned technology, technology integration, technology development and basic research; (3) Enterprise unit covering enterprise scale, HR, organization,<br />location, product type, enterprise unit, experiences, competition level and business network; (4) Performance indication of business unit and business man, and technology diffusion institutions; (5) Linkages of business with characteristics of authority, functional, normative and diffusion. Dissemination pattern of integrated and sustainable technology is expected to establish network among development subjects intensively and dynamically, to compile agenda of transfer technology, implement technology that is appropriate and develop learning organization for technology dissemination activities.</p>
16
Cole, Graham. "Small talk’s big role." Development and Learning in Organizations: An International Journal 30, no. 2 (March 7, 2016): 25–27. http://dx.doi.org/10.1108/dlo-12-2015-0100.
Full textAbstract:
Findings Intense competition and change are two defining characteristics of today’s business world. It is therefore critical that organizations have the requisite skills and knowledge needed to achieve performance and growth objectives. Learning is clearly vital in this respect. Companies must remain alert to the range of opportunities for key personnel to broaden their horizons and enhance their awareness and understanding of current and future issues. Recognition of this has led to growing acknowledgement of the important contribution of informal types of learning. Indications are that informal conversations with workplace colleagues are especially powerful in this respect.
17
Stanworth, John, and Colin Gray. "Enterprise Education: Action-Based Research with Training Policy Implications." International Small Business Journal: Researching Entrepreneurship 10, no. 2 (January 1992): 11–23. http://dx.doi.org/10.1177/026624269201000201.
Full textAbstract:
PRO ROFSSORJOHN STANWORTI-I AND Colin Gray are director-general and deputy director-general respectively of thle [Jnited Kingdom's independent rcs strch body, the Small Business Researc h T rust. This paper reports oni a i-tuinber of related action-research based projcC ts undertaken by the authors inxvolvixtg the SBRT and major UK (Gover-iment bodies, such as the I)epartimient of Edtication and Science an-d thie then Training Agency. A key goal uLnderi lirig all of the work reported her c hias heett that of channelling educational and traiiiing aid to the small businesses imiost likely to benefit, and centres par-tictilarlv around the issue of matiagemnenit training in 'growth c orridor' businesses employing 5-50 personnel. The principal objective has been to gain an in-depth understan-ding of the management of firms in in the 5-20 personnel size-band with the relatively poor performance of those in the 20-50 band. The former appears to be asubstantial net job creator and the latter a net job loser. The hypothesis being investigated is that the relatively disappointing performance of firms in the 20-50 size segment is essentially pre-bureaucratic structure tjo one based and delegation.
18
Kotaskova, Anna, Jaroslav Belas, Yuriy Bilan, and Khurram Ajaz Khan. "Significant Aspects of Managing Personnel Risk in the SME Sector." Management & Marketing. Challenges for the Knowledge Society 15, no. 2 (June 1, 2020): 203–18. http://dx.doi.org/10.2478/mmcks-2020-0013.
Full textAbstract:
AbstractPersonnel risk significantly affects the operation of small and medium-sized enterprises. The aim of the paper is to define and present significant factors affecting the perception of personnel risk in the SME segment, and compare the current status and development in the Czech Republic and Slovakia. The empirical research was conducted in 2020 in the SME segment in the Czech Republic and Slovakia via an online questionnaire, using a sample of 822 respondents. The obtained data were evaluated using the Chí square and Z score. Personnel risk significantly affects the SME segment and its business activities. This risk is perceived as the most significant business risk in both countries, even though its intensity is moderate and does not have a heavy negative impact on SMEs’ activities. The overall evaluation of personnel risk’s impact on SMEs’ activities is similar in both countries. The evaluation of employee turnover was relatively positive, as a considerable part of entrepreneurs stated that turnover is low and does not have a negative impact on their business. The evaluation of turnover was similar in both countries. Based on entrepreneurs’ statements, there are certain gaps in employee error rate, which affects their business. Slovak entrepreneurs provided a worse evaluation of the quality of their employees than the Czech entrepreneurs. Entrepreneurs in both countries are dissatisfied with the way their employees strive to improve their performance or how they compete among each other. The comparison based on business size and age did not yield significant differences, nor did it provide a clear trend despite the general belief presented in literature that larger enterprises have a better access to important fields of business management.
19
Amba-Rao, Sita C., and Dilip Pendse. "Human Resource Compensation and Maintenance Practices." American Journal of Small Business 10, no. 2 (October 1985): 19–29. http://dx.doi.org/10.1177/104225878501000203.
Full textAbstract:
A survey of small business firms In North-Central Indiana Indicated that, while these firms provided a work place and an Income to employees, most of their practices on compensation and maintenance of human resources lacked a systematic and rational approach. Their emphasis appeared to be more on the short run rather than on the long run. Further, small businesses seemed to lack an understanding of the relationship between productivity and generally accepted human resource management practices. In the absence of clear, written policies on human resource maintenance and compensation, small firms will continue to have personnel-related problems. Further research needs In this area are suggested.
20
Chidinma Maduekwe, Caroline, and Peter Kamala. "Performance measurement by small and medium enterprises in Cape Metropolis, South Africa." Problems and Perspectives in Management 14, no. 2 (May 11, 2016): 46–55. http://dx.doi.org/10.21511/ppm.14(2).2016.05.
Full textAbstract:
High failure rate of small and medium enterprises (SMEs) has been partly attributed to the use of inappropriate performance measures. This study seeks to determine the types of performance measures employed by SMEs, purpose for which performance measures are used, perceived effectiveness of performance measures used and factors that may inhibit SMEs from using both financial and non-financial performance measures. Data are collected using a questionnaire and analyzed using descriptive and inferential statistics. The findings of this study reveal that most of the sampled SMEs measure their performance using both financial and non-financial performance measures, albeit financial performance measures are used more frequently than the non-financial ones. Of the financial performance measures, the most popular ones are sales growth, cash flows, operating income and net profit margin. The most popular non-financial measures are customer focused. These include response time, customers’ satisfaction, percentage of repeat customers and customers’ complaints. The findings also reveal that performance measurement reports are used by the sampled SMEs mostly for monitoring the business, gauging the performance of the business, improving business processes, identifying problems and optimizing the use of resources. The findings further reveal that the performance measures used are perceived to be effective but that the lack of awareness, qualified personnel, top management support, required resources such as computers, had, to some extent, inhibit SMEs from using the appropriate performance measures. This study not only fills in the gap in the literature on performance measurement by SMEs, but also provides invaluable insights on the extent to which these entities use different performance measures. These insights could inform future government interventions meant to avert the high failure rates of these entities and also aid SMEs to gauge their performance measurement practices with a view to adopt the best practices or avoid factors that could inhibit them from using these practices
21
Sitorus, Silvy Anita Theresia, and Avanti Fontana. "Business Model Improvement: A Study Case of Channeling through E-commerce." Journal of International Conference Proceedings 4, no. 1 (July 22, 2021): 197–206. http://dx.doi.org/10.32535/jicp.v4i1.1141.
Full textAbstract:
Micro, Small, and Medium Enterprises or MSMEs contribute to domestic economic growth. However, in the course of business, MSMEs still have obstacles. From the standpoint of internal, namely aspects of non-financial capacity such as management, personnel, marketing, and production, as well as financial aspects such as access to sources of financing, profitability management, and profit growth. External factors, namely political, economic, social, technological, and health situations, have an impact on the stability of business performance. Advances in technology, supported by infrastructure and ease of regulation, have encouraged the growth and development of digital-based businesses. This business coaching method focused on the activities at XYZ's Crackers Business, an Indonesian MSME. The purpose of this business coaching activity is to develop marketing channels for XYZ businesses. Data was collected through interviews, observations and surveys. The data is then collected and analyzed through Business Model Canvas analysis, SWOT and TOWS Business Model Canvas analysis, PESTEL analysis, market opportunity analysis (STP), Marketing Mix analysis, and Gap analysis. The solution obtained is to improve the business model, namely the channel element in the form of adding an online store through e-commerce.
22
Виниченко, М., M. Vinichenko, Петер Караксони, Peter Karaksoni, Н. Ли, and N. Li. "Development of the Training System and Human Reserve." Management of the Personnel and Intellectual Resources in Russia 7, no. 5 (November 14, 2018): 30–35. http://dx.doi.org/10.12737/article_5bd1c7a65fe561.98382476.
Full textAbstract:
The article reveals the problematic issues of the development of the training system and the personnel reserve. In the context of increasing competition in the world market of goods and services, the labor market is increasingly difficult to implement reforms in the field of education. The high need of employers for quality personnel is limited by the inadequate elaboration of the training system and the personnel reserve. Development and optimization of the training system and the personnel reserve will increase the productivity of labor and the efficiency of organizations. In this work, a two-stage sociological study was conducted for the first time, involving 100 representatives of Russian organizations of small, medium and large businesses, mainly operating in Russia, at the first stage. At the second stage, 12 experts from among domestic and foreign scientists, business representatives and faculty took part in the focus group work. The study found that the most popular in companies use such methods of training as business training, refresher courses, instruction on position. At the same time, these methods of training in 2017 showed a certain increase in the frequency of use. As new ways (forms) of training should be allocated online courses and MBA programs. The overwhelming majority of respondents positively perceive the learning process. A number of trends were identified during the study. Among them: expansion of a set of methods and methods of selection in the personnel reserve of management and work with persons enrolled in it, increasing the complexity of their application; the growth of expectations, especially in terms of comprehensive development, based on education and self-education, which are assigned to the staffing reserve of management; priority when working with the management personnel reserve from the development of hard skills towards soft skills, allowing to be successful regardless of the specifics of the activity and direction in which a person works. These and other trends will allow us to develop principles for the effective functioning of the training system and the personnel reserve and apply them competently in practice.
23
WERNER, HAVENGA, and LINDE HERMAN. "ADOPTION OF HUMAN RESOURCE PRACTICES WITHIN A SOUTH AFRICAN SMALL BUSINESS: A CASE STUDY." Journal of Enterprising Culture 20, no. 04 (December 2012): 459–80. http://dx.doi.org/10.1142/s0218495812500197.
Full textAbstract:
Until recently, human resource management has been considered inappropriate and too costly for small businesses and consequently research in this direction has been at a relatively minimum level. It is also evident that the effectiveness and competitiveness of SMEs can be increased through the application of sound HRM practices. In order to establish how SMEs can successfully apply HRM, the objective of this study is to establish, in an exploratory manner, the applicability of HRM in a small business in order to ensure its effective operation and consequent competitiveness. The research method applied is an interpretive and qualitative approach by means of a single case study of a photographic equipment store. The owner-manager perceives that personnel problems pose a major barrier to the success of the business; however, he also believes that outside aid in HRM would not resolve the problems. The HRM process of the SME growth model adds value in the sense that it also illustrates the relationship between the owner-manager's personal characteristics, external market conditions, nature of the work environment, and the business structure. Given the small business-specific problems that were identified, the information obtained in this study paves the way for a quantitative study of a number of SMEs and comparative research.
24
Hills, Bill, George Bruce, Mike Evans, and Alan Brewster. "Development of Cost-Effective Computer Management Information Systems for Small Shipyards." Journal of Ship Production 13, no. 02 (May 1, 1997): 125–37. http://dx.doi.org/10.5957/jsp.1997.13.2.125.
Full textAbstract:
The introduction of new technology into small companies which have limited resources is a complex process often involving a change in culture which needs to be supported by staff development programmes. Collaborative schemes involving university staff and company personnel are an effective way of assisting the process of new technology introduction. This paper describes one such scheme, the Teaching Company Scheme, and how it was used to implement a fully integrated management information system into a small ship repair yard. Details are given of the approach utilized, based on business process analysis, including formal modelling of the key functional activities. This led to a detailed specification of the Information Technology Systems required to support integration across: estimating, accounts, time office and buying. The specification also identified hardware characteristics and requirements. The implementation of the system is described with particular reference being made to the procedures adopted to ensure user opinion was taken into account when designing graphical user interfaces.
25
Николаев, Николай. "Методический подход к повышению конкурентоспособности персонала на основе персонифицированного управления." ИЗВЕСТИЯ ДАЛЬНЕВОСТОЧНОГО ФЕДЕРАЛЬНОГО УНИВЕРСИТЕТА. ЭКОНОМИКА И УПРАВЛЕНИЕ, no. 3 (2020): 111–36. http://dx.doi.org/10.24866/2311-2271/2020-3/111-136.
Full textAbstract:
В статье представлено обоснование актуальности исследования проблемы развития теории и методологии повышения конкурентоспособности персонала на основе персонифицированного подхода к управлению. Обоснована необходимость раскрытия содержания понятия «конкуренто-способность персонала», включающее индивидуальную и организационную составляющие, целесообразность перехода от общего к персональному управлению персоналом для наиболее полноценного раскрытия трудового и личностного потенциала каждого работника, повышения конкурентоспособности персонала. На основе проведенных эмпирических исследований установлена прямая зависимость показателей результативности и эффективности труда от показателей конкурентоспособности персонала. Представлены результаты практической апробации методического подхода к повышению конкурентоспособности на основе персонифицированного подхода к управлению персоналом на предприятиях Свердловской и Челябинской областей. The paper presents the author's methodological approach to assessing and improving the personnel competitiveness based on personalized management. Based on the review of modern domestic and foreign literature, the author substantiates the scientific and practical relevance of improving the personnel competitiveness based on the personalized management under the conditions of growing competition. Following on from the approaches described in the current scientific literature, the author defines the concept "personnel competitiveness", including individual and organizational components: professional and personal qualities of employees, as well as the organizational and economic relations between the employer and the employee in the process of improving the efficiency of the company and of the employee’s competitiveness. The author's methodical approach to assessing and improving the personnel competitiveness based on bilateral assessment and improvement of the personnel competitiveness by individual and organizational components was developed. The methodical approach includes the author's principles, methods, algorithms for assessing and improving the personnel competitiveness using personalized management. The author's matrix for assessing the personnel competitiveness by organizational and individual components was proposed. As a result of the study of the personnel performance indicators at the small and large business enterprises of the Sverdlovsk and Chelyabinsk regions the direct empirical dependences of the labor efficiency and productivity on the level of the personnel competitiveness were established. The results of testing the author's methodical approach at the enterprises of Sverdlovsk and Chelyabinsk regions using the general approach to management and the transition to personalized management to improve the personnel competitiveness during 2016-2020 were presented.
26
Fei, Shiruo, Chanho Kwon, and Changhyun Jin. "The Role of Corporate Ethical Management on Trade Relationship Trust and Commitment: B2B." Sustainability 13, no. 9 (May 9, 2021): 5290. http://dx.doi.org/10.3390/su13095290.
Full textAbstract:
This study investigated whether three components of ethical management—awareness, operation, and practice—have a positive effect on corporate trust and relationship commitment in business-to-business (B2B) transactions. The study examined whether the trust formed in transactions, or relationship commitment, affects the establishment of long-term oriented relationships between companies. Further, it also aimed to determine the extent to which the authenticity of ethical management serves as a moderator that allows ethical management to influence outcome variables. The study’s sample comprised personnel (top management, management, and staff) from small- and medium-sized companies that transact with companies that mainly conduct B2B transactions. An empirical analysis was performed using data from 1323 returned questionnaires. Structural equation modeling was performed to test the hypotheses. The results showed that authenticity and the corporate ethical management components did not have moderating effects when they affected trust; however, in relationship commitment or a long-term oriented relationship, authenticity has a moderating effect when trust and commitment affect the long-term oriented relationship. This study’s empirical results contribute valuable data to the literature, as it is based on a survey conducted on actual personnel members of companies in B2B relationships.
27
Kitching, Beverley M., and Pamela A. Jackson. "Female Entrepreneurs in a Transitional Economy." International Journal of Entrepreneurship and Innovation 3, no. 2 (May 2002): 145–55. http://dx.doi.org/10.5367/000000002101299132.
Full textAbstract:
Many questions can be raised about the position of women in business in China. Has the reform period given women greater opportunities to enhance their economic and social status? What proportion of new small businesses are owned by women and how does the situation in China compare with that in other countries? Are women involved in large businesses? Are women in managerial positions in private business? Are women as motivated as men to achieve managerial positions? Do men and women in China manage businesses differently? Do men and women have different personnel management styles? What are the career options? Are women subject to discrimination and harassment in the workplace? Does the ‘glass ceiling’ exist in China? Are the issues of concern for Chinese businesswomen similar to those of businesswomen elsewhere or are their experiences determined more by specifically Chinese social and economic conditions? These questions are being examined through ongoing research conducted in Yunnan province in south-west China and in Shanghai and Suzhou in eastern China using literature search, questionnaire survey and structured interviews with women working in both state-owned and private business.
28
Čadil, Jan, Karel Mirošník, and Ján Rehák. "The lack of short-term impact of cohesion policy on the competitiveness of SMEs." International Small Business Journal: Researching Entrepreneurship 35, no. 8 (March 20, 2017): 991–1009. http://dx.doi.org/10.1177/0266242617695382.
Full textAbstract:
The purpose of this article is to study the relationship between the competitiveness of small- and medium-sized companies and the public support offered to them in the form of direct subsidies allocated through European structural funds. Using micro-data gathered by the Operational Programme Enterprise and Innovations for Competitiveness (OPEIC) of European structural funds from 2007–2013, this analysis focuses on small- and medium-sized enterprises (SMEs) in the Czech Republic. We employed a counterfactual approach based on Propensity Score Matching (PSM), Nearest Neighbour Estimator and Difference in Difference design with two groups of companies: applicants receiving support and a control group. When using value added and value added per labour cost as the competitiveness indicators for SMEs, we found that Cohesion Policy (CP) support had no statistically significant impact on these indicators. On the other hand, we a found positive impact on personnel expenditure. These results highlight a number of doubts regarding the effectiveness of SME cohesion funding, given that a rise in personnel expenditure, which is not supported by an appropriate increase in added value, is unlikely to be sustainable.
29
Müller, Julian Marius. "Business model innovation in small- and medium-sized enterprises." Journal of Manufacturing Technology Management 30, no. 8 (December 9, 2019): 1127–42. http://dx.doi.org/10.1108/jmtm-01-2018-0008.
Full textAbstract:
Purpose Industry 4.0 is expected to significantly transform industrial value creation. However, research on business models affected through Industry 4.0, and on small- and medium-sized enterprises (SMEs), remains scarce. In response, the purpose of this paper is to address both aspects, further elaborating on the role that SMEs can take toward Industry 4.0 as provider or user. Design/methodology/approach The paper used an exploratory research design based on 43 in-depth expert interviews within the three most important German industry sectors, mechanical and plant engineering, electrical engineering and automotive suppliers. Interviews were conducted with leading personnel of the respective enterprises, including 22 CEOs. They assign business model implications through Industry 4.0, referring to the Business Model Canvas, while the paper delineates between Industry 4.0 providers and users. Findings The paper finds that key resources and value proposition are among the most affected elements of the business model, whereas channels are the least affected. Furthermore, distinct characteristics between Industry 4.0 providers and users can be delineated. In general, Industry 4.0 providers’ business models are significantly more affected than users, except for key partners and customer relationships. Research limitations/implications Industry 4.0 remains at its early stages of implementation. As a result, many interviewees’ answers remain at a rather general level. Practical implications Strategies for the further alignment of the business models are provided for Industry 4.0 providers and users. Originality/value The paper is among the few that investigate Industry 4.0 in the context of SMEs and business models.
30
Antonova, A. A., V. A. Ivanova, and M. V. Grosheva. "IMPROVEMENT OF BUSINESS PROCESSES IN THE ECONOMIC ACTIVITY OF SMALL ACCOMMODATION FACILITIES." Scientific Review: Theory and Practice 10, no. 9 (September 30, 2020): 1962–77. http://dx.doi.org/10.35679/2226-0226-2020-10-9-1962-1977.
Full textAbstract:
The article analyzes business processes using the example of the miniresort “Lazurny Bereg”. Of the four business processes (the main one, the accompanying one, development and management), the main business process turned out to be the least problematic. At the preliminary stage of identifying problematic processes, the employees of the enterprise voiced specific shortcomings for each of the business processes that, to one degree or another, affected the development of the enterprise. Among the shortcomings were named: lack of accounting, insufficiently “transparent” scheme for the areas of responsibility, incompetence and lack of personnel, insufficiently coordinated interaction between departments and guests, chaotic actions of the management, etc. In order to properly organize business processes of economic activity, it is necessary to eliminate all the visible shortcomings. The article provides recommendations for their elimination, which consist in regulating enterprise business processes (each of them is described in a separate regulation), which will fully describe them and the procedure for interaction between employees of departments that are related to a particular process. The implementation of the proposed recommendations in the activities of the miniresort pursues the following goals: elimination of spontaneity in work and the accumulation of knowledge, full control over the passage of all stages of business processes, internal audit, reduction of work time and minimization of errors. It is proposed to evaluate the efficiency of regulation of business processes of the miniboarding house “Lazurny Bereg” using the questionnaire method. For this, a questionnaire has been developed to assess the effectiveness of business processes, which must be filled out by the manager, restaurant administrator, boarding house administrator, marketer and head of the reservation service. The requirements for the procedures within the questionnaire are set out, as well as the interpretation of the results.
31
Rabiu, Rukayat Oloruntoyin, Wahid Damilola Olanipekun, and Ayodeji Gbenga Bamidele. "Analysis of Factors Influencing Adoption of Human Resource Practices by Small and Medium Scale Enterprises in Nigeria." Business Ethics and Leadership 4, no. 2 (2020): 16–25. http://dx.doi.org/10.21272/bel.4(2).16-25.2020.
Full textAbstract:
In the XXI century, one of the most valuable resources of any organization is human capital. The effectiveness of the organization and the use of other resources depend on the formation quality and the use of the human capital. Today, many factors affect small and medium scale enterprises that lead to their rapid bankruptcy and liquidation, significant staff turnover, and reduced productivity. Under these conditions, attracting and retaining highly qualified personnel as the primary determinant of economic development and growth of small and medium scale enterprises is significantly relevant. Minimizing the negative impact of external and internal factors made by small and medium scale businesses requires recognition of the value of the human resources in improving the enterprise’s competitiveness and the effective management tools implementation. The study identifies the main factors influencing the implementation of human resource management practices in small and medium scale enterprises in Kwara, Nigeria. Methodological tools of this study are methods of analysis and synthesis, comparative and regression analysis. The study covers 200 small and medium scale enterprises in the Kwara Central Senatorial District and registered in the National Association of Small and Medium Enterprises (NASME). The factors influencing the use of human resources by small and medium scale enterprises in the article are studied in the following logical sequence: using a structured questionnaire developed in the form of the Rensis Likert scale, an array of primary data is forme. The hypothesis (at the level of 5% of weight) regarding the relationship between the efficiency indicators and human resources management policy is tested using multiple regression analysis with statistical software STATA 11.0. The results of the survey are analyzed, summarized, and interpreted using descriptive statistical methods. The results of multiple regression analyses confirm a statistically significant relationship between the analyzed indicators (p = 0.000 and R2 = 0.8128). The study shows a significant impact of financial security of the organization (β = 0.76; t = 8.63; p) and its size (β = 0.46; t = 4.66; p) on the implementation of personnel management practices on the example of small and medium scale enterprises in Kwara). The study results confirm that the small and medium scale enterprises in Kwara actively use personnel management under the influence of environmental factors. The study empirically confirms and theoretically proves the feasibility to consider such variables as the funding availability, the size of the firm, and the type of ownership in the business management process. Keywords: Human Resources, Human Capital Theory, Management, Nigeria, Small and Medium Scale Enterprises.
32
Chen, Jie. "Research on Manufacturing Engineering with Financial Information Management System Inter Control in Technology-Based Small and Medium-Sized Enterprises." Advanced Materials Research 910 (March 2014): 381–84. http://dx.doi.org/10.4028/www.scientific.net/amr.910.381.
Full textAbstract:
Manufacturing Engineering makes the technical science content high, if enterprise wants to utilize this kind of technical effect well .Small and medium-sized enterprises refers to the scientific and technical personnel as the main body, it is an intelligence intensive economic entity which mainly engaged in high-tech research and development, production of high-tech products and business, independent accounting. The main contents of this paper: The significance of financial information management system inter control; The specific application of financial information system under the environment of ERP; Strategies of improving the internal control of accounting information system.
33
Smachylo, Valentyna, and Taras Nalyvaiko. "DETERMINATION OF MANAGEMENT STYLE IN ENTERPRISES CONSTRUCTION INDUSTRY." Economic discourse, no. 1 (March 2020): 52–58. http://dx.doi.org/10.36742/2410-0919-2020-1-6.
Full textAbstract:
Introduction. Management style in many cases will determine the efficiency of the company staff. That is why studying the management styles that are characteristic of domestic business entities and, accordingly, adjusting them according to the objectives of the activity, is an important task in the field of personnel management of enterprises of any sphere. Accordingly, the purpose of the article is to investigate management styles at Kharkiv region construction companies based on the Blake-Mouton technique. Methods. Survey was conducted on the list of Blake-Mouton questions during the research, which used a point score, among management of construction enterprises of Kharkiv region, processing of survey and calculation of coordinates according to the managerial grid, determining the style of management. Results. As a result of evaluating management styles among small business entities in the Kharkiv region, based on the Blake-Mouton survey and positioning in the matrix (managerial grid), it has been found that commanding style with a greater production orientation is preferred. Discussion. Further research plans to increase the sample size and differentiate it by size of enterprise: small, medium, large to determine the impact of the entity's size on leadership style. Keywords: management, management style, Blake and Mouton leadership grid, enterprise.
34
Hermanson, Roger H., Linda M. Plunkett, and Deborah H. Turner. "A Study Of The Importance Of Certain Attributes To Clients Initial Selections Of Audit Firms: A Longitudinal And Stratified Approach." Journal of Applied Business Research (JABR) 10, no. 1 (September 27, 2011): 101. http://dx.doi.org/10.19030/jabr.v10i1.5969.
Full textAbstract:
<span>This study examines the importance of certain accounting firm characteristicsreputation, personnel, industry experience, and feeto the selection of audit firms by publicly-traded corporations. Client perceptions of these attributes were assessed to determine: (1) possible longitudinal changes in the relative importance of these attributes to clients selections, and (2) possible concurrent differences in the relative importance of these attributes to two different client strata-large versus small corporations. Using conjoint analysis, interval measures of the relative importance of each firm attribute were determined. The results of this study indicate that large and small corporations have very different relative preferences for characteristics of audit firms. In addition the importance attached to certain attributes of audit firms by large and small clients appears to be stable over time.</span>
35
Аленуров and E. Alenurov. "Sports team as a small group. Part 2." Management of the Personnel and Intellectual Resources in Russia 3, no. 3 (June 17, 2014): 65–69. http://dx.doi.org/10.12737/4882.
Full textAbstract:
The problems of personnel management on the example of studying sports team as a small group. The history of the concept of a small group and prove that sports team meets all the basic features of a small group that can increase its functionality by taking into account the effects of a small group. Highlights the problem of formal and informal groups to sports teams. Emphasizes that the study of the problems of personnel management is helpful to refer to the experience gained in the formation and management of sports teams. Great value of this experience is that the sport is any idea immediately reflected in the sports scores, and thus its effectiveness can be quickly and objectively assess. Especially for team sports such as football. Since sports teams consist of small groups to achieve their high functionality, you need a good understanding of the features of the emergence and development of formal and informal groups. In any sports team, there are two types of groups: formal and informal. Both of these types of groups are important for both its functionality and its impact on its functionality. The most effective team — the one whose size corresponds to its objectives. It should be composed of people with dissimilar personality traits, and whose norms and values contribute to achieving the goals of the organization. In addition, a very important task is to create team spirit, where a healthy level of conflict, and where having a high status group members do not dominate. In the way of team building can stand such serious problems as the lack of effective business activities in general, inadequate moral and psychological mood or low level of professionalism. Creating and managing small groups, the creation of sports teams — a very long and complicated process that requires great effort and knowledge on the part of all involved.
36
Chidinma Maduekwe, Caroline, and Peter Kamala. "The use of budgets by small and medium enterprises in Cape Metropolis, South Africa." Problems and Perspectives in Management 14, no. 1 (April 11, 2016): 183–91. http://dx.doi.org/10.21511/ppm.14(1-1).2016.06.
Full textAbstract:
Failure to budget has been identified as one of the main causes of failure of Small and Medium Enterprises (SMEs). This study seeks to determine the extent to which SMEs in the Cape Metropolis use budgets. Specifically, the study aims to determine the types of budgets used, methods of budgeting employed, purpose for which budgets are used, perceived effectiveness of budgets used and factors that may inhibit SMEs from using budgets. Data were collected using a questionnaire and analyzed using both descriptive and inferential statistics. The findings of this study revealed that most of the SMEs sampled used budgets. The three most frequently used budgets were sales budgets, purchases budgets and cash budgets, while the most frequently used budgeting method was fixed budgeting. The findings also revealed that budgets were mostly used for monitoring, measuring business performance, future planning and control purposes. The findings further revealed that budgets were perceived to be effective but the lack of top management support and qualified personnel were the main factors that inhibit SMEs from using budgets. This study not only fills the gap in the literature on the use of budgets, but also provides invaluable insights on their use by SMEs. These insights could inform future endeavours of the Government when developing interventions meant to avert the high failure rates of these entities. The findings may also assist SMEs to gauge and review their own use of budgets with a view to optimising the benefits derived from these tools, as well as to overcome the factors that could inhibit them from using the budgets in the first place
37
Shepard, Jeffrey. "Incubation Process Case Study." Management and Organizational Studies 5, no. 3 (July 25, 2018): 43. http://dx.doi.org/10.5430/mos.v5n3p43.
Full textAbstract:
The purpose of this case study is to create a profile of business incubators by exploring various aspects concerned with their operations. While tracing the history, development and current practices of business incubators, the aspects explored include the identification of: the nature of clients served, incubator mission, incubator staffing/personnel, incubator management, incubator resources, and incubator facilities/technology. The main motivation behind this case study is to compile an exhaustive profile of business incubators into one paper.This case study mainly utilized secondary research. By using questionnaires, a survey conducted among managers of selected business incubators in the United States was done. The exploratory nature of this study prompted the use of open ended questions.Findings concerning incubator mission are that current incubators mainly provide professional services of increased complexity as opposed to earlier incubators. Regarding personnel, modern incubators have formal organization structures characterized by the aspect of co-learning. While earlier incubators primarily offered cheap rental space, modern incubators share resources via a complex network of virtual connectivity. On technology, sophisticated technological communication interfaces such as the internet are vital, previous incubators relied on outdated technology. Concerning management, modern incubators require highly adaptive managers capable of addressing specific needs due to the constantly changing business environment. Other findings include the fact that clients are predominantly small business owners and students. Further, managers mainly provide direct services to clients such as mentoring, coaching, and training.
38
Sutama, I. Ketut, I. Ketut Pasek, and I. Gede Mudana. "Business Incubators Support College Performance." Soshum : Jurnal Sosial dan Humaniora 8, no. 1 (March 30, 2018): 33. http://dx.doi.org/10.31940/soshum.v8i1.623.
Full textAbstract:
Business incubators have a very important role in developing entrepreneurship, since it gives large opportunity to its participants to develop their business skill during incubation. The Indonesian government today provides a major boost to the development of business incubators in universities or other form of higher education institutions. The purpose of this research is to analyze the validation of the establishment of business incubator in colleges. In Ministerial Regulation (Permen) Minister of Cooperation and Small Medium Entrepreneurship the Republic of Indonesia No. 24/2015 explained that the head of the university, the Rector or the Director may issue a business incubators license. Thus, internal validation can be done by university or college management through the issuance of Decree (SK) Establishment complete with personnel appointed as manager. Furthermore, the college, has to provide a place or room consisting of office space, tenant room at least 3, discussion room 1, and tenant production display room. External validation is carried out by tenants through their success of becoming independent businessmen after being forged or incubated in a business incubator for a maximum of 3 years in one incubation period.
39
Paskova, A. A. "Features of E-Learning of Personnel in Small and Medium-Sized Businesses." Digital Transformation, no. 3 (November 11, 2019): 17–22. http://dx.doi.org/10.38086/2522-9613-2019-3-17-22.
Full textAbstract:
Small and medium-sized enterprises provide economic growth in many countries of the world. Economic pressure requires continuous improvement of the company's efficiency, staff knowledge, training to survive or remain competitive. Due to limited resources, often financial, SME managers reduce training activities and the introduction of new technologies in their companies.The purpose of this article was to study the possibilities of e-learning in SMEs. The main trends of modern e-learning were considered.It was noted that, despite the obvious advantages of using e-learning in SMEs, there were a number of obstacles to the active introduction of e-learning, namely: lack of availability of e-learning, lack of management support, lack of quality courses, reluctance of staff to use technology, lack of investment by companies in technology and lack of University-level and non-academic courses tailored to the needs of the enterprise.The article considers possible ways of overcoming the described problems and suggests ways to solve them.
40
VOLIK, M. V., and A. A. KAISINOV. "FEATURES OF THE USE OF SIMULATION MODELING FOR MAKING MANAGEMENT DECISIONS ON THE DEVELOPMENT OF ENTREPRENEURIAL ACTIVITY TO EXAMPLE OF A TRADING COMPANY." EKONOMIKA I UPRAVLENIE: PROBLEMY, RESHENIYA 2, no. 3 (2021): 113–20. http://dx.doi.org/10.36871/ek.up.p.r.2021.03.02.019.
Full textAbstract:
Currently, for the effective development of any company, modern information technologies and information systems are used, including for making up-to-date decisions on the management of processes and personnel. In the context of the digitalization of the economy, special attention is paid to the business processes of interaction with clients of companies whose main goal is to increase the client base. In modern economic conditions, small business in Russia is developing steadily. Particularly relevant is the use of modern information technologies, which contribute to increasing the company's competitiveness, making new economic decisions, forming relevant strategies for the production and sale of products, goods, services, and building and retaining a customer base. To improve interaction with customers and the development of small businesses, the use of simulation modeling of queuing systems is of particular importance. In this study, used the GPSS World Student modeling environment, which allowed us to analyze the queuing system using the example of a grocery store. Computational experiments using the prepared simulation model have shown the direction of optimizing the number of points of payment for purchases when interacting with customers. Also, a preliminary forecast of the economic efficiency of the company with a different amount of used cash registers was carried out.
41
Hieu, Vu Minh, and Ngo Minh Vu. "Linking Mission Statements Components to Management Effectiveness." Webology 18, SI03 (January 13, 2021): 39–48. http://dx.doi.org/10.14704/web/v18si03/web18019.
Full textAbstract:
This study examines mission statements and management effectiveness in “first generation” insurance companies in Nigeria. Content analysis method has been applied with the mission statements and data collected from annual reports (2013-2018) of six insurance companies. In terms of the data analysis, Pearson correlation and descriptive statistics have been employed. The results suggest that the mission statements’ components including the product/service, growth orientation, competences, public image and personnel are crucial for management effectiveness proxied by two ratios of return on equity (ROE) and return on assets (ROA). The study, therefore, recommends that businesses must include in their mission statements, product/service, growth orientation, competences, public image and personnel mission statement components. The study drawback is the small sample size. The study has also proposed area for further research and managerial implications.
42
Kakouris, Andreas P., and Eleni Sfakianaki. "Impacts of ISO 9000 on Greek SMEs business performance." International Journal of Quality & Reliability Management 35, no. 10 (November 29, 2018): 2248–71. http://dx.doi.org/10.1108/ijqrm-10-2017-0204.
Full textAbstract:
Purpose The purpose of this paper is to explore the association between ISO 9000 certification and business performance for small-to-medium enterprises in the food and beverage (F&B) industry. Design/methodology/approach The research employed a qualitative approach based on case studies to investigate in depth how companies perceive ISO 9001. More specifically, four enterprises were examined, and a total of 26 semi-structured in-depth interviews were conducted with top and middle managers from the companies. Questions were validated by experts and through pilot interviews. In total, 45 documents of a broad range related to the quality management system were examined. Personal observation and non-structured consultation with personnel were also used to evaluate the possible impacts and livelihood outcomes. Findings Research findings showed that the certified companies in the F&B industry gain a number of both internal and external benefits, including: quality awareness, increased productivity, increased personnel participation and efficiency, improved image and penetration into new markets. Regarding the financial benefits of certification, the findings are not as convincing, as one company reported no financial benefits, and the rest reported that financial benefits are indirect and intangible. Conclusively, it can be said that SMEs that wish to pursue certification should certainly expect benefits. Practical implications Although many studies have concentrated on analyzing the impact of the implementation of ISO 9001 certification, there is still a clear need for research in specific sectors. Practicing managers and researchers will be able to examine findings in order to evaluate benefits and weaknesses from certification, thereby identifying and acting before and after certification. Originality/value Although the F&B industry has shown a great preference for the ISO 9000 standard and has adopted it extensively, scant empirical evidence has been recorded on the subject. This paper contributes to a better understanding of the benefits for implementing the ISO 9001 certification and to the analysis of its application to the ever-important F&B industry in Greece, a country whose economy is particularly supported by SMEs and has been severely hit by the economic crisis. Researchers will therefore further their knowledge, understand benefits but also acknowledge weaknesses.
43
HJP, Giri Susilo, and Hady Efendy. "Self-Leadership Strategy at PT. Trustco Cipta Madani (Establishing Building Management Change)." International Journal of Human Resource Studies 7, no. 4 (October 17, 2017): 155. http://dx.doi.org/10.5296/ijhrs.v7i4.11910.
Full textAbstract:
The business competition of the millennial generation human resource development consultant now is growing very quickly and it is difficult to predict as the progress of the world of information technology and creative ideas across generations. The world seemed to have no boundaries and time limits again. Only companies that have the ability to adapt to change will survive to stay 'survive'. Change management becomes one of the important strategies of a company to be able to improve a competitiveness. PT. Trustco Cipta Madani as a small-scale consulting firm with the business of human resources development that trying to make a change management in the face of this new generation through self-leadership strategy by involving all its employees. Every employee of PT. Trustco Cipta Madani required to have self-leadership, this is because basically every individual who has self-leadership then by itself will have self-planning, self-criticism, self-design, self-set goals and also can solve problems through self-problem. Competition consultant business world are increasingly demanding the improvement of the quality and innovation of both personnel and products continuously and sustainably effective and efficient manner.
44
GUSAROVA, M. S., A. V. KOPYTOVA, and I. G. RESHETNIKOVA. "FORMATION OF LEADERSHIP COMPETENCIES OF MODERN RUSSIAN CIVIL ENGINEER IN THE EDUCATIONAL PROCESS." Periódico Tchê Química 16, no. 31 (January 20, 2019): 903–12. http://dx.doi.org/10.52571/ptq.v16.n31.2019.913_periodico31_pgs_903_912.pdf.
Full textAbstract:
The article presents the author's view on the new training course "Personnel Management" for masterdegree builders aimed at forming leadership competencies. It is necessary to change the paradigm of training an engineer and include in the process of the formation such subjects that are aimed at forming his or her organizational competencies, leadership, responsibility for making decisions in the field of team management. As a part of the new training approach, it is proposed to build the leadership skills with the help of active teaching methods: business games, project teams, case studies, training. Basing on work experience and curriculum development, it is known that the main difficulty for compilers of curricula is a selection of those subjects that will help to implement these competencies. Therefore, we propose the subject (module) "Personnel management" that has the deep basis of knowledge of many personal issues and is made up of a set of interdisciplinary themes with a set of new activity tools. The condition for the training of civil engineers is to increase the activity component: application of project management, work in small groups (teams), CDIO initiative, interdisciplinary approaches, practice-oriented training.
45
Lopez-Fernandez, Maria Concepción, Ana Maria Serrano-Bedia, and Raquel Gómez-López. "Determinants of innovation decision in small and medium-sized family enterprises." Journal of Small Business and Enterprise Development 23, no. 2 (May 16, 2016): 408–27. http://dx.doi.org/10.1108/jsbed-02-2015-0028.
Full textAbstract:
Purpose – The purpose of this paper is to contribute to the understanding of the factors that influence small to medium-sized family enterprises (SMFEs) innovation decision. Design/methodology/approach – This paper utilises an original data set of 73 SMFEs employing 5-249 people to run binomial logistic regression model which considers the joint effect of both internal and external factors. Findings – The results confirm, on the one hand, a significant and positive relationship between the long chief executive officer (CEO) tenure, the prospector and analyser strategic orientation, and the innovation decision in the Spanish family firms. On the other hand, the results confirm a significant and negative relationship between the risk taking, the cost of innovation, the lack of qualified personnel, a customer indifference towards innovation, and the innovation decision in the Spanish SMFEs. Research limitations/implications – The results contribute to the development of theoretical and knowledge bases, as well as offering results that will be of interest to research and policy communities. The results are limited to a small sample size, single survey, using cross-sectional data. Practical implications – The findings have a bearing on business innovation strategy for policy makers. The results suggest that policy measures that promote long CEO tenures, and the prospector and analyser strategic orientation may have the greatest impact in terms of helping to facilitate innovation decision. Originality/value – A novel feature of the model is the consideration of the joint effect of both internal and external factors in SMFEs.
46
Hoque, Kim, and Nicolas Bacon. "The antecedents of training activity in British small and medium-sized enterprises." Work, Employment and Society 20, no. 3 (September 2006): 531–52. http://dx.doi.org/10.1177/0950017006067000.
Full textAbstract:
Analysing data from the 1998 Workplace Employee Relations Survey we establish the extent to which levels of training activity in Britain are lower in SMEs than in larger firms.The antecedents of training activity within the SME sector are examined in terms of the workplace characteristics that are associated with high or low levels of training. Both managers and non-managers receive less training in SMEs compared with larger organizations.Training in the SME sector is associated with larger SMEs, multi-site SMEs, franchises, the presence of a personnel/HR specialist and multiple memberships of business advisory networks. Neither Investors in People nor trade union recognition are associated with greater training activity.The implications of the findings for government policy regarding training in SMEs are discussed.
47
Tabot Enow, Samuel, and Peter Kamala. "The accounts payable management practices of small, medium and micro enterprises in the Cape Metropolis, South Africa." Investment Management and Financial Innovations 13, no. 1 (March 4, 2016): 77–83. http://dx.doi.org/10.21511/imfi.13(1).2016.07.
Full textAbstract:
The purpose of this article is to investigate the accounts payable management practices of small, medium and micro enterprises (SMMEs) in the Cape Metropolis. The study is motivated by a lack of research on payable management practices of SMMEs in South Africa. Data are collected from a sample of 200 SMMEs by means of a closed-ended questionnaire and analyzed using descriptive statistics and inferential statistics. The findings of the study indicate that 70% of the sampled SMMEs purchase only on cash basis. Of the sampled SMMEs, 22% purchase on both cash and credit, while 8% purchase only on credit basis. Of those that purchase on credit, 72% pay their creditors promptly to take advantage of discount facilities. To manage their accounts payable, 52% of the SMMEs use computers. Only 43% settled accounts payable on the last day that the payment is due. The results further indicate that a lack of personnel and time are the main factors that inhibit the SMMEs from managing their accounts payable effectively. The above results suggest that SMMEs are inclined towards purchasing on cash or paying promptly when they purchase on credit, which could indicate that they had a lower bargaining power relative to that of suppliers who may have viewed these entities as risky ventures to which they were reluctant to extend credit terms. Based on the above findings, this study recommends that the SMMEs decision-makers be educated on the competitive advantages gained by buying on credit, most important of which are improving cash flow and building supplier relationship. In addition, the decision-makers may be trained, perhaps through Government intervention, on how to overcome the factors that inhibit them from managing their accounts payable effectively, by using computers. The Government may also provide guarantees to SMMEs’ suppliers to relax the credit terms extended to these entities. This study makes several original contributions to literature. It is the first study to investigate the accounts payable management practices of SMMEs in the Cape Metropolis. Entities whose management of accounts payable had up till now been neglected appeared in the prior research to their peril. Secondly, this study provides a unique insight into SMMEs management of their liquidity by focusing on their management of most immediate obligations (accounts payable), which are critical for these entities’ survival given their limited access to finance. The proposed study thus fills the gap in research on the accounts payable management practices employed by SMMEs in South Africa. Although various studies have been published on the accounts payable management practices on SMMEs in other countries, no study was found within the South African context. This study therefore contributes to the debate on the accounts payable management practices of SMMEs in a unique context of South Africa and inspires other researchers to investigate the same in other Metropolis in the country
48
Bonneuil, Noël, and Manuela Martini. "Career Advancement in a Family-Owned French Construction Firm Under Changing Labor Legislation and Market Demand, 1946-1985." Family Business Review 28, no. 1 (September 12, 2013): 41–59. http://dx.doi.org/10.1177/0894486513500304.
Full textAbstract:
Personnel data from a small French construction firm’s archives were followed up for 1946-1985 to examine family firm employment practices in historical perspective. The firm had limited scope to favor national origin, seniority, or kinship; kin of management were not paid more than nonkin. Event history analysis reveals macroeconomic context and individual qualification as the main variables explaining wage-level changes. The need to respond to market conditions and maintain good labor relations favored skill over seniority and kinship. Ultimately, however, family-style managerial practices failed to link wages to performance, compromising financial stability and contributing to the firm’s demise.
49
Kayode, Ogunyemi Joseph, Mufutau Akanmu Popoola, and Adewole Joseph Adeyinka. "Credit Risk Management and Entrepreneurship Development in Nigeria: A Case Study of Small and Medium Scale Industries in Ondo State." International Journal of Small and Medium Enterprises 3, no. 1 (March 12, 2020): 18–33. http://dx.doi.org/10.46281/ijsmes.v3i1.512.
Full textAbstract:
The paper summarizes the arguments and counterarguments within the scientific discussion on credit risk management and entrepreneurship development in Nigeria with focus on small and medium scale industries in Ondo State. The objective of the study is to examine the effect of credit risk management on entrepreneurship development. The study adopted the use of descriptive statistics and regression analysis method to test the hypothesis formulated. The results indicated that entrepreneurship development is being hampered by ineffective credit risk management. The findings has shown that Small Scale Enterprise still suffers greatly from inadequate policy on fund raising, lack of risk management personnel, lack of credit advisory unit in loan houses and Inability to determine appropriate source of funding which significantly affects their level of development. The findings of this study have also found out that the Nigerian markets are filled with numerous business opportunities. Based on the findings, it was recommended that increased government support, uninterrupted power supply and communication link, provision of skilled manpower and computer wizard in operation of payment system, collaboration among banks, provision of adequate security and fight against corruption would assists and improve the growth and development of entrepreneurship in Nigeria.
50
Doležalová, Vlasta. "Analysis of Internal Communication and Workplace Climate in Enterprises in the Czech Republic." Acta Universitatis Bohemiae Meridionalis 18, no. 1 (June 1, 2015): 1–17. http://dx.doi.org/10.1515/acta-2016-0001.
Full textAbstract:
Abstract Management of human resources is crucial for companies and includes internal communication, employee information, as well as employee relations at work. Workplace communication, information sharing and work relations on all hierarchical levels within a business are essential for the survival and success of small and medium-sized companies. The goal of this article is to analyse personnel systems, focusing on the relationships between superiors and subordinates, superiorsubordinate communication and information sharing by company leaders with their subordinates, from the perspective of subordinates. There after, gathered information is compared and analysed in terms of a focus on the advantages and disadvantages of a given work climate. Analysis and reasoning around the subject of respect and disrespect towards superiors from the perspective of subordinates is also presented. Data were gathered using questionnaires in small and medium-sized companies in the South Bohemian region. The questionnaires were completed by employees during the year 2013. This paper is based on data from the GAJU 039/2013/S grant-aided project called: The management of human resources of small and medium-sized companies.