Artykuły w czasopismach na temat „People in Need (Organization)”
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Yaniieva, Daria. "Application of tools for effective development of organizational culture in the digital economy". Ukrainian Journal of Applied Economics and Technology 8, nr 2 (20.03.2023): 160–64. http://dx.doi.org/10.36887/2415-8453-2023-2-23.
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The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.
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Reed, Mike, i Gibson Burrell. "Theory and Organization Studies: The Need for Contestation". Organization Studies 40, nr 1 (29.03.2018): 39–54. http://dx.doi.org/10.1177/0170840617745923.
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In this piece of provocation we focus on the words of people who we view as increasingly powerful institutional actors in the field of organization theory and what they signify about ‘what needs to be done’ and ‘how it needs to be done’ in order to rectify the many failings they identify. We suggest that their actions reflect a desire for an integrated, general theory of organizations and the conception of organization studies as a nomothetic science to which they (and perforce we) are philosophically and ideologically committed. These are seen to be intellectual and ideological forces at work on both sides of the Atlantic. We provide a critique of this emerging orthodoxy within contemporary organization theory, briefly drawing on Swift’s metaphor of Lilliputian ‘big enders’ and ‘little enders’ but also offer contemplation of the architectural metaphors of ‘cathedral’, ‘mystery house’ and ‘the tower of Babel’ (conceived of as ruination) to consider the alternative imaginary edifices that may influence the structure of our studies. Finally, we specify an alternative research agenda for organization theory which focuses upon ‘the organization of destruction’ rather than ‘the organization of production’ or ‘the organization of consumption’. Rather than seeing any contestation of intellectual traditions, analytical frameworks and methodological strategies as mental manacles and shackles which we need to ‘throw off’ to rediscover our true vocation as organization scientists, we contend that organization theory needs to reignite a fierce dialogue over ‘organization’ and its relation to order and disorder that has stretched over, at least, two millennia and still speaks to our lives today and tomorrow.
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S., Uma Maheswari, i Jaya .S. "A Study on Quality of Work life at Pix Rock VFX Pvt., Ltd., Chennai". International Journal of Innovative Research in Information Security 09, nr 04 (31.07.2023): 286–90. http://dx.doi.org/10.26562/ijiris.2023.v0904.10.
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Quality of work life (QWL) is viewed as an alternative to the controlled approach of managing people. The QWL approach considers people as an ‘asset’ to the organization rather than as ‘costs’. It believes that people perform better when they are allowed to participate in managing their work and make decisions. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. To satisfy the new generation work force organizations need to concentrate on job designs and organization of work; further today’s work force is realizing the importance of relationships and is trying to strike a balance between career and personal lives.
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Dr, K. Jaya priya, i Sabari E. "A Study on Process Management in Supply chain Industry Jailakshmi Group of Company Auto works & Agencies Pvt Ltd., Salem". International Journal of Innovative Research in Information Security 09, nr 04 (31.07.2023): 387–91. http://dx.doi.org/10.26562/ijiris.2023.v0904.30.
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Quality of work life (QWL) is viewed as an alternative to the controlled approach of managing people. The QWL approach considers people as an ‘asset’ to the organization rather than as ‘costs’. It believes that people perform better when they are allowed to participate in managing their work and make decisions. This approach motivates people by satisfying not only their economic needs but also their social and psychological ones. To satisfy the new generation workforce organizations need to concentrate on job designs and organization of work; further today’s work force is realizing the importance of relationships and is trying to strike a balance between career and personal lives.
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Prevodnik, Mojca, i Roberto Biloslavo. "Managers and Leaders in Organizations of a Post-transition Economy". Organizacija 42, nr 3 (1.05.2009): 87–94. http://dx.doi.org/10.2478/v10051-009-0006-1.
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Managers and Leaders in Organizations of a Post-transition EconomyManagers and leaders are different figures within an organization but are also alike. During different stages of the organizational life cycle we sometimes need more manager-oriented people and at other times more leader-oriented people. However most of the time we need them both in order to achieve a balance within the organization. Slovenia is a post-transition economy, facing new challenges and opportunities therefore the need for leader-oriented people is expected to be huge. Nevertheless our research showed that in Slovenian profit and non-profit organizations, upper management positions have been occupied by manager-oriented people but at the same time a balance exists between the two roles. We also found out that managers and leaders perceive the success of their organisations in quite a similar way. An adapted Hickman's questionnaire together with a content analysis of subordinates' comments about how they perceive their organization was used to ascertain the differences between them and their superiors. By knowing how employees perceive their managers and how the latter perceive themselves and their organizations we can develop better approaches to management development in post-transition economies.
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Bhatt, Gulshan, i S. Rajalakshmi. "DEVELOPMENT NEED ASSESSMENT AND EVOLVING PLAN FOR BOGALUR BLOCK, RAMANATHPURAM DISTRICT, TAMIL NADU". International Journal of Advanced Research 9, nr 03 (31.03.2021): 35–46. http://dx.doi.org/10.21474/ijar01/12551.
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This study has done to find the minimum needs to the people of Bogalur block, Ramanathpuram district of Tamil Nadu. Needs assessment is a process for determining an organizations needs. It usually consists of three main parts:Initiation, Data Collection & Analysis and Final Production.A needs assessment can be implemented within the organization and within the community to categorize an arising need. Any training needs assessment depends on the condition& situation of the place to implement. This research helps to understand the problem faced by the people and what kind of need they have. The methodology used for this study iscollection of secondary data, collection of primary data through PRAs and personal interview. And After identifying the need of poor community people, a plan has been developed for the block along with community participation.
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NOORI, Nazir Ahmad, i Cihan TINAZTEPE. "AN EXPLORATORY RESEARCH ON HOLACRACY: A NEW GOVERNANCE PROCESS FOR THE ORGANIZATIONS". IEDSR Association 7, nr 17 (20.01.2022): 101–19. http://dx.doi.org/10.46872/pj.461.
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In this study, holacracy has been evaluated as one of the self-management methods for organizations. Holacracy is a new management method in which job autonomy, power distribution among employees and the participation of all members of the organization in the decision-making process, are among its distinctive features compared with other management methods. In today's rapidly changing business world, organizations need a way of managing to maintain their place in the marketplace and, in some cases, to advance it and people in the organization can use their talents in their works and do not face any restrictions from the organization. According to the creator of holacracy and people who have actually worked in a holacratic environment, holacracy is such a method. They believe that holacracy is a good option for solving most of the organizational challenges. By using holacarcy, the flexibility of organizations increases and they can easily adapt themselves to the business environment and conditions. The space is open for people and everyone can choose a role in the organization according to their ability and capacity and then proceed to do it. Another point of contention in the holacracy is its opposition to the hierarchical method. In a hierarchy in which people have job restrictions, decisions are made by a specific group that often does not meet the needs of the organization, long and fruitless meetings are held in it and a very centralized system governs the organization.
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S, Anandakumar. "Need to Know the Tribes of Tamil Nadu". International Research Journal of Tamil 4, SPL 2 (28.02.2022): 329–32. http://dx.doi.org/10.34256/irjt22s251.
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Tribes are those who have seen the evolving changes from the ancient ways of life and have regulated their lives. Their social organization culture and culture is found according to the context in which they live. The so-called tribes are variously called in Tamil. Politicians refer to them as savages, literati, hill people, rain people, Tolkudi, Mudukudi, Adigudi, Purvagudi, and Gandhians refer to Gandhi as Kirijan. The tribe is an educated social group. These are people who can consistently live in a common place. Speakers of the common dialect are those who have a common one-sided social morality. Followers of common ancestral beliefs panchayat systems and religious belief systems. The Fifth Principle of Sangam Literature shows that it was the hill people who formed the way of life and culture of the ancient Tamil community according to their landscape. Thus, the majority of the indigenous people are indigenous peoples with traditional cultural identities.
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Trajković, Svetlana. "INTELLECTUAL CAPITAL AS STRATEGIC PERFORMANCE OF THE ORGANIZATION". Knowledge International Journal 28, nr 5 (10.12.2018): 1545–51. http://dx.doi.org/10.35120/kij28051545s.
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The ability to manage knowledge becomes an increasingly important strategic activity in today's so-called. knowledge economy. To prioritize the preservation and improvement of intellectual capital, creating and disseminating knowledge within a modern organization, is becoming an increasingly decisive factor in achieving and maintaining its competitive advantage. The only viable advantage of a modern organization comes from what the company knows and how effectively is used what it knows and how quickly it acquires and uses new knowledge. There is a positive relationship between the intellectual capital and the performance of an organization. Intellectual capital is in correlation with the organization's future performance, and the growth rate of intellectual capital is in a positive relationship with the organization's performance, while the contribution of intellectual capital to improving the organization's performance varies, and is the result of strategic management of the organization itself. In this context, only the learning organization, which is constantly looking for new, innovated and / or enhanced knowledge in the field of activity, has the conditions, chances and opportunities to move forward in the real world. In the modern world, the world of a knowledge-based economy, a competitive advantage that is sustainable on the narrow paths, can only be achieved if the organization takes a lasting commitment to learn, invest in people and their intellectual potential, to support the need of people to continuously explore, learn and accept new, more complete and applicable knowledge. Regarding this, investing in the intellectual capital in the short term may be a significant cost to the organization, but in the long run, any investment in the development of intellectual capital - new knowledge - both scientific, general theoretical, and practically applicable will have a multiplier positive effect on the future business of the organization. The experience of organizations from the world of work has unambiguously confirmed this. Namely, companies that base their business on exactly human cognitive and scientific potentials have the advantage, that is, the world's leading companies are in terms of profit. First of all, these are companies in the field of low-tech technologies, and they are not quite necessary because they are notorious. But, from the experience of such organizations, they can and / or have to learn all the organizations they intend to succeed in a modern, very turbulent business environment. This is especially important for those organizations that intend to be leaders in an area or branch of business. Today, leadership is not realized solely on the basis of the number of pieces produced by a product or on the basis of the number of transactions with the environment, on the contrary, the leader is the organization of work that is imposed as an organization where the intellectual, and parallel with it, also the human capital prevails. Because, it is known, also in practice, that only when people feel in a certain organization friendly, only then do they give their maximum contribution. Only in conditions of complete freedom, some seemingly lucid ideas become "full of hits" in realizing and meeting the needs of the market and people who market it.
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Gonçalves, Sónia P., Joana Vieira dos Santos, Isabel S. Silva, Ana Veloso, Catarina Brandão i Rita Moura. "COVID-19 and People Management: The View of Human Resource Managers". Administrative Sciences 11, nr 3 (9.07.2021): 69. http://dx.doi.org/10.3390/admsci11030069.
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COVID-19 has brought an unexpected need for change within organizations, particularly regarding human resource management. The nature of this global crisis has meant that these processes remain under-systematized. The aim of this study, which uses an exploratory design and mixed-methods analysis, is to contribute to describing the changes in human resource management practices and processes that resulted from this pandemic and to present the outlook of human resource managers for the future. One hundred and thirty-six Portuguese companies participated in the study, with the answers provided by their human resource managers. Results show that the main changes have occurred in the processes of work and safety, training, work organization, recruitment and selection, induction and onboarding, and communication. The profiles that emerged showed an association between the level of change and size of the organization. There was an increase in the use of teleworking and layoffs, and a positive assessment of the organizations’ level of preparation and adaptation to this crisis. Human resource managers reported that the most evident changes in the future will be associated with the use of technology, teleworking, and work organization. These findings are of the upmost importance, as human resource managers are essential pillars in the adjustment of the organizations to this pandemic situation.
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GANESHAN, M. K., i C. Vethirajan. "Trends and future of human resource management in the 21st century". REVIEW OF MANAGEMENT, ACCOUNTING, AND BUSINESS STUDIES 1, nr 2 (30.04.2022): 17–21. http://dx.doi.org/10.38043/revenue.v1i2.3642.
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Every business is made up of people, its human resources. An organization is nothing without human resources. Human resource management is about managing these people effectively. Now, more than ever, HRM is recognized as being critical to the survival and success of organizations. Continuous changes in technology, economic, social, and psychological understandings, and structures have an influence on both Human Resources and their management. As firms strive to make the HR department leaner and more strategic, current HRM models show that expectations about HR jobs are evolving. Human resource management is critical to every organization's success. It is a source of support and strength. In the present complex milieu, organizations are greatly influenced by changes taking place in internal as well as external environments, no business or organization can change or exist or grow without appropriate human resources. Therefore, human resources have become the focus of attention of every progressive organization. In the changing world, the philosophy and perspective of HRM need to transform and redesign. This paper attempts to spotlight the latest trends in HRM for the present century like Globalization of Economy, Corporation Restructuring, Newer Organizational Designs, Total Quality Management, Kaizen model, etc.
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Omoyebagbe, Oiku Peter, Obiekwe Onyebuchi i Olumuyiwa Olugbenga Obafemi. "Corporate Social Responsibility and Organizational Performance: A Theoretical Review". INTERNATIONAL JOURNAL OF SOCIAL SCIENCES AND MANAGEMENT RESEARCH 8, nr 4 (28.08.2023): 12–21. http://dx.doi.org/10.56201/ijssmr.v8.no4.2022.pg12.21.
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This paper utilized a theoretical approach to examine the impact of corporate social responsibility on organizational performance. The paper notes that corporate social responsibility is an essential strategic component of several business organizations as they try to navigate the highly changing business environment. Some benefits of corporate social responsibility involvement identified includes assisting business firms to gain competitive edge over by increasing their reputation and acceptability, market share, improve profitability as against their rivals with less or unrecognised social involvement in their operating environment. The paper concluded that corporate social responsibility drives organizations profitability, and helps organizations gain competitive advantages over rivals in the market arena. It is recommended that managements should make social responsibility involvement a key strategic part of its business operations. Management should scan their environment to identify the appropriate need of their operating environment so as to understand what the people actually need, than just initiating and carrying out projects that may not be beneficial to the society, as this will put the organization in bad light, and their efforts may not be recognized and appreciated. Additionally, organizations should ensure that they disclose all their social responsibility actions to the appropriate stakeholders. This is because, the more people notice the positive social actions of an organization, their perception about such organization change, and this boost their images and reputation of the organization before the general public.
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Sparrow, Paul, i Cary Cooper. "Organizational effectiveness, people and performance: new challenges, new research agendas". Journal of Organizational Effectiveness: People and Performance 1, nr 1 (4.03.2014): 2–13. http://dx.doi.org/10.1108/joepp-01-2014-0004.
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Purpose – As founding editors of the Journal of Organizational Effectiveness: People and Performance, this paper welcomes the beginnings of a new academic community. The purpose of this paper is to outline why both academic researchers and organizational practitioners need to enter into and be guided by a new debate and new set of expertise. It signals the sorts of research agendas that need to be addressed in this field. Design/methodology/approach – The paper establishes the future research agenda for organizational effectiveness. It reviews historic literature and traces the development of the field of organizational effectiveness from: early analysis of political judgements about effectiveness; systemic analysis of the intersection of profitability, employee satisfaction and societal value; debates over stakeholder, power, social justice and organizational fitness, resilience and evolution; the importance of mental models of senior managers; how organizations use changes in work system design and business process to modify employee's mental, emotional and attitudinal states; and the use of an architectural metaphor to highlight the locus of value creation perspectives. Findings – There are many echoes of the debates and concerns today in the past. The paper shows how current concerns over strategic and business model change, organization design, talent management, agile and resilient organization, balanced scorecard, employee engagement, advocacy and reputation can be informed, and better contextualized, by drawing upon frameworks that have previously arisen. Research limitations/implications – The paper argues that the authors must adopt a broad definition of performance, and examine how the achievement of important strategic outcomes, such as innovation, customer centricity, operational excellence, globalization, become dependent on people and organization issues. It signals the need to focus on the intermediate performance outcomes that are necessary to achieve these strategic outcomes, and to examine these performance issues across several levels of analysis such as the individual, team, function, organization and societal (policy) level. Practical implications – The audience for this paper and the journal as a whole is academics who work on cross-disciplinary research problems, the leading human resource (HR), strategy or performance research centres, and finally senior managers and specialists (not just HR) from the internal centres of expertise inside organizations who wish to keep abreast of leading thinking. Originality/value – The paper argues the need to combine human resource management perspectives with those from decision sciences, supply chain management, operations management, consumer behaviour, innovation, management cognition, strategic management and its attention to the resource-based view of the firm, dynamic capabilities, business models and strategy as practice. It argues for a broadening of analysis beyond human capital into related interests in social capital, intellectual capital and political/reputational capital, and for linkage of the analysis across time, to place the novelties and contexts of today into the structures of the past.
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Chen-Levi, Tamar, i Yaffa Buskila. "“Our Organization Deals with People, not with Products”: Perceptions of School Organizational Patterns". ATHENS JOURNAL OF EDUCATION 9, nr 1 (3.11.2021): 139–68. http://dx.doi.org/10.30958/aje.9-1-9.
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This article is part of a wide-scope research examining teachers’ perceptions regarding the organizational profile of their school. Research participants were asked about nine parameters that outline the school’s organizational structure (Chen-Levi, 2019). Main research questions were: How do the three different groups of position-holders in the school- administrative staff, homeroom teachers, and subject-matter teachers – perceive the organizational profile of their school? What is the importance of each parameter that comprises a school's organizational profile? A loglinear analysis was performed to test whether the three groups differed in the way they related to these parameters. Differences or similarities in the faculty's perception of the school will have implications on the staff’s internal cohesion, quality of its communication and staff members' motivation to contribute to change-related tasks that require a long-term view. Analysis of teachers’ responses produced a picture according to which the criteria they regard as central to the school’s organizational structure are: curriculum content and teaching methods, as well as innovation and changes in the organization. These areas are cornerstones in education. They stressed the need to expose students to a rich and varied education, challenging and encouraging curiosity in many disciplines by means of creative tools and constant innovation. Keywords: organizational profile, school structure, teachers’ perceptions, bureaucratic-hierarchical approach, systemic approach
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Saefrudin. "PENGORGANISASIAN DALAM MANAJEMEN". Dirasah : Jurnal Studi Ilmu dan Manajemen Pendidikan Islam 1, nr 1 (27.02.2018): 1–16. http://dx.doi.org/10.29062/dirasah.v1i1.9.
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Humans are organizational beings. Therefore, once he was born into the world, he became a member of a genetic organization called members of a family organization. When school age, man enters school and he becomes a member of the school. After graduation and work, he became a member of the organization at his workplace. He may also be a member of a religious, youth, political, economic, and so on. Finally, after the human died he was recorded as a member of the organization of death by the death association committee at RT level.Thus, human beings from birth to death cannot be separated from the organization. Humans are organizational beings because from birth humans cannot live alone without the help of others. Organizations are formed for the benefit of humans anthropocentric), organizations are actually created for people, not for organizations. Therefore, every day people are in touch with their organizations. Although the experience of organizing that there is a fun andannoying, there are positive and some are negative, but people still need the organization. The existence of this contradiction as a consequence that man is essentially not the same or full of differences.This difference occurs because of different educational background, experience, socioeconomic status, culture, age and so on. Not a single human being is identical, even if they are twins. Humans differ mainly from their fingerprints. What equates them is that they remain the same as humans
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Muñoz, Mirna, Jezreel Mejia, Jose A. Calvo-Manzano, Gonzalo Cuevas i Tomás San Feliu. "Method to Evaluate Process Performance Focused on Minimizing Resistance to Change". International Journal of Human Capital and Information Technology Professionals 4, nr 2 (kwiecień 2013): 1–15. http://dx.doi.org/10.4018/jhcitp.2013040101.
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Software process improvement is a way that allows organizations to get a competitive advantage toward its competitors, therefore, in order to implement a successfully software process improvements process assessment is a key element, because it is the firsts step to know the performance of the organizational software process. Unfortunately, the current approaches to evaluate processes performance in software organizations most of the time increase the people resistance to perform software process improvement initiatives because they are based on applying questionnaires that people perceive as an assessment of their job. Besides, questionnaires used in those approaches are adaptations from models and standards mainly ISO 15504 and CMMI. Consequently the processes gaps are not focus on organization needs, however, organizations use these gaps as targets in the implementation of software process improvements. As a result, the obtained processes do not reflect the needs of the organizational business goals nor the way the organization works. This paper presents an approach to carry out internal fast assessment to software process using an alternative way to do it. So, resistance to change is minimized. The method is focused on using internal best practices and the organization business goals as a main source to assess process performance. This way allows organizations to identify improvements opportunities based on business goals needs and to address the improvement effort to those processes that need to be improved in order to achieve these needs.
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Marina, Rasyimah i Dewi Kumala Sari. "Vision and Leadership: The Nature, Role and Development". Proceedings of Malikussaleh International Conference on Multidisciplinary Studies (MICoMS) 3 (26.01.2023): 00041. http://dx.doi.org/10.29103/micoms.v3i.205.
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Every leader has their leadership style. Visionary leadership is a style that emphasizes the need for a clear vision for the future of an organization. Vision affects how the people within the organization perform and how the organization adapts to forthcoming changes. The organization's style, culture and purpose affect how a leader forms a vision. This paper aims to analyze visionary leadership's nature, role and development. A case of a leadership situation shows that a leader with a strong vision would create strategic choices and judgements for the better growth of the organization.
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Грабчук, Ксения, i Kseniia Grabchuk. "PRINCIPLES OF PERMANENCY AND CONTINUITY IN THE INCLUSIVE EDUCATION IN KRASNODAR KRAI". Bulletin of Kemerovo State University. Series: Humanities and Social Sciences 2017, nr 4 (25.12.2017): 17–23. http://dx.doi.org/10.21603/2542-1840-2017-4-17-23.
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<p>The article is devoted to the organization of inclusive education on the basis of the principles of permanency and continuity. Тhe author considers the experience of inclusive education in the educational organizations of Krasnodar Krai. The author has analysed problems of realization of inclusive education, such as insufficient availability of professional education for students with health limitations or physically challenged students and insufficient social and information availability of vocational training.</p><p>The author points out a long-felt need for inclusive education for all people with health limitations on all education levels. The organization of inclusive education on the basis of the principles of permanency and continuity will be possible only if a regional legislation of general and professional education for people with special needs is developed. Other requirements include creation of barrier-free environment in the educational organizations and ensuring social and information availability of vocational training. Тhe author emphasizes that it is necessary to develop a system of vocational guidance for children with special needs and physical challenges.</p>
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Anindita, Rina. "Is it Necessary to be a Learning Organization in Private Universities?" Advanced Science Letters 21, nr 4 (1.04.2015): 894–97. http://dx.doi.org/10.1166/asl.2015.5917.
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This research aims to observe how Knowledge Sharing level correlates with the implementation of Learning Organization in both People and Structure Levels. This topic may help those Private Universities to improve their learning capacities and transform into organizations which are able to facilitate their members to develop learning culture so they will have adequate capacities to perform some innovations, foster the development of their organizations, and share valuable knowledge. By doing so, such organization will continuously transform (Peddler, 1998; Dale, 2003), so it has certain capacities to perform some innovations and grow the level of its development (Watkins and Marsick, 1993, 1994, 2003). Slightly different with the above-mentioned statements, Veisi, et al. (2012) stated that the individuals or members of higher education institutions will determine whether such institution will develop into a learning organization or not. Thus, we need to distinguish between the learning organization for individuals and for management board, eventhough those individuals, teams, and organization shall jointly establish an ‘embedded’ system (Kumar, 2005). The findings of this research evidences that the implementation of Learning Organization in People level bring significant and positive influence towards the implementation of Learning organization in Structure level. Learning Organization in People level also gives meaningful and positive contribution towards the level of knowledge sharing, which has been either directly or indirectly integrated through organization commitment. On the contrary, Learning Organization in Structure level does not contribute any meaningful impact towards the level of knowledge but such component can still affect knowledge sharing when it is integrated through the organization commitment.
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Shrestha, Prakash. "Human resource management practices in Nepalese organizations: Some observations". NCC Journal 7, nr 1 (31.12.2022): 33–40. http://dx.doi.org/10.3126/nccj.v7i1.58617.
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HRM practices aim to increase employee effectiveness in an organization. They care about the organization's people resources and work to grow and maintain their top-notch initiatives in a challenging and constantly shifting environment. That is why organizations need to concentrate on effective HRM practices. With this regard, this paper aims to explore some observations of HRM practices in Nepalese organizations using desk research, specific real-world examples, and various studies. It considers corporate planning and objectives, human resource planning, recruitment, selection and placement, training and development, performance management, pay and benefits, job design, and employee relations as the key HRM practices that are employed in the context of Nepal.
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Garad, Alaa, i Jeff Gold. "The learning-driven organization: toward an integrative model for organizational learning". Industrial and Commercial Training 51, nr 6 (1.07.2019): 329–41. http://dx.doi.org/10.1108/ict-10-2018-0090.
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Purpose The purpose of this paper is to propose a model for organizational learning (OL) that can help organizations to transform into a learning-driven organization (LDO); a model that considers the whole ecosystem, its subsystems and considers the importance of technology, digitalization and dataism. The authors seek to answer key questions, specifically, first, what makes an organization learning-driven? and, second, how the learning ecosystem works organization-wide? Design/methodology/approach This paper draws on prior research conducted by the authors in the hospitality sector. Insights were gleaned from both theoretical perspectives and qualitative data drawn from a number of empirical studies. This paper focuses on critically reviewing the literature on OL, and selected organizational development frameworks such as the European Foundation for quality management and investors in people. Findings The authors propose an ecosystem model that entails three subsystems for OL. At this stage, the authors propose a conceptual framework that will be tested in the following part two. Leaders in organizations need to re-design their organizations to incorporate learning at all levels, i.e. individuals, teams and organization-wide. Learning should be an overarching approach within and beyond the boundaries of the organizations; for organizations to learn effectively, learning should be strategized and institutionalized. Research limitations/implications This paper sheds light on the emerging trends in OL in light of the Industry 4.0 revolution with its phenomenal impact on humans and workplace; there is a dire need for research on human-machine balance, role and impact of machine learning and AI technologies. The authors call for setting up an updated agenda for learning and reconstructing learning into the corporate world; not only this but the future research should focus on reviewing and evaluating what did the authors learn about learning and how can the authors further learn, unlearn and re-learn. Practical implications The authors argue that organizations should look into learning as an enabler toward creativity and innovation, which should ultimately lead to excellence and fulfilling the needs of all stakeholders. Organizations should be consciously aware of their emerging intangible assists and proactively encourage their people toward more creativity. Learning can be institutionalized, and the organization transforms into a LDO. Social implications The authors propose an ecosystem model that entails three subsystems for OL. At this stage, the authors propose a conceptual framework that will be tested in the following part two. Leaders in organizations need to re-design their organizations to incorporate learning at all levels, i.e. individuals, teams and organization-wide. Learning should be an overarching approach within and beyond the boundaries of the organizations; for organizations to learn effectively, learning should be strategized and institutionalized. Originality/value The LDO model will help organizations to strategize learning. Strategic learning about understanding a global strategy and how each business unit in an organization contributes its best, most innovative thinking followed by actions that execute the strategic intent of the organization.
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Sapey, Bob, i Jayn Pearson. "Do disabled people need social workers?" Social Work and Social Sciences Review 11, nr 3 (26.12.2012): 52–70. http://dx.doi.org/10.1921/swssr.v11i3.440.
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This paper reflects on the role of social services departments and social workers in the system of direct payments. By means of the Community Care (Direct Payments) Act, 1996, care services can be commissioned directly by the user. Social services departments have a role in setting up the local direct payments system and individual social workers may promote and facilitate its use by disabled people. There are indications from regional evaluations, however, that for a variety of reasons, organizations and their individual employees are sceptical and reluctant to implement this legislation. Given this, together with the government’s commitment to the system as a means of promoting the full citizenship of disabled people, the authors question whether social workers and social services departments have any future in this area of social care.
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Yazıcı, Hacer. "Eğitim Yönetiminde Lider Kişilerin Davranış Modellerinin İncelenmesi". Journal of Social Research and Behavioral Sciences 9, nr 19 (21.09.2023): 532–44. http://dx.doi.org/10.52096/jsrbs.9.19.39.
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It has been seen that among the management approaches encountered in the context of managerial processes in educational institutions, four types of leadership approaches are the most widely used. These are the structural framework of leadership approaches, the human resources framework, the political framework and the symbolic framework. These leadership approaches put forward by Bolman and Deal are basically explained as political, structuralist, symbolic and human resource frameworks. It is aimed to define the works to be done according to the structural framework well and to minimize the problems that may arise as a result of relationships. It is aimed to bring the performance of the staff to the highest level. The goals and objectives of the organization are clear. Managers do not act biased. Managers are always open to change. There is no chain of Decrees and commands between them and the employees. Managers and employees are aware of their responsibilities According to the human resources framework, organizations and people need each other. In the human resources approach, the relationship between a person and an organization is taken into account.Dec. Organizations need people for their needs, and people need the organization for the money, career, and security that organizations will give them. This mutual shopping does not always work healthily. When the relationship between an organization and a person experiences Decadence, one side begins to suffer. According to the political framework, there are political interests for institutions. These interests can be harmful for organizations, as well as useful. The policy followed by the manager determines the goals and objectives of the institution. When the leader starts a job, he decides on the potential gains that may arise from cooperation, short-term goals and whether the work to be done complies with the values of the institution. The leader should explain to the group what he wants and should be able to predict what might happen as a result. According to the symbolic framework, the leader and the employee basically focus on the same goal. In the business environment, the leader thinks that he should know how to deal with conflict. The leader's job is to get to know the partners of the institution, establish relationships with the managers of those institutions, avoid conflict as much as possible and know how to manage his institution in the most efficient way. Key Words: Educational Management, Manager, Leader, Behavioral Models
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Khan, Zimal Mehboob, Hafeez-ur Rehman, Maria Maqsood i Khalid Mehmood. "Artificial Intelligence Based University Chatbot using Machine Learning". Pakistan Journal of Engineering and Technology 4, nr 2 (29.06.2021): 108–12. http://dx.doi.org/10.51846/vol4iss2pp108-112.
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Today the customer support needs 27/7 and the people faced when some issues related to organization they contact the support center and the support centers are people they are sitting to serve the customer care and they need to full fill the requirement of the customer need and demand this should increase the cost of the people setting by day and night for services and organization need to reduce this cost and desire to automate this process. The proposed study will be the replacement for this used in university chatbot for help and support for peoples which are visiting the office this will also decrease the traffic of the admission office some universities are so far away from the city area and people travel a long distance to reach the university for a very ordinary work this will reduce this and allow the office staff to focus on the other productive activities. The University chatbot (UCB) we build the application using the machine learning models that successfully build the model using the machine learning algorithms, DT, RF, SVM, that can response under the domain of the university related help and support and guide the proper way for the use of university website and referee them the proper links and contact to reduce the traffic from physical office visit of the people. The results show that the Random Forest is outperform for the proposed study.
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Mazelis, Joan Maya. "“My Crying Is Not a Cry by Itself”: Building Sustainable Social Ties through a Poor People’s Organization". ANNALS of the American Academy of Political and Social Science 689, nr 1 (maj 2020): 110–28. http://dx.doi.org/10.1177/0002716220918165.
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Research has highlighted that social ties help poor people to survive, but has also shown that nonkin ties often only last a short time. In this article, I argue that organizations that serve the needs of poor people can help to create more sustainable supportive ties among them. Drawing on participant observation and ethnographic interviews with twenty-five members of the Kensington Welfare Rights Union (KWRU) in Philadelphia—an organization of, by, and for poor people—I found that supportive ties among members of KWRU can last years or even decades. I show how this organization enabled poor people to create and maintain supportive ties. KWRU provided people living in desperate poverty space for frequent interaction, connection, and cooperation. The organization supported a sense of kinship among members, and group leaders often helped to mend rifts between members. While KWRU is distinctive, other organizations that serve the needs of poor people could use this model to be more responsive to the needs of those in poverty.
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Osman, Şahin. "The stress analysis of effect of structure of public employee productivity". Psihologia. Revista științifico-practică = Psychology. Scientific-practical journal 39, nr 2 (grudzień 2021): 82–88. http://dx.doi.org/10.46728/pspj.2021.v39.i2.p82-88.
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The most current problem of our time is the daily stress that people experience. Stress occurs at home, in the street, at work, and in many other situations. Our study is focused on the study of stress at the workplace of employees. Employees spend most of their time at work, where they face stressful situations. Although people work for a variety of reasons, the most important goal is to earn a living and a better quality of life. People who work for individuals and organizations are subject to fatigue. Employees contribute to the development of the organization, in order to have more success and income. Therefore, they need to work qualitatively and productively for both, the organization and themselves. Due to the intensity of work, stress inevitably occurs due to employee fatigue.
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Bhatt, Khushboo Deepakkumar, i Reshma Gunaji Sable. "Building an Emotionally Intelligent Organization in the World of it: A Conceptual Framework". International Journal of Professional Business Review 8, nr 8 (21.08.2023): e02961. http://dx.doi.org/10.26668/businessreview/2023.v8i8.2961.
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Purpose: To provide importance of Human Skills how does it help to build and Emotionally Intelligent organization by considering various components of emotional intelligence and learning organization. Theoretical framework: Based on review of literature is has been observed that there is a pressing need of being an emotionally intelligent organization by having emotionally intelligent employees and practicing learning organization in the current technology era. Emotional intelligence is a valuable resource that can renew and re-ignite organizational purpose and inspire people to perform better. As clients will attest, the emotionally intelligent organization is in tune with its needs (Oosten, Boyatzis et al., 2003). Design/methodology/approach: This study employs a qualitative approach to explore the methods of constructing an Emotionally Intelligent Organization. Through an extensive review of literature, the researchers have identified multiple variables relevant to this pursuit. Ultimately, the paper proposes a conceptual model that organizations can adopt to enhance their emotional intelligence. Findings: Embracing emotionally intelligent organizations in the era of information technology offers significant benefits by promoting a humane approach in the workplace. Originality/value: The value of the study reveals that, fulfilment is regularly tied to its capability to attract, retain, and recognize talented and effective employees.
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Bestri, Rafika, Ummi Kalsum i Nurhizrah Gistituati. "Work Commitment and Organizational Culture". Bisma The Journal of Counseling 6, nr 2 (19.09.2022): 207–11. http://dx.doi.org/10.23887/bisma.v6i2.48102.
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Humans are resources that are assets in the organization. Humans have roles and functions that cannot be replaced by other resources even in technological improvements in science. Humans are an important factor in the development and progress of an organization. Because only humans have the ability to think critically (critical thinking), communicate (communication), collaborate (collaboration) and be creative (creativity). These human capabilities are needed by the organization in analyzing positions, analyzing organizational needs, managing existing resources (Man, Money and Material), making plans and other functions. In addition to this, organizations also need people who are dedicated, have good performance and are able to bind themselves to the vision and mission of the organization for the achievement of the goals of the organization. Therefore, in realizing a quality organization, people who are also qualified and have a high work commitment are needed. The purpose of this study was to find out how the competence and commitment to work in the organization at the Regional VIII Education Office Branch Office, Mentawai Islands Regency. This research is a qualitative research in the form of a case study. Data collection in this study was carried out using participatory observation techniques, interviews and documentation. The data is processed by using source triangulation technique. The findings of this study state 1) Low work commitment due to low competence. 2) Work commitment results in low performance. 3) Low work commitment causes the organizational culture to become less good.
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Baxranova, Zubayda S. "CORPORATE CULTURE IN THE PROFESSIONAL TRAINING, PROFESSIONAL DEVELOPMENT AND RETRAINING OF TEACHERS". Oriental Journal of Education 02, nr 01 (1.03.2022): 97–104. http://dx.doi.org/10.37547/supsci-oje-02-01-15.
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In Uzbekistan, special attention is paid to quality control of higher education, training and qualification of managers and teachers. The sociality of each individual character, of course, is characterized by the desire and need to bear the burden of the cultural postulates of corporate communication that underlie the organization of the organization's activities. Reliable, competent leadership, corporate party culture can turn a public organization into a stable system of self-government through the mood of people, whose activities especially effectively set in motion all the systems of the organization itself. Conditions of learning in the education system, a constant influence on oneself.
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Górska, Ewa. "Environmental Conditions of the Work Organization for the Disabled People". Proceedings of the Human Factors and Ergonomics Society Annual Meeting 44, nr 8 (lipiec 2000): 70. http://dx.doi.org/10.1177/154193120004400822.
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A disabled person in a company is affected by a number of various environmental conditions. Among these the most important are such as organizational, technical, social, economic and, finally, legal working conditions. The standard and quality of the just mentioned conditions determine significantly the way in which a disabled person performs the assigned tasks and duties in the company and it also helps to create the individual sense of self-fulfillment and work satisfaction. What is more, at the same time the level of environmental conditions influences directly work efficiency and profits of the company. It must be clearly stated that working conditions do not appear immediately and spontaneously - they need careful planning and modern organization. This research paper presents the environmental conditions and discusses a model design of the work organization for the disabled people.
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Bakharev, Vladimir V., Gleb Yu Mityashin, Elena V. Stelmashonok, Vitaly L. Stelmashonok i Grigory G. Chargasiya. "TRENDS OF EVOLUTION OF FOOD SECURITY: DIGITAL TRANSFORMATION, SOCIAL ENTREPRENEURSHIP AND HUMAN DIGNITY". Siberian Journal of Life Sciences and Agriculture 15, nr 2 (30.04.2023): 363–91. http://dx.doi.org/10.12731/2658-6649-2023-15-2-363-391.
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This paper examines innovations in the field of ensuring food security for those in need. It is noted that in the modern world, in addition to traditional food supply models (that is, those that set themselves the only goal – to help those in need) innovative methods are emerging (which pursue several goals, one of which is to help those in need). In more detail, this paper discusses innovative methods, to which the authors refer the possibility of creating a public retail network with fixed prices, conducting a markdown procedure, getting food in commercial enterprises for free, obtaining a comprehensive restaurant service at a significantly lower price and self-organization of people in a digital environment. The paper presents a detailed analysis of each of the above methods. The main conclusion of the study is the need to segment the needy depending on their specific needs. The authors propose to distinguish the following groups of people in need: those in need of basic food, those in need of additional food, those in need of socially acceptable practices for obtaining food, the well-off. For each of the selected groups, innovative methods of providing food are proposed, depending on the specifics of the needs of the people in each group. It is noted that considering individual needs while ensuring food security leads to an increase in the quality of life of the population.
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Paranhos, William Roslindo, Inara Antunes Vieira Willerding i Édis Mafra Lapolli. "SCHOOL AS A HEALTHY ORGANIZATION:". International Journal for Innovation Education and Research 9, nr 9 (1.09.2021): 178–87. http://dx.doi.org/10.31686/ijier.vol9.iss9.3327.
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With the acceleration of processes, required by the knowledge society, educational institutions have noticed the need to rethink their educational management models, so that the health, well-being and integrity of the people who make up these spaces are perceived and valued. In this scenario, Human Management emerges as a possibility in order to contribute to such restructuring, enhancing educational institutions so they are understood as Healthy Organizations. This article aims to identify, in the literature, the contributions of human management to the development of healthy practices in the context of educational management. In the end, the need that educational institutions have to reconfigure their management processes becomes evident, providing them with a systemic and integral perspective. The study also presents the Conceptual Model for the Development of Healthy Organizations - MoDOS - in order to equip educational managers with a view of such process.
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Saputra, Chandra, i Stefanus Rumangkit. "Komitmen Organisasional : Peran Budaya Organisasional dan Kepemimpinan Transformasional (Studi Pada Karyawan PT Bukit Asam Tbk. Pelabuhan Tarahan Bandar Lampung". Entrepreneurship Bisnis Manajemen Akuntansi (E-BISMA) 2, nr 1 (15.06.2021): 40–50. http://dx.doi.org/10.37631/e-bisma.v2i1.373.
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The purpose of this study was determine the effect of Organizational Culture, Transformational Leadership on the employee Commitment Organizational. The research method used in this study is a quantitative method through a survey with a population of 246 people with 114 samples. Human resource need to be managed properly so that the commitment of member organizations is high so that the level of human resource turnover will be low. Organizational commitment needs to be increased by providing support to members so that they have a perception that the organization has valued its contribution, leaders who are able to provide direction and motivation to members to do something better than they expected, and within the organization there must also be organizational cultures can be accepted by all members so that they can maintain members to remain highly committed to supporting the achievement of the goals of the organization.
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Adil, Malikul. "Pendekatan management conflict untuk perubahan dan pengembangan organisasi". MATRIK (Jurnal Manajemen dan Teknik) 7, nr 1 (29.06.2018): 56. http://dx.doi.org/10.30587/matrik.v7i1.366.
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Every manager these days face multifarious kinds of conflict problem, in their organization, In general people of opinion that that conflict always generate negative impact. Though, certain in a condition exactly conflict need for the take of change and development of organization. Beside conflict, every manager face also the problem of change that happened or which need initiation in theirorganization, so that the organization ever can accomodate with their environment, which by taking place time and also take to change. Development Problem also represent one of problem which must be solved by manager, because not only organizations have to be developed, but also human being in the organization require to also involve in development of organization, in order to effort face rival and environmental demand. Conflict - change - and development its intention of development of organization or development of organization in its word meaning other interconnected one another. Despitefully factors obliging the existence of change and also development of organization, also known and comprehended by contemporary manager, because development and also change represent a cycle 0f inheren of organization. Studying change conflict management - development, obliging us to also to comprehend psychological aspects, and aspects of sosiologis, beside economic aspects related to him.
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Swarnalatha, C., i T. S. Prasanna. "A Study on Employee Motivation in Health Care Industry in a Private Multi-Speciality Organization". Asian Journal of Managerial Science 1, nr 2 (5.11.2012): 26–32. http://dx.doi.org/10.51983/ajms-2012.1.2.1106.
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Abraham Lincoln, until past forty, was a failure in almost all activities he undertook. When asked about the change,he said, “My father taught me to work but did not teach me to love my work. I hit that accidentally, when I was forty.” People differ not only in their ability to do but also in their “love to do”. This “love or will to do” (called Motivation) depends upon the strength of their motives. Motivation is an internal driving force which results in persistent behavior directed towards a particular goal. Thus people who are motivated are driven by a desire to achieve the goal that they perceive as having value to them. Motives are the expressed needs and could be conscious or subconscious. They are always directed towards goals. These motives drive people to act. Needs are more basic than wants. For example, putting on clothes is a need, whereas putting on a Louis Philippe shirt is a want. A need may lead to different wants for different people. This differentiation comes from the influence of environment in which one lives. For achieving what a person wants, he will think about what alternative actions will be required to be taken by him. He will then evaluate these possible actions, and then select the one with the least cost (effort). Employees will be motivated to carry out the assigned task to the extent, if doing so satisfies their personal needs. Work is, thus, viewed only as an effort to satisfy needs and expectations. Motivation is not a personal trait, but a result of the interaction between the individual and the situation. It may be defined as the willingness to exert high level of efforts towards organizational goals, conditioned by the effort’s ability to satisfy some individual need. The efforts should not only be of high intensity, but must also be channelized in such a way that organizational goals are accomplished and the personal needs are satisfied.
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Luhn, André. "The Learning Organization". Creative and Knowledge Society 6, nr 1 (1.01.2016): 1–13. http://dx.doi.org/10.1515/cks-2016-0005.
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AbstractWhy do organizations need to learn? This question will be discussed in this article, as well as the definition and characteristics of learning organizations. The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations. The final chapter will get an outlook that future learning processes within networks will have a stronger role, since it allows a better understanding between intraorganizational and interorganizational learning processes. Purpose of the article: This article will lead you within the topic of learning organizations. It will set a first input to different approaches how a learning organization can be defined and get established.Through this the reader will get an impression that a common vision is very important for these approches. So this article will set a first trigger for the interested reader for learning organisazations. Methodology/methods: Literature study for creation of new knowledge due to scientific work.Scientific aim: The reader will get a comprehensive description of a learning organization based on Peter M. Senge “The fifth discipline” to understand how a learning organization differs from traditional organizations due to literatur study. The article will show that there is still a lot of research potential to create a role model concept for the implementation of a learning organizsation. Findings: Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. Furher more a common vision is very important to establish a learning organization. Conclusions (limits, implications etc): Core issue lies in questioning how learning processes of individuals and within organizations are working. The various concepts for “learning organization” describing organizational learning, to constantly expand the learning ability of organizations and, consequently, the skills to solve problems from individuals and organizations itself. Here the integrative approaches e.g. the fifth discipline try to close the research gap and clarify the phenomenon of organizational learning. (cf. Liebsch 2011:124). Due to the inconsistent research results further multifaceted approaches remain to gather further research results. As more people will be employed in organizations, communication will become a more important component within a learning organization. (cf. Unger 2002: 38). Different approaches showed the importance of communication within learning organizations as a fundamental component of those. Following the results of these concepts, it is important to promote collective learning processes so that organizational learning can occur. (cf. Unger 2002: 39). In future learning within networks will get a more and more important role, as it allows to forster the understanding between intraorganisational and interorganizational learning processes. (cf. Liebsch 2011: 124).
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BORYSOVA, Tetiana, Rostyslav OKREPKYI i Volodymyr DUDAR. "SE OF MARKETING RESEARCH TOOLS IN IDENTIFYING THE NEEDS OF PEOPLE WITH LIMITED OPPORTUNITIES". Herald of Khmelnytskyi National University. Economic sciences 314, nr 1 (30.03.2023): 154–59. http://dx.doi.org/10.31891/2307-5740-2023-314-1-23.
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The results of the research carried out by the authors in the course of the project initiated by the public organization «TSWC “Revival of the Nation”» are presented. The analysis of scientific works revealed a lack of research on the current state of needs of people with disabilities at the regional level. The purpose of the article was to identify the needs of consumers of the non-commercial market (women and girls – with limited mobility) in the Ternopil region and to develop recommendations based on the results of the study. The following methods were used: analysis of secondary information; survey using a questionnaire; observation; statistical method; method of comparative analysis; synthesis; generalization; grouping. The following was found: Most often, survey participants turned to institutions/organizations during the last 3 years to issue/reissue pensions for them or their relatives, including on disability, state social assistance to low-income families, assistance from international funds; Among the problems faced by the respondents, the majority of respondents indicated the possibility of using the toilet in the institution, queues, difficulty finding the premises and difficulty moving through the corridors; Every tenth respondent encountered cases of refusal to provide services at the local authority, which were justified by the fact that the local authority does not provide the necessary services to the visitor; Half of the respondents believe that equal access to timely and high-quality medical care is ensured for all persons with disabilities in their community; Accessible transport and expanding the number of services for people with disabilities were among the directions for improving accessibility to services for women/girls with disabilities. The need to intensify the implementation of state documents regarding ensuring the availability of services for persons with special needs at the regional level has been established.
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Lyulka, Y. P., O. O. Dukelsky, O. P. Maksimenko i M. A. Kuznetsova. "About the need of organization of clinical examination of young people with small developmental heart abnormalities." Medicni perspektivi (Medical perspectives) 19, nr 1 (24.03.2014): 142–47. http://dx.doi.org/10.26641/2307-0404.2014.1.24733.
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Wenny Desty Febrian, Anggia Rettrisunz Pim Panjaitan, Kamsariaty, Josua Panatap Soehaditama i Supardi. "Human Capital Strategic: Organization Commitment, Training Need Analysis, Development People, Individual Development Plan, and Performance Appraisal". International Journal of Integrative Sciences 2, nr 4 (1.05.2023): 455–68. http://dx.doi.org/10.55927/ijis.v2i4.3636.
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The purpose of this manuscript is to search the literature to support the variables of this manuscript and to provide results for consideration in future studies as a research gap or alongside other research items this study is to see the effectiveness of the human capital management department, where in general human capital will have several approaches to maintaining its assets, namely the human resources working in the company. The novelty of this mini literature review is the existence of a research model framework that has never existed or was formed before. In this article, a literature review of several international articles that are relevant to the variable being studied is carried out. The results show that there are several variables that are significant the implications of this article must be carried out in-depth such as through interviews with informants to confirm the literature review
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Mindlin, Yury, Gleb Mityashin i Evgeny Tikhomirov. "Innovative forms of organization of food provision for low-income and no-income people". IOP Conference Series: Earth and Environmental Science 949, nr 1 (1.01.2022): 012125. http://dx.doi.org/10.1088/1755-1315/949/1/012125.
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Abstract In this paper, the issue of food security for indigent is considered. The authors note the need to move from traditional methods to innovative ones. By innovative methods, the authors understand methods that are aimed at several problems, one of which is the organization of access to food for people in need. Free food from commercial enterprises and foodsharing are considered as innovative forms. The paper performs a stakeholder analysis of the listed forms of providing food to indigent and formulates recommendations for optimizing each of them.
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Nikolai Platoshkin. "THE PEOPLE NEED PEACE AND BREAD". Current Digest of the Russian Press, The 75, nr 032 (13.08.2023): 5–6. http://dx.doi.org/10.21557/dsp.87748489.
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Harris, Gemma. "World Health Organization launches new app to improve care for ageing population". British Journal of Healthcare Management 26, nr 1 (2.01.2020): 48–49. http://dx.doi.org/10.12968/bjhc.2019.0115.
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With the number of people aged over 60 years rising rapidly, technological developments which can reduce the need for healthcare interventions among older people are a welcome sight. In this article, Gemma Harris discusses the new NHS-approved apps designed to facilitate self-care among the ageing population.
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Đorđević, Branislav. "A process for assessing organization". Journal of Process Management. New Technologies 9, nr 1 (2021): 30–44. http://dx.doi.org/10.5937/jouproman9-29887.
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The process of conducting an evaluation of organization design and performance remains a form of art or craft which each researcher or analyst is forced to learn by apprenticeship or reinvent by trial and error. Most research methodology texts assume that the researcher is the sole decision maker and user of the results of a studying question. In practice, assessments of complex organizations occur in contexts where the interests and value judgments of many stakeholders need to be taken into account. As a result, people who are commissioned to conduct an organization assessment are confronted with three problems that are largely ignored by organization theorists and research methodologists. (1) Who should decide what measures should be used as the criteria for evaluating an organization? (2) Whose conceptual model or framework should be used to guide the assessment? (3) How can facilitate learning and use of results within the organization being assessed? This chapter delves into these problems by attempting to (1) clarify some of the conceptual confusion on goals, values, and facts regarding measures of organizational effectiveness. (2) suggest a process model that may be useful for designing and conducting studies to assess organization design and performance, and (3) report our learning experiences in using the process model to guide two longitudinal assessments of organizations.
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Ponomareva, Ludmila I., Olga V. Krezhevskikh, Irina V. Kolmogorova i Natalya V. Skorobogatova. "Preparation of teachers for the organization of early career guidance in a preschool educational organization". Perspectives of Science and Education 62, nr 2 (1.05.2023): 677–92. http://dx.doi.org/10.32744/pse.2023.2.40.
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The problem and the goal. Early career guidance should begin with preschool age due to the special role of this period for the formation of the foundations of the child's worldview, but its implementation depends on many conditions, a significant role belongs to the readiness of teachers for this activity. The purpose of this article is to study the readiness of teachers to organize early career guidance in a preschool educational organization. Methods. The main method of research was a questionnaire containing questions that determine the understanding by educators of the essence of the problem of early career guidance and the need for its implementation in preschool educational organizations. 78 educators from kindergartens No. 9 "Rosinka" (40 people) and No. 16 "Kolokolchik" (38 people) of the city of Shadrinsk, Kurgan region (Russian Federation) took part in the survey. Results. The majority of kindergarten teachers (71%) are aware of the importance and necessity of early career guidance for children (cognitive component), but only 61.54% of teachers are ready to implement this activity in preschool. Teachers need support from the preschool administration (25.64%), help from parents (23.08%), and their own motivation – 23.08%. 74.36% of educators pointed to the importance of a developing subject-spatial environment in the formation of ideas about the world of professions and adult work, slightly less emphasized the importance of including regular classes with children on early career guidance in the teacher's work plan (61.54%). Teachers also note that they would like to get acquainted with new programs and technologies for early career guidance" (51.28%) and take advanced training courses (33.33%). Conclusion. Teachers carry out some work on early career guidance for preschoolers, however, it is not systemic in nature, but is episodic, and this fact makes it ineffective. At the same time, educators need advanced training, which will allow them to solve professional tasks of organizing early career guidance in a preschool educational organization at a higher level. Keywords: career guidance, teacher training, components of teacher readiness
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Oberai, Himani, i Ila Mehrotra Anand. "Unconscious bias: thinking without thinking". Human Resource Management International Digest 26, nr 6 (13.08.2018): 14–17. http://dx.doi.org/10.1108/hrmid-05-2018-0102.
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Purpose Unconscious biases are often ignored in organizations; thus, it becomes more important to identify them so that we can build strong and competent organizations. In present dynamic and competitive business situations, you need to be well aware about those concerns of the organizations where these biases exist. Design/methodology/approach This paper identifies various types of unconscious biases prevailing at workplace. It also identifies different strategies which can be used to avoid them so that we can gain a competitive edge over others in market. Findings Unconscious biases are a fact of life; no one can deny them. Thus, it is important to identify them so that they can be eliminated, and our businesses can avoid their detrimental effects. Research limitations/implications Unconscious biases narrow down the pool of people in an organization and ultimately destabilize an organization’s base. Practical implications Unconscious biases narrow down the pool of people in the organization and ultimately destabilize an organization’s base. Originality/value This paper can help managers and executives to highlight the areas where these biases lie so that they can be removed easily.
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Machdum, Sari Viciawati. "Upaya Peneguhan Eksistensi Lembaga Amil Zakat Sebagai Salah Satu Bentuk Faith Based Organization di Indonesia". EMPATI: Jurnal Ilmu Kesejahteraan Sosial 2, nr 1 (9.06.2013): 17–34. http://dx.doi.org/10.15408/empati.v2i1.9753.
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Zakah in Indonesia has a great potential in contributing the improvement of life quality of people in need in Indonesia. With this such potential, many Amil Zakah Institutions (Lembaga Amil Zakat/LAZ) are founded in Indonesia as faith based organizations (FBO). The literatures mentioned that Faith Based Organization has already taken its own place in the world of Social Work and Social Welfare. This article discussed the LAZ existence as one of the FBO in Indonesia. Utilization of zakah from charity to empowerment--including economic empowerment—has been an evidence that LAZ evolved into a better direction. This certainly can negate the negative stigma that has been pinned to social services of the FBO. Keywords: faith based organization, human service organization, manajemen, lembaga amil zakat
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Yasith Chandula, Akila Kavinda, Thushal Shaminda, Sachintha Gunaratne, D.I. De Silva i Dulanji Cooray. "Food-For-All Web Application for Donation Management". International Journal of Engineering and Management Research 12, nr 5 (31.10.2022): 90–98. http://dx.doi.org/10.31033/ijemr.12.5.11.
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Food is a vital need for all human beings. But in the current society, many people cannot afford or fulfill their daily food requirements. Many people want to help people who are in hunger, but the problem is there isn’t a good and trustworthy platform to get information and connect the donator and the receiver that is available for Sri Lanka. The application's main purpose is to bring together individuals who have excess assets and liabilities and are eager to give back to the community to help those who are in need and willing to accept help and also provides a platform to post about those in need of food and other related things. Another advantage of this system is that it allows organizations to create funds within the system and raise funds for their charitable projects related to food insecurity and improving agriculture. The system always tries to avoid fake and fraudulent donations and requests by asking the approval of the admins. It also helps in improving the reliability and the trustworthiness of the users of the system. For an example organizations need to be verified by the admin to use the system. Also, each fundraiser program created by the registered organization will be reviewed by the admin before publish it in the system.
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Rainey, Hal G. "Organizations, Politics, and Public Purposes: Analyzing Public Organizations and Public Management". PS: Political Science & Politics 45, nr 01 (styczeń 2012): 9–16. http://dx.doi.org/10.1017/s1049096511001661.
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The title of this lecture refers to organizations, politics, and public purposes to emphasize developments in the analysis of public organizations and their management and the need for that analysis to include politics as an influence on those organizations. The Gaus Award recognizes contributions in the joint tradition of public administration and political science. Organizations serve as essential components of the administrative branch of government and of virtually all other aspects of human life and many other forms of life. Social scientists that I call “organization theorists” have developed theory and research about organizations and the people in them. This body of work provides concepts and insights useful for the analysis of the organizations in government, which I call “public organizations.” Organizations play crucial roles in the pursuit of values and goals shared by large aggregates of people. “Organizations, Politics, and Public Purposes: Analyzing Public Organizations and Public Management” refers to these shared values and goals as public purposes. Organizations are essential to public administration and we cannot effectively analyze organizations in public administration without concepts developed by political scientists; we need to draw on political science.
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Shevchuk, Dmytro. "Why need a revolution in school?" Filosofiya osvity. Philosophy of Education 19, nr 2 (23.12.2016): 275–83. http://dx.doi.org/10.31874/2309-1606-2016-19-2-275-283.
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The article presents a review of Ken Robinson’s book “School of the Future”. In this book, the author states that governments of modern states make a mistake. They orient on standardization, competition, and corporatization in education. We live in the dynamic, changing world which does not have a linear organization. To answer the challenges of the modern world, we need to re-think of the principles of learning. Ken Robinson insists that in order to understand how education should look like, we need to appeal to first principles. Instead of a standardized education Ken Robinson suggests implementation the “organic education”. Education, in his view, should be seen as a biological system and therefore people need to provide the appropriate conditions to ensure that they reached the success.
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Hidayah, Bashirotul, Asfa Nuril Kholidah i Khoirun Nikmah. "PENDAMPINGAN PERSONALITY DEVELOPMENT DAN KETERAMPILAN KOMUNIKASI ORGANISASI PADA SANTRI". ABDIMASY: Jurnal Pengabdian Kepada Masyarakat 1, nr 1 (1.06.2022): 56–63. http://dx.doi.org/10.52431/abdimasy.v1i1.977.
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ABSTRAK Keberadaan suatu organisasi sangat dipengaruhi oleh beberapa aspek diantaranya penyatuan visi dan misi serta tujuan yang sama dengan perwujudan eksistensi sekelompok orang tersebut terhadap masyarakat. Agar dapat mencapai tujuan itu, organisasi memerlukan sistem manajemen efektif yang akan menunjang jalannya organisasi secara terus-menerus dan tingkat efektivitas kerja juga perlu diperhatikan. Dalam pelaksanaan organisasi itu sendiri, terdapat beragam permasalahan yang terjadi mulai dari posisi terendah sampai ke tingkat decision maker itu sendiri. Permasalahan yang sering ditemui dalam organisasi adalah komunikasi yang tidak berjalan dengan baik. Komunikasi tidak terjalin baik secara vertikal maupun horizontal. diperlukan adanya pendampingan managerial untuk meningkatkan keterampilan komunikasi dalam organisasi. Kata kunci: Personality Development, Keterampilan Komunikasi, Pondok Pesantren Al Ikhlas Putri Bahrul Ulum ABSTRACT The existence of an organization is strongly influenced by several aspects including the unification of vision and mission as well as the same goals as the realization of the existence of a group of people in society. In order to achieve that goal, organizations need an effective management system that will support the organization's ongoing operations and the level of work effectiveness also needs to be considered. In the implementation of the organization itself, there are various problems that occur from the lowest position to the level of the decision maker itself. The problem that is often encountered in organizations is communication that does not go well. Communication is not established either vertically or horizontally. managerial assistance is needed to improve communication skills within the organization. Keywords: Personality Development, Communication Skills, Pondok Pesantren Al Ikhlas Putri Bahrul Ulum.