Статті в журналах з теми "Managerial organisation"
Щоб переглянути інші типи публікацій з цієї теми, перейдіть за посиланням: Managerial organisation.
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся з топ-50 статей у журналах для дослідження на тему "Managerial organisation".
Біля кожної праці в переліку літератури доступна кнопка «Додати до бібліографії». Скористайтеся нею – і ми автоматично оформимо бібліографічне посилання на обрану працю в потрібному вам стилі цитування: APA, MLA, «Гарвард», «Чикаго», «Ванкувер» тощо.
Також ви можете завантажити повний текст наукової публікації у форматі «.pdf» та прочитати онлайн анотацію до роботи, якщо відповідні параметри наявні в метаданих.
Переглядайте статті в журналах для різних дисциплін та оформлюйте правильно вашу бібліографію.
1
Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.
Повний текст джерелаАнотація:
This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.
2
Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.
Повний текст джерелаАнотація:
This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.
3
Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.
Повний текст джерелаАнотація:
Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.
4
Vale, José, Rafaela Miranda, Graça Azevedo, and Maria C. Tavares. "The Impact of Sustainable Intellectual Capital on Sustainable Performance: A Case Study." Sustainability 14, no. 8 (April 7, 2022): 4382. http://dx.doi.org/10.3390/su14084382.
Повний текст джерелаАнотація:
Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the effect of SIC on the economic, social, and environmental dimensions of sustainable organisational performance. Evidence suggests that the stakeholders were not familiar with the SIC concept and overemphasised the environmental dimension when referring to both sustainability and sustainable performance concepts. Furthermore, it was found that the organisation’s sustainable performance was affected by all its SIC components (human, structural, and relational). This study contributes to the development of two different but complementing areas of research: IC and sustainability. It also provides important managerial implications for industrial organisations concerned with their performance. Finally, generalisation for other situations should only be conducted in a theoretical fashion.
5
Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.
Повний текст джерелаАнотація:
PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.
6
David Rees, W., and Christine Porter. "The development of diagnostic skills by management coaching." International Coaching Psychology Review 8, no. 2 (September 2013): 80–88. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.80.
Повний текст джерелаАнотація:
In this paper the authors consider how psychological coaching can help those with managerial responsibility develop crucial managerial diagnostic skills. The paper refers to three organisational models that coaching psychologists could find helpful as they seek to help managers accurately diagnose the causes of organisational problems. These organisational models can be labelled as follows: (1) Systems approach; (2) Unitary and Pluralist Perspectives; and (3) Role Behaviours versus Personality Behaviours.The paper also explains how lack of effective diagnosis can lead those with managerial responsibilities to get involved in a range of activities better left to others. Given that organisations operate as systems (Millett, 1998) faulty diagnosis can arise because of a lack of understanding that problems which emerge in one function of an organisation may be caused by actions in other parts of an organisation. Managers need to anticipate the ‘knock-on’ effect that their decisions can have on other areas of organisational activity. Further causes of defective diagnosis explored include a failure of managers to distinguish between role and personality behaviour and the adoption by managers of a unitary as opposed to a pluralist frame of reference, leading to an inability to recognise conflicts of interest and deal with these in a constructive way. Practical advice is given on the development by coaching psychologists of managers’ diagnostic skills related to these models with reference to case studies.
7
Pronin, V. Yu. "Managerial problems of remote work in Russian organisations: a remote workers’ perspective." Vestnik Universiteta, no. 9 (October 30, 2022): 28–36. http://dx.doi.org/10.26425/1816-4277-2022-9-28-36.
Повний текст джерелаАнотація:
Remote work becomes an increasingly important way of organising labor, but its implementation requires significant changes both at the employees level and at the organisation level. Identification and response to key challenges organisations face when implementing remote work is now especially relevant given the significant expansion of remote working practices over the past two years. The article presents the findings from a sociological online survey conducted among Russian remote workers from various industries (N=402). The study shows that, in comparison with traditional models, remote work is estimated, in general, more positively, and is characterised by improvements in a number of characteristics important for management. The most problematic areas include: organisational and technical support for remote work, and problems related to social roles and social protection. The main factor contributing to the reduction of the severity of most problems is the accumulation of experience in working remotely. This indicates successful adaptation to the remote format both on the part of employees and on the part of the organisation.
8
Dunphy, Dexter. "Corporate Sustainability: Challenge to Managerial Orthodoxies." Journal of Management & Organization 9, no. 1 (January 2003): 2–11. http://dx.doi.org/10.1017/s1833367200004880.
Повний текст джерелаАнотація:
ABSTRACTThis paper addresses the issue of corporate sustainability. It examines why achieving sustainability is becoming an increasingly vital issue for society and organisations, defines sustainability and then outlines a set of phases through which organisations can move to achieve increasing levels of sustainability. Case studies are presented of organisations at various phases indicating the benefits, for the organisation and its stakeholders, which can be made at each phase. Finally the paper argues that there is a marked contrast between the two competing philosophies of neo-conservatism (economic rationalism) and the emerging philosophy of sustainability. Management schools have been strongly influenced by economic rationalism, which underpins the traditional orthodoxies presented in such schools. Sustainability represents an urgent challenge for management schools to rethink these traditional orthodoxies and give sustainability a central place in the curriculum.
9
Dunphy, Dexter. "Corporate Sustainability: Challenge to Managerial Orthodoxies." Journal of the Australian and New Zealand Academy of Management 9, no. 1 (January 2003): 2–11. http://dx.doi.org/10.5172/jmo.2003.9.1.2.
Повний текст джерелаАнотація:
ABSTRACTThis paper addresses the issue of corporate sustainability. It examines why achieving sustainability is becoming an increasingly vital issue for society and organisations, defines sustainability and then outlines a set of phases through which organisations can move to achieve increasing levels of sustainability. Case studies are presented of organisations at various phases indicating the benefits, for the organisation and its stakeholders, which can be made at each phase. Finally the paper argues that there is a marked contrast between the two competing philosophies of neo-conservatism (economic rationalism) and the emerging philosophy of sustainability. Management schools have been strongly influenced by economic rationalism, which underpins the traditional orthodoxies presented in such schools. Sustainability represents an urgent challenge for management schools to rethink these traditional orthodoxies and give sustainability a central place in the curriculum.
10
Negi, Pooja Singh, and R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (January 2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.
Повний текст джерелаАнотація:
Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation ( r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness.
11
Farndale, Elaine, Susanne E. Beijer, Marc J.P.M. Van Veldhoven, Clare Kelliher, and Veronica Hope-Hailey. "Work and organisation engagement: aligning research and practice." Journal of Organizational Effectiveness: People and Performance 1, no. 2 (May 27, 2014): 157–76. http://dx.doi.org/10.1108/joepp-03-2014-0015.
Повний текст джерелаАнотація:
Purpose – To date, work engagement has been the domain of academics whilst organisation engagement has been the focus of practice. The purpose of this paper is to address the growing divide by exploring the construct clarity and discriminant validity of work and organisation engagement simultaneously, providing insight into how these constructs relate empirically, as well as investigating the nomological network of each. Design/methodology/approach – Empirical data were collected through online surveys from 298 employees in two multinational companies. Respondents were primarily managerial and professional employees. The survey included measures of work and organisation engagement, as well as work outcomes and organisation performance. Findings – The findings indicate that work and organisation engagement are distinct constructs, and have differential relationships with important employee outcomes (commitment, organisational citizenship behaviour, initiative, active learning, job satisfaction), and organisational performance. Practical implications – The findings provide opportunities for practitioners to explore the potentially unique ways in which different types of engagement may add value to jobs and organisations. Originality/value – The study takes important steps in bridging the academic/practitioner divide: the paper clearly demonstrates how the two concepts of work and organisation engagement relate to and complement each other as useful constructs for research and practice.
12
Joshi, Marjo Susanna. "Holistic design of online degree programmes in higher education – a case study from Finland." International Journal of Educational Management 36, no. 1 (November 9, 2021): 32–48. http://dx.doi.org/10.1108/ijem-12-2020-0588.
Повний текст джерелаАнотація:
PurposeThe purpose of this paper is to present design principles for holistic design of online degree programmes (ODPs) in higher education (HE). The study adds to previous research on online programme design by examining how the digital competence and pedagogical strategy of a HE organisation can inform holistic ODP design.Design/methodology/approachThis paper presents a case study placed in the context of a Finnish applied HE organisation. Design-based research (DBR) process is used to create holistic design principles for new ODPs. Theoretical framework for the study is digitally competent organisation (Kampylis et al., 2015) and pedagogical strategy is innovation pedagogy (Kettunen et al., 2013).FindingsDesign principles for pedagogically informed holistic design of ODPs are presented as a three-tiered model comprising organisational, pedagogical and ODP layers. Each layer includes various principles for holistic design to integrate an organisation's pedagogical strategy in a digitally competent context to create quality ODPs.Research limitations/implicationsThe paper presents a case study from a HE organisation in Finland, but results are applicable to a wider global audience.Practical implicationsAs a contribution to practitioners, this paper presents a three-tiered holistic design of ODP in HE organisation, where the design principles are categorised in organisational, pedagogical and ODP design layers. In addition, suggestions to managers, instructional designers and educators are made for the holistic design of ODPs.Social implicationsBuilding the sense of community in ODPs and offering continuous support in pedagogy and technology are valuable for the well-being of the staff, students and the wider society.Originality/valueThe paper draws relationships between holistic design of ODPs, digital competence and pedagogical strategy. The paper provides managerial and operational viewpoints to managers, administrators and educators of HE organisations that plan to create new ODPs with a holistic focus on the educational organisation, its pedagogical strategy and digital competence. Recommendations for further development, possible applications and research of ODP education are made.
13
Benuyenah, Vic. "Theorising an organisational citizenship behaviour model for managerial decision-making: from history to contemporary application." Management Research Review 44, no. 8 (February 11, 2021): 1182–98. http://dx.doi.org/10.1108/mrr-07-2020-0422.
Повний текст джерелаАнотація:
Purpose This study aims to expand the theory of organisational citizenship behaviour (OCB) to include “exterior” behaviours. By advancing the work of Blake and Mouton (1964) and remapping the performance/OCB dimensions offered in the historical literature, a new holistic model of organisational performance is proposed. As a further step, a decision-making tool is proposed for managerial decision-making and to help predict employee performance. Design/methodology/approach The paper adopts a critical review and conceptual approach to explore historical OCB theories and task performance (TP) taxonomies. It then used Blake and Mouton’s managerial grid to construct a contemporary conceptual tool for managerial decision-making. Findings Despite the performance literature not lacking in quantity, a few of such research have led to a pragmatic managerial tool. The review reveals several confusions regarding the accurate classification of what actually constitutes OCB and what constitutes TP – this gap is filled by the introduction of the OCB model for managerial decision-making (OMMD). Research limitations/implications The current work expands our thinking on OCBs that can occur outside the organisation. These exterior behaviours can influence the organisation’s performance and must be managed just like any other performance metric. The OMMD, primarily based on OCB and TP, provides an initial framework for exploring different typologies of employees. Despite being based on several cogent performance literatures, the proposals have not been tested empirically. Practical implications Like the Blake and Mouton model, the new OMMD can be useful in estimating the proportions of employee OCBs and TP. Social implications Culture and social exchange theory can be seen as playing a role in separating TP from OCB. Originality/value This study extends the work of Bateman and Organ (1983) by suggesting that some work behaviours can occur outside the organisation. Besides, a decision-making proposal is offered based on the managerial grid framework (Blake and Mouton, 1964).
14
Mahmud, Saadia. "Developing managerial understanding of self-organisation." International Journal of Complexity in Leadership and Management 1, no. 2 (2011): 105. http://dx.doi.org/10.1504/ijclm.2011.040731.
Повний текст джерела
15
Sacks, Ruth. "Requisite organisation: A total system for effective managerial organisation and managerial leadership for the 21st century." Long Range Planning 30, no. 6 (December 1997): 950–52. http://dx.doi.org/10.1016/s0024-6301(97)80953-3.
Повний текст джерела
16
Liukinevičienė, Laima, and Jurgita Blažienė. "The Discourse of the Resilience of Hospitals in the Theoretical Context of the Organisation’s Concept of Resilience and Factors." Socialiniai tyrimai 45, no. 1 (February 20, 2022): 8–35. http://dx.doi.org/10.15388/soctyr.45.1.1.
Повний текст джерелаАнотація:
Recovery and resilience, the ability to operate under the conditions of uncertainty – these challenges are now becoming the key tasks for each organisation. The research of the organisation’s concept of resilience is primarily linked to ecological sciences, followed by studies in social sciences linked to vulnerability and resilience of social groups, communities, cities, and organizations as systems. The efforts of scientists to develop the analysis, measurement instruments of resilience, observable resilience indicators systems, indices, regional vulnerability maps, development of regional resilience policies, etc. are visible. Scientists indicate that resilience is a complex ability and process and can be defined differently, depending on the contexts, but all of them are united by the notion that it is a positive effect in preparing for or after challenges, that it must be encouraged (Lee et al., 2016). The organisation’s theoretical concept of resilience is not widely developed and there is a lack of information on how organisations become resilient.The research aims to define the concept of organisation’s resilience, its features and factors as well as to reveal the concept of the resilience of hospitals in the theoretical context of the resilience of the organisation. The following research methods were used: the analysis, generalization and systematization of the content of scientific literature, synthesis of ideas based on scientific analysis.The definition of the concept of organisation’s resilience is based on a previous empirical research conducted by Barasa et al. (2018) as well as on the latest scientific insights:
According to Jucevičius et al. (2017), resilience as the ability to regain strength after changes or errors is conceptually different from the concept of robustness, which describes systems that ignore environmental impacts. The resilience of an organization is the intrinsic ability of an organization to maintain and return to a dynamically stable state. It is the maintenance of resources in a sufficiently flexible form to allow them to be spontaneously adapted in the event of an unforeseen threat. Continuous harmonisation of the monitoring of small errors with improvisation provides employees with expert and wider competencies for more flexible adaptation.
The idea proposed by Gricevičius (2019) to link the resilience of the organization to the ability to survive and even thrive during a crisis supports the idea of Gečienė and Raišienė (2019, 2020) that the resilience of the organization should be understood more as a capacity and process than a result, and as adaptation rather than stability (Gečienė et al., 2020).
Insight into the fact that we are constantly strengthening the resilience of organisations by adapting to changes at three levels: the potential of the resources available in the system, participants in the internal communication system and variables, creative and flexible responses to the challenges (Holling and Gunderson, 2002, cited in Gečienė, 2020); that the resilience of the organisation must be perceived as a long-term goal (Litz, 2005, cited in Gečienė, 2020).
Beuran and Santos (2019) consider that three definitions are important in the organisation’s conceptualisation of resilience: resilience as an organisational characteristic; resilience as a result of the organisation’s activities; resilience as an identification of disorders that the organisation can tolerate.
The theoretical concept of organization’s resilience is developed by defining external and internal factors of resilience. The external factors of the resilience of public sector organisations include the following: 1) political factors that directly or indirectly influence organisations’ involvement in a greater focus on the organisation’s sustainable development, unforeseen challenges in the long term; 2) economic factors (e.g. availability of financial resources); 3) technological factors (e.g. availability of hardware and software; digital progress), social factors (e.g. decentralisation as management practice in the public sector, coordination of systems, greater awareness of resilience in society, etc.). Disseminating the experience of business organisations in adapting to challenges in the media has also become a social factor.According to scientific practice (Barasa et al. (2018); Gečienė (2020)), to analyse the passive and active resilience of the organisation, we have divided the internal factors of the organization’s resilience into two groups:
1. Passive or operational, adaptive resilience of the organisation. The factors are as follows: 1) prudent management of public (physical, economic, organisational, social, human) capital, assets held or entrusted with management; management of organisational change management, absorption, adaptability, reconstruction capacity is essential; 2) a balanced organisational routine and structure; 3) management and continuous improvement of internal information and communication systems; 4) management (managerial) practices; 5) organizational culture.2. Active or planned, strategic, otherwise capability-oriented resilience of the organization. The factors are as follows: 1) the organisation’s resilience planning, strategy; 2) the organisation’s external policy focused on strengthening resilience; 3) continuous involvement in the analysis, application, development of managerial innovations; 4) leadership and continuous improvement of the organisation’s resilience competencies.Hospitals are organisations whose management is subject to the same managerial principles as in budgetary institutions in general, and therefore the analyzed resilience features of organizations are also applicable to hospitals. Due to the specific purpose of organisations (human health is one of the most important values, health care is a constitutionally justified objective and public interest) and relevance during the 2020–2021 pandemic, there is an increase in the discourse of the scientific resilience of the health system, driven also by increased interaction between politicians, scientists and medical professionals. The resilience of the health system and individual health care institutions is becoming a priority objective of public policy, and the issue of resilience is linked not only to post-crisis recovery but also to the active prospect of resilience – to be prepared for future challenges. In addition to adaptive and planned resilience in the discourse of health system, science activates a discussion on the concept of everyday resilience, as hospitals have to deal with unforeseen challenges every day, the consequences of which can affect patients.
17
Oeij, Peter R. A., Gerben Hulsegge, Paul Preenen, Guy Somers, and Menno Vos. "Firm Strategies and Managerial Choices to Improve Employee Innovation Adoption in the Logistics Industry." Journal of Innovation Management 10, no. 1 (May 13, 2022): 76–98. http://dx.doi.org/10.24840/2183-0606_010.001_0005.
Повний текст джерелаАнотація:
This study analyses the mediating role of organisational mindfulness and employee involvement in the relationships between competition strategy and supportive leadership and employee innovation adoption. To investigate this, a unique sample of 116 managers or owners of Dutch logistics companies completed a survey on innovation within their companies and the adoption of innovation by their employees. Results show that a firm’s competition strategy that values quality and not only costs, and the presence of organisational mindfulness, a firm’s cultural characteristic that makes employees alert to solve issues and improve effective cooperation, is positively related to employee innovation adoption. Moreover, the presence of supportive leadership has both a direct relation with employee innovation adoption, and an indirect one, namely mediated by organisational mindfulness. From the perspective that organisations must better adopt innovations to deal with continuous change, this study emphasizes the need to take into account the impact of the organisational characteristics of competition strategy and supportive leadership, and the organisational cultural characteristic of organisational mindfulness, along with the space that every organisation should utilize to make their own future strategic choices.
18
Serfontein, Kobus, and Johan Hough. "Nature of the relationship between strategic leadership, operational strategy and organisational performance." South African Journal of Economic and Management Sciences 14, no. 4 (December 6, 2011): 393–406. http://dx.doi.org/10.4102/sajems.v14i4.21.
Повний текст джерелаАнотація:
Since the mid-1980s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article identifies some of the direct and indirect pathways in which strategic leadership influences the operational strategy and performance of business organisations in South Africa. This research pinpointed theoretical and substantively meaningful endogenous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.
19
Dogus, Yurdagul. "A qualitative research on organizational peace in schools." Cypriot Journal of Educational Sciences 14, no. 4 (December 31, 2019): 661–75. http://dx.doi.org/10.18844/cjes.v11i4.4486.
Повний текст джерелаАнотація:
The concept of organisational peace is a dynamic situation that can develop through open communication, whose main elements are justice, trust and goodwill, and affect the peace and happiness of individuals. Organisational peace consists of two dimensions such as ‘internal organisational peace’ and ‘external organisational peace’. ‘Internal organisational peace’, which is formed by relations and conditions within the organisation itself, is influenced by four factors such as individual, organisational, managerial and job characteristics. The ‘external organisational peace’, which is formed by the organisation's relations with others, stems from the direct–indirect, optional or obligatory interactions of the organisation. External organisational peace is influenced by five factors such as hierarchical relations, close environment, other organisations, society and global relations. This research is the first study that provides a conceptual framework for the concept of organisational peace and examines the concept of organisational peace empirically. The aim of this study is to determine the views of teachers in the ‘internal organisational peace’ dimension in schools. The research was carried out in the phenomenological design of qualitative research methods. The study group consisted of 10 teachers selected by the criterion sampling method. Teachers explain the concept of organisational peace with happiness, common goals, cooperation, justice, comfort, democratic values, harmony, respect and healthy communication. Factors that promote ‘internal organisational peace’ are positive personality, job satisfaction, fair practices, effective organisational communication, competencies of managers and good physical conditions of the job. Factors that prevent ‘internal organisational peace’ are negative personality, violent behaviour, unfair management, closed communication and bad physical conditions of the job.
Keywords: Organisational peace, school, Turkey.
20
Bogicevic-Milikic, Biljana, and Dragana Dosenovic. "Moderators of the relationship between intrinsic rewards and job satisfaction: The evidence from the Republic of Srpska." Sociologija 62, no. 3 (2020): 416–37. http://dx.doi.org/10.2298/soc2003416b.
Повний текст джерелаАнотація:
The paper investigates the relationship between intrinsic rewards and work-related attitude (job satisfaction) as well as possible moderators of this relationship, such as: age, gender, education level, position (managerial/nonmanagerial), length of total work experience, tenure in the organisation, type of organisation`s business activity, company size and ownership structure of the company. We used data collected via questionnaire filled-in by 738 employees working in 283 different companies in the Republic of Srpska. Results indicate that there is a strong positive correlation between intrinsic rewards and job satisfaction. Furthermore, the results revealed that, among selected individual and organisational factors, only 3 factors - education level, managerial/non-managerial position and ownership structure of the company moderate the relationship between intrinsic rewards and job satisfaction in the selected sample.
21
Kearns, Dan, Paul McCarthy, and Michael Sheehan. "Organisational Restructuring: Considerations for Workplace Rehabilitation Professionals." Australian Journal of Rehabilitation Counselling 3, no. 1 (1997): 21–29. http://dx.doi.org/10.1017/s1323892200001587.
Повний текст джерелаАнотація:
Organisational restructuring is a pervasive strategy employed by organisations in Australia in response to changes in market competition and/or policy directives. Such restructuring often involves staff redundancies and increased demands on the remaining employees. This paper identifies important issues for workplace rehabilitation programs in response to this phenomenon of organisational restructuring. The paper notes the impact of organisational restructuring on clients in workplace rehabilitation programs and the types of issues rehabilitation professionals are likely to face at this time. A particular focus is the aspect of managerial behaviour during the process of change and the paper reports from a range of studies on employee well-being, managerial bullying and coercion in the context of organisational restructuring. Considerations for the rehabilitation professional include the need to understand communication issues, identify those at risk, and maintain the natural supports during the change program. Suggestions are given for convenors of workplace rehabilitation programs to actively collaborate with the human resource function of the organisation and disability management is outlined as a useful example of such strategies.
22
Bácsné Bába, Éva. "The time, than the resource of the managerial activity." Acta Agraria Debreceniensis, no. 33 (June 5, 2009): 19–24. http://dx.doi.org/10.34101/actaagrar/33/2847.
Повний текст джерелаАнотація:
The role of the time factor in management is increasing. Change directs attention to the time factor from the point of view of the organisation, and management does the same from that ofthe person. I examined the time management practice of managers of organisations related to agribusiness, and the reaction time characterising the adaption ability of the organisations through a questionnaire survey. I analysed the collected data with scientifically established statistical methods.During studying resources I analysed the time factor from two aspects. On the one hand, I wanted to know what role time has in managers’ opinions in increasing company efficiency andperformance. On the other hand, I asked them how much they consider this resource to be expandable.
23
Channuntapipat, Charika. "Assurance for service organisations: contextualising accountability and trust." Managerial Auditing Journal 33, no. 4 (April 3, 2018): 340–59. http://dx.doi.org/10.1108/maj-06-2017-1588.
Повний текст джерелаАнотація:
Purpose A number of organisations outsource their information systems and information technology infrastructure to a type of organisation called a “service organisation”. In the current business environment, where cyber risks are increasing, it is important to have a mechanism to ensure the credibility of these service organisations. This paper, therefore, aims to understand the contextualisation of accountability and trust of related organisations through the use of assurance engagements. Design/methodology/approach This paper is conceptual in nature; however, textual data sources are used to support the theorisation of accountability and trust in the context of companies using service organisations. It uses publicly available assurance reports and related assurance standards for observing the accountability mechanism in practice, to understand the purpose of the assurance. Findings Assurance statements for service organisations mainly provide reputation-based, not contract-based, accountability. Limited access to the assurance reports and limited responsibility of service auditors potentially decrease the degree of this reputation-based accountability. The findings reveal a potential accountability paradox regarding the role of assurance practice, as to whether it serves as a managerial tool to build trust or as an accountability mechanism for stakeholders. Originality/value This paper extends the understanding of accountability and trust in the context of this unconventional form of organisational relationship. It urges more transparency in terms of the accessibility of assurance reports to provide information to wider stakeholders. The findings add to the latent literature on organisational trust and voluntary assurance practice.
24
Barta, Ágnes. "A vezetői elégedettség vizsgálata egy mezőgazdasági szervezetben." Acta Agraria Debreceniensis, no. 1 (March 27, 2002): 77–81. http://dx.doi.org/10.34101/actaagrar/1/3523.
Повний текст джерелаАнотація:
Human resource managers are able to plan and organise activities which influence their own and other peoples’ performance, and also make necessary corrections on the basis of those performances. Managerial skills, experience, type of abilities and competencies each play a definitive role in organisational decisions. On the other hand, the second determinative factor of managerial performance is the organisation in witch they work.The goal of my survey was to analyse contentment of different level managers at Szerencsi Agricultural Rt.
25
Duarte, F., and A. Fitzgerald. "Guiding Principles for a Reflexive Approach to Teaching Organisation Studies." Journal of University Teaching and Learning Practice 3, no. 1 (January 1, 2006): 19–28. http://dx.doi.org/10.53761/1.3.1.3.
Повний текст джерелаАнотація:
In this paper, we discuss a reflexive teaching approach, which may make the field of Organisation Studies more permeable to alternative views and thus more responsive to the complexities of processes unfolding in organisations in the context of a rapidly changing world. We contend that reflection on lived experience complements perspectives that focus on the managerial point of view with other perspectives constitutive of the totality of experience inside work organisations. The combination of reflexive teaching and Experience- Based Learning (EBL) creates an effective approach to develop in students the ability to critically reflect upon, and challenge dominant perspectives and practices in the field of Organisation Studies.
26
Volynskіy, Petro Borisovych, and Victor Nikolaevich Mikhailov. "ORGANISATION MANAGERIAL GROUNDS OF POLISH FIRE AND RESCUE SERVICE: EXPERIENCE FOR UKRAINE." SCIENTIFIC BULLETIN OF POLISSIA 2, no. 1(13) (2018): 41–46. http://dx.doi.org/10.25140/2410-9576-2018-2-1(13)-41-46.
Повний текст джерела
27
Nassar, Mohamed A., and Michel Zaitouni. "Perceived performance appraisal justice in Egyptian chain hotels." International Journal of Culture, Tourism and Hospitality Research 9, no. 3 (August 3, 2015): 329–45. http://dx.doi.org/10.1108/ijcthr-04-2015-0028.
Повний текст джерелаАнотація:
Purpose – This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt. Design/methodology/approach – Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor. Findings – Measures of organisational justice, perceived competence of supervisor and PSS were all positively related to one another. PSS partially mediated the relationship between organisational justice and perceived competence of supervisor. Research limitations/implications – Results indicate that employees who perceive their managers to be supportive and their organisations to be fair and just also believe that their supervisors are more competent. However, these results are only a cross-sectional snapshot, and future studies could examine how employee attitudes change over time and what factors contribute most to establishing perceptions of managerial competence and trust in the organisation. Practical implications – The findings suggest that organisations should develop policies that allow managers to foster supportive and transparent relationships with employees to establish confidence between employee and both manager and organisation. Originality/value – This study is the first of its kind to evaluate the mediating effects of PSS on organisational justice and perceived competence of supervisor in Egypt and in the hospitality industry.
28
Corduneanu, Roxana, and Laura Lebec. "People in suits: a case study of empowerment and control in a non-profit UK organisation." Journal of Public Budgeting, Accounting & Financial Management 32, no. 3 (July 2, 2020): 511–28. http://dx.doi.org/10.1108/jpbafm-06-2019-0098.
Повний текст джерелаАнотація:
PurposeDrawing on Simons's levers of control (LoC) framework, the primary aim of this study is to advance an understanding of the balance between empowerment and constraint in a non-profit UK organisation. In particular, this study examines the antecedents and manifestations of LoC (im)balance, in relation to employees' level of engagement with the control systems in place.Design/methodology/approachFor this study, 27 semi-structured interviews were conducted with different organisational members, from directors to non-managerial staff, to gain an in-depth appreciation of the main differences between managerial intentions in the design of management control systems (MCS) and employee perceptions regarding the role of such systems.FindingsThis research reveals that suppression of interactive systems and internal inconsistencies between different types of controls hinder the balance between empowerment and constraint. This imbalance is then found to have important consequences for employee buy-in, in some cases, defeating the purposes of control.Research limitations/implicationsThis study enhances our understanding of the gap between the design of control systems and the employee perceptions of it in an unusual organisational setting (non-profit and bringing together clinical and non-clinical staff and operations).Originality/valueThe study of MCS and its role in organisations has long been the focus of both academic and practitioner research. Yet, while extant literature focused on management's perspective on MCS, few studies have explored employees' attitudes and behaviours that accompany the implementation of control. What is more, little is known about the specific uses and behavioural outcomes of MCS in the context of non-profit organisations. Drawing on Simons's LoC framework, this paper addresses these gaps in the literature and investigates the balance between control and empowerment of employees in a UK non-profit organisation with significant clinical remit.
29
Badjie, Gibriel, Armanu Thoyib, Djumilah Hadiwidjojo, and Ainur Rofiq. "THE SEARCH FOR NEW MEASURES IN ORGANISATIONAL COMMUNICATION: A SYSTEMATIC LITERATURE REVIEW." Humanities & Social Sciences Reviews 7, no. 1 (August 2, 2019): 469–77. http://dx.doi.org/10.18510/hssr.2019.7153.
Повний текст джерелаАнотація:
Purpose of the study: Communication is a central pillar in organisation, yet little genuine communication takes place in the organisation. The purpose of the paper is to craft communication model that promotes routine information availability and accessibility by simplifying the approach to organisational communication through the leadership level, functional level and operational level.
Methodology: The study applied systematic literature review (SLR) or systematic research synthesis (SRS) as the approach to gather data, analyse to address the research query. The study method embraces the definition of SLR by Rousseau et al. (2008). The conditions for literature search electronically was done through multiple journal sites. The gathered published material dated between 1961-2018.
Main Findings: The paper put forward three propositions to establish the argument for organisational communication. The findings show that there is no definitive agreement what constitute organisational communication as it is given many names like internal communication, employee communication, corporate communication etc. There is total lack of structural approach to organisational communication.
Applications of this study: The paper refocuses organisational communication towards a three-tier approach and challenges leadership to communicate in tandem with managerial roles as purported by Mintzberg in order to give prominence to organisational communication.
Novelty/Originality of this study: The paper introduces three new dimensions as measures of organisational communication with a new perspective on leadership communication, where Mintzberg’s managerial roles were used as reference for leadership communication responsibility which is missing in today’s organisation. The new measures of organisational communication are leadership level, functional and operational level.
30
Sønsthagen, Anne Grethe, and Øyvind Glosvik. "‘Learning by talking?’ – The role of local line leadership in organisational learning." Forskning og Forandring 3, no. 1 (August 28, 2020): 6–27. http://dx.doi.org/10.23865/fof.v3.2124.
Повний текст джерелаАнотація:
Organisational learning is the topic addressed in this qualitative comparative case study. The purpose is to investigate the role of local line leadership in professional development processes. Two kindergartens participating in the Norwegian national in-service programme Competence for Diversity were studied. A combination of inductive and deductive analyses led us to introduce two dimensions: leading contextual interplay, with proactive and reactive values, and practice development, with fragmented and integrated values. One of the kindergartens appeared to have organised the professional development process more productively than the other, and the findings point to a combination of integrating dialogues on practice, and proactive managers as possible keys to understanding kindergartens as learning organisations. The model seems to capture, to some extent, the holistic view of the learning organisation as a structured relationship between individual and collective learning. The managerial role as local line leader stands out as important for understanding learning in this type of organisation.
31
Vernon, Guy. "Comparative work organisation, managerial hierarchies and occupational classification." Employee Relations 25, no. 4 (August 2003): 389–404. http://dx.doi.org/10.1108/01425450310483398.
Повний текст джерела
32
Angus, Lawrence. "EDUCATIONAL ORGANISATION: Technical/Managerial and Participative/Professional Perspectives1." Discourse: Studies in the Cultural Politics of Education 14, no. 2 (April 1994): 30–44. http://dx.doi.org/10.1080/0159630930140203.
Повний текст джерела
33
Bezençon, Valéry, and Sam Blili. "Fair Trade Managerial Practices: Strategy, Organisation and Engagement." Journal of Business Ethics 90, no. 1 (January 31, 2009): 95–113. http://dx.doi.org/10.1007/s10551-009-0029-9.
Повний текст джерела
34
SAPSED, JONATHAN D. "HOW SHOULD "KNOWLEDGE BASES" BE ORGANISED IN MULTI-TECHNOLOGY CORPORATIONS?" International Journal of Innovation Management 09, no. 01 (March 2005): 75–102. http://dx.doi.org/10.1142/s1363919605001174.
Повний текст джерелаАнотація:
This paper addresses a key interest in Keith Pavitt's later work; the organisational arrangements for co-ordinating technological knowledge. It also concurs with Pavitt's insistence on the constraints on managerial agency and his nihilistic amusement at frustrated plans. The paper considers Pavitt's conceptualisation of knowledge bases as technical disciplines and argues that there is an inconspicuous sub-level of specialised knowledge base associated with tools, products, project experience and requirements that may hamper the intents of higher-level organisation design. Two contrasting case studies are analysed of organisations attempting to manage transitions that are aimed at improving co-ordination processes. The first has moved from organisation around functional disciplines to product-based, cross-functional teams, while the second has done the reverse. The paper reviews the effects of these opposing organizational solutions on the processes of knowledge integration within the firms, the effects on communities of practice and the ways in which the systems have developed and adapted in response to the reorganisations. The paper challenges some of the simplistic prescriptions offered in the literature and provides further fuel for the debates over organisation design and the knowledge integration task.
35
Serfontein, J. J., and Johan Hough. "Proposed model of the impact of strategic leadership on operational strategy and organisational performance of business organisations in South Africa." Corporate Ownership and Control 8, no. 3 (2011): 443–51. http://dx.doi.org/10.22495/cocv8i3c4p2.
Повний текст джерелаАнотація:
Since the mid-1980’s a growing body of leadership research has focused on strategic leadership, in contrast to managerial and visionary leadership. It focused on how top leadership makes decisions in the short term that guarantees the long-term viability of the organisation. The best performing organisations are consciously strategic in their leadership planning. These top leaders also have the ability to align human resources in an effective way directly to the business strategy. This article proposes a model towards the effective implementation of strategic leadership processes which can help business and organizational leaders with the successful implementation of high performance strategic leadership practices. This research also pinpointed theoretical and substantively meaningful endogeneous organisational capabilities that mediated this relationship and exogenous organisational factors that moderated this relationship.
36
Lamberti, Emilia, Francesca Michelino, Antonello Cammarano, and Mauro Caputo. "Open innovation scorecard: a managerial tool." Business Process Management Journal 23, no. 6 (November 6, 2017): 1216–44. http://dx.doi.org/10.1108/bpmj-10-2016-0207.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to devise a scorecard providing a suite of indicators that give innovation managers a value-oriented, fast but holistic view of open innovation (OI) adoption in their organisations. Design/methodology/approach The theoretical framework is built after a thorough review of OI literature. The managerial tool is developed from the theoretical framework, constructing indicators that can be easily generated by processing data within information systems of companies. Findings The scorecard provides a multi-dimensional conceptualisation of OI adoption in organisations, investigating environment, collaboration and importing/exporting mechanisms. Six indicators are defined: innovation funds, OI employees, collaboration costs, collaboration revenues, importing costs and exporting revenues. Research limitations/implications The devised tool enables the assessment of openness through objective and available data, systematically updated within the information systems of companies and, hence, easily exploitable by innovation managers. In order to meet such conditions, several aspects emerged from the literature review, although relevant, were left out. Practical implications Three dashboards can be derived by exploiting the information available in the scorecard. With the use of such tools innovation managers can both assess the open behaviours of their companies – identifying the trajectories to follow in order to improve performance – and benchmark different OI practices either inside or outside the organisation. Originality/value The scorecard allows innovation managers both to carry out a cost-benefit analysis, evaluating if their organisations are effectively and efficiently generating outputs from OI with the committed resources, and to identify a virtuous circle between the company’s commitment and reputation, joint development, and innovation market opportunities.
37
Rai, Alka. "Job crafting intervention: fostering individual job redesign for sustainable organisation." Industrial and Commercial Training 50, no. 4 (April 3, 2018): 200–208. http://dx.doi.org/10.1108/ict-11-2017-0089.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is threefold: first, to present an overview of job crating conceptualizations; second, to illustrate various job crafting interventions proposed by scholars to intrude and encourage job crafting behaviour among workforce; and next, based on findings from the literature, to underline the significance of job crafting interventions in predicting various positive individual and organisational outcomes. The reasons why job crafting interventions are essential in organisations are discussed at the end as managerial implication. Design/methodology/approach A general review of the job crafting literature has been performed to offer the precise knowledge on the concept job crafting as well as job crafting interventions along with its significance and managerial implications. Findings The job crafting is the most discussed bottom-up redesign approach and gaining popularity in the job design literature. The researchers and practitioners are acknowledging the importance of job crafting interventions and understanding the urgency of incorporating such interventions at organisation. Practical implications The formal job crafting intervention instituted at organisation (e.g. inclusion of job crafting training in company’s manuals) could be instrumental to build up the job crafting behaviour among workforce and may overall develop the context that cultivates job crafting. Originality/value A summarised portrayal job crafting as well as job crafting interventions has been provided in this review in order to create awareness of leaders and employees regarding the method through which they can adjust tasks to their own requirements to realise more delight, engagement, and meaning in the job.
38
Vigar-Ellis, Debbie, and John Bredican. "Smartphone Applications - Idea sourcing, and app development: Implications for firms." South African Journal of Economic and Management Sciences 17, no. 3 (May 29, 2014): 232–48. http://dx.doi.org/10.4102/sajems.v17i3.492.
Повний текст джерелаАнотація:
With the dramatic increase in smartphone usage and the consequent increase in applications (apps) for these smartphones, organisations are constantly looking for new apps to offer customers as well as employees. Information Systems (IS) departments of organisations have traditionally been tasked with the acquisition and/or development of such information technologies within organisations. This research aimed to determine from IS managers, the smartphone app usage in firms, the sources of app ideas and the locations for app development. It also investigated various aspects of the success or otherwise of the development process. Results indicate that while most ideas for apps currently come from IS and marketing departments within the organisation, and development of apps is also done mainly within the organisation , these development strategies are not necessarily the most effective. Managerial implications are discussed.
39
Chen, L., and Sherif Mohamed. "The strategic importance of tacit knowledge management activities in construction." Construction Innovation 10, no. 2 (April 20, 2010): 138–63. http://dx.doi.org/10.1108/14714171011037165.
Повний текст джерелаАнотація:
PurposeTacit knowledge is perceived as the most strategically important resource of the construction organisation, and the only renewable and sustainable base for its activities and competitiveness. Knowledge management (KM) activities that deal with tacit knowledge are essential in helping an organisation to achieve its long‐term organisational objectives. The purpose of this paper is to provide empirical evidence for the stronger strategic role of tacit KM in comparison to explicit KM.Design/methodology/approachA questionnaire survey was administered in 2005 to a sample of construction contractors operating in Hong Kong to elicit opinions on the internal business environment, intensity of KM activities as executed by targeted organisations, and contribution of these activities to business performance (BP). A total of 149 usable responses were received from 99 organisations representing about 38 per cent of the sampling frame. The statistical analyses helped to map the reported KM activities into two groups that, respectively, deal with tacit and explicit knowledge. The sensitivity to variations of organisational policies and strength of association with BP in relation to the two groups of KM activities were also compared empirically. A total of 15 interviews with the managerial and professional staff of leading contractors was undertaken to provide insightful narratives of KM implementations.FindingsThe effective implementation of organisational policies, such as encouraging innovations and strengthening strategic guidance for KM, would facilitate human interactions of tacit KM. Higher intensity of activities in managing tacit knowledge would ultimately help the organisations to achieve economic gain in the long run.Originality/valueThe stronger strategic role of tacit KM is empirically investigated and established within the context of construction organisations.
40
Hornyacsek, Júlia, and Rudolf Tóth. "Characteristics of the Management of Protection Organisations and the Process of Command and Control Activities Performed on Incidents Sites." Hadtudományi Szemle 13, no. 4 (2020): 135–50. http://dx.doi.org/10.32563/hsz.2020.4.11.
Повний текст джерелаАнотація:
The effectiveness of protection activities heavily depends on managerial work and the leadership skills of a commander. This is of great importance, because managerial failure here also can mean the loss of human lives and property. In the article, the authors examine what requirements and expectations can be formulated for the management of protection organisations. Based on the study of the management practices of specific disasters, the study determines the elements and process of the command activities performed in an incident site. The authors analyse what leadership skills and competencies a leader in a given organisation must possess to succeed in protection work.
41
Van Der Post, W. Z., T. J. De Coning, and E. V. D. M. Smit. "The relationship between organisational culture and financial performance: Some South African evidence." South African Journal of Business Management 29, no. 1 (March 31, 1998): 30–40. http://dx.doi.org/10.4102/sajbm.v29i1.768.
Повний текст джерелаАнотація:
Although statistical evidence seems to be lacking. it is at present widely acknowledged that organisational culture has the potential of having a significant effect on organisational performance. An analysis of sustained superior financial performance of certain American organisations has attributed their success to the culture that each of them had developed. It has been proposed that these organisations are characterised by a strong set of core managerial values that define the ways in which they conduct business. how they treat employees, customers, suppliers and others. Culture is to the organisation what personality is to the individual. It is a hidden but unifying force that provides meaning and direction and has been defined as the prevailing background fabric of prescriptions and proscriptions for behaviour, the system of beliefs and values and the technology and task of the organisation together with the accepted approaches to these. Recent studies have indicated that corporate culture has an impact on a firm's long-term financial performance: that corporate culture will probably be an even more important factor in determining the success or failure of firms in the next decade; that corporate cultures that inhibit long-term financial performance are not rare and that they develop easily. even in firms that are staffed by reasonable and intelligent people; and that corporate cultures, although difficult to change, can be made more performance enhancing. The purpose of this study, therefore, was to establish the statistical relationship between organisational culture and financial performance.
42
Sheaff, Rod, Joyce Halliday, John Øvretveit, Richard Byng, Mark Exworthy, Stephen Peckham, and Sheena Asthana. "Integration and continuity of primary care: polyclinics and alternatives – a patient-centred analysis of how organisation constrains care co-ordination." Health Services and Delivery Research 3, no. 35 (August 2015): 1–148. http://dx.doi.org/10.3310/hsdr03350.
Повний текст джерелаАнотація:
BackgroundAn ageing population, the increasing specialisation of clinical services and diverse health-care provider ownership make the co-ordination and continuity of complex care increasingly problematic. The way in which the provision of complex health care is co-ordinated produces – or fails to produce – six forms of continuity of care (cross-sectional, longitudinal, flexible, access, informational and relational). Care co-ordination is accomplished by a combination of activities by patients themselves; provider organisations; care networks co-ordinating the separate provider organisations; and overall health-system governance. This research examines how far organisational integration might promote care co-ordination at the clinical level.ObjectivesTo examine (1) what differences the organisational integration of primary care makes, compared with network governance, to horizontal and vertical co-ordination of care; (2) what difference provider ownership (corporate, partnership, public) makes; (3) how much scope either structure allows for managerial discretion and ‘performance’; (4) differences between networked and hierarchical governance regarding the continuity and integration of primary care; and (5) the implications of the above for managerial practice in primary care.MethodsMultiple-methods design combining (1) the assembly of an analytic framework by non-systematic review; (2) a framework analysis of patients’ experiences of the continuities of care; (3) a systematic comparison of organisational case studies made in the same study sites; (4) a cross-country comparison of care co-ordination mechanisms found in our NHS study sites with those in publicly owned and managed Swedish polyclinics; and (5) the analysis and synthesis of data using an ‘inside-out’ analytic strategy. Study sites included professional partnership, corporate and publicly owned and managed primary care providers, and different configurations of organisational integration or separation of community health services, mental health services, social services and acute inpatient care.ResultsStarting from data about patients’ experiences of the co-ordination or under-co-ordination of care, we identified five care co-ordination mechanisms present in both the integrated organisations and the care networks; four main obstacles to care co-ordination within the integrated organisations, of which two were also present in the care networks; seven main obstacles to care co-ordination that were specific to the care networks; and nine care co-ordination mechanisms present in the integrated organisations. Taking everything into consideration, integrated organisations appeared more favourable to producing continuities of care than did care networks. Network structures demonstrated more flexibility in adding services for small care groups temporarily, but the expansion of integrated organisations had advantages when adding new services on a longer term and a larger scale. Ownership differences affected the range of services to which patients had direct access; primary care doctors’ managerial responsibilities (relevant to care co-ordination because of their impact on general practitioner workload); and the scope for doctors to develop special interests. We found little difference between integrated organisations and care networks in terms of managerial discretion and performance.ConclusionsOn balance, an integrated organisation seems more likely to favour the development of care co-ordination and, therefore, continuities of care than a system of care networks. At least four different variants of ownership and management of organisationally integrated primary care providers are practicable in NHS-like settings. Future research is therefore required, above all to evaluate comparatively the different techniques for coordinating patient discharge across the triple interface between hospitals, general practices and community health services; and to discover what effects increasing the scale and scope of general practice activities will have on continuity of care.FundingThe National Institute for Health Research Health Services and Delivery Research programme.
43
Malhotra, Ashok. "Indianness and Organisation Development." NHRD Network Journal 13, no. 3 (July 2020): 282–95. http://dx.doi.org/10.1177/2631454120951880.
Повний текст джерелаАнотація:
Anglo-Saxon notions, when deployed in societies like those in India, often become a source of stress and tension, causing waste of human energy and potential. This article traces Indian civilisational predispositions and their uneasy relationship with the prevailing corporate imperatives, exploring these as problematics in the action world of organisations and also as opportunities that need managerial attention in such a context. The author acknowledges the nuances that stem from civilisational uniqueness and underpins it in Indian diversity of contexts and major discontinuities in its geopolitical history. Implications for the organisation development (OD) practitioner in Indian context follow from this unique analytical frame.
44
Mehta, Ahmed Muneeb, and Syed Ahmad Ali. "Dynamic managerial capabilities and sustainable market competencies: role of organisational climate." International Journal of Ethics and Systems 37, no. 2 (January 29, 2021): 245–62. http://dx.doi.org/10.1108/ijoes-07-2020-0121.
Повний текст джерелаАнотація:
Purpose Managerial capabilities are one of the primary resources in every organisation that have peculiar strategic objectives to fulfil. The purpose of this paper is an effort to dig out how managerial cognition, human capital and social capital as underpinnings of dynamic managerial capabilities (both separate and composite) affect sustainable strategic market creation (SMC) in nascent industries. Moreover, this study unfolds the role of dynamic managerial capabilities (sensing, seizing and reconfiguring) as a key mechanism through which these underpinnings lead to SMC. Design/methodology/approach For this purpose, a sample of 497 respondents was collected from top and middle-level managers of insurance companies in Pakistan. Structural equation modelling was used to test a set of direct, indirect and moderation hypotheses. Findings Findings revealed that DMC underpinnings have a direct positive impact on marketing and research and development competence dimensions of SMC. Results also confirmed significant mediation paths and substantial moderation of aforementioned organisational climate factors between dynamic managerial capabilities (DMC) and its underpinnings. Originality/value It offers a first examination of the possible moderation impact of innovation, flexibility and outward focus between DMC and its underpinnings as essential organisational climate factors.
45
de Waal, André, and Silvio de Bono. "Diagnosing Maltese Organisations Using the High Performance Organisation Framework." International Journal of Management and Applied Research 7, no. 4 (November 2, 2020): 395–410. http://dx.doi.org/10.18646/2056.74.20-029.
Повний текст джерелаАнотація:
Malta’s introduction into the EU increased the competition in the country considerably and local companies as well as foreign subsidiaries have been forced to keep up with international quality standards in operations and human resources, with mixed results. As a consequence, Maltese organisations have been looking for a holistic improvement technique. In this article we investigate whether the High Performance Organisation (HPO) Framework, a scientifically validated technique to evaluate the performance of an organisation and identify possible performance problems and improvement possibilities, is a useful technique to help Maltese organisations in this respect. The research was conducted as part of a 2-day managerial course in Malta on HPOs. Before the course started, the participants were asked to complete the internet-based HPO questionnaire on their own organisation. During the course, the HPO scores of Maltese organisations, consisting of the average of the participants’ scores, were reviewed and an in-depth analysis of the scores on the HPO factors and their characteristics was made. Attention areas were identified and draft recommendations were drawn up. The content of the HPO Action Plan was discussed and ways to approach an HPO transition in Maltese organisations were reviewed. Theoretically, the research contributes to the HPO literature as it is the first study using the HPO Framework in Malta. Practically, the research results provide Maltese managers with a technique to improve their organisations considerably and make them more competitive.
46
Kożuch, Barbara, Katarzyna Sienkiewicz-Małyjurek, and Lidia Luty. "Rational and Relational Bases of Public Managers’ New Profiles in the Context of Trust Research." Journal of Intercultural Management 7, no. 2 (June 1, 2015): 31–47. http://dx.doi.org/10.1515/joim-2015-0009.
Повний текст джерелаАнотація:
AbstractCompetencies are a set of distinctive resources and opportunities. They relate to specific capabilities of management and to performance of management methods. In the catalogue of existing managerial competencies, an increasingly important role is played by trust. The deep insight in this field of literature gives grounds for the inference that trust is rather a means to achieve public organisations’ goals, than being the end in itself. Therefore in this article we have assumed, that contemporary competencies, to a large degree, rely on trust which is rationally and relationally rooted.The main aim of this paper is to identify and evaluate components of trust with reference to the competences of public managers mirrored in their new profiles. To achieve the goal of the article, publications of the field of organisational studies and public management which aim to show the importance of creating trust within an organisation were reviewed to identify main managerial competences analysed in the context of public trust as an important factor of improving public organisations. Moreover, the results of a survey with 93 respondents carried out in 2014 in 8 units of local public administration from the Malopolska Region were used. As a result the main components of trust in new public managers’ profiles have been identified and assessed.
47
Gisch, Celina, Bernhard Hirsch, and David Lindermüller. "Reporting practices in situations of conflicting institutional logics: the case of a German federal authority." Journal of Accounting & Organizational Change 17, no. 4 (May 5, 2021): 494–518. http://dx.doi.org/10.1108/jaoc-02-2020-0020.
Повний текст джерелаАнотація:
Purpose This study aims to understand how reporting practices act as drivers of change in situations of conflicting institutional logics in a public sector organisation. Design/methodology/approach The findings are based on a case study of a German federal authority, where management accounting reports were introduced as part of a “new” managerial logic of control. Findings In the case organisation, management accounting reports were intended to change the behaviour of executives but were still guided by an “old” logic of justification. Nevertheless, over time, the addressees of the reports used the reports and reconciled different logics. This documents a process from decoupling to compromising and, finally, reconciling different institutional logics. Originality/value By examining the practices of management accounting reporting, this study elaborates the tensions placed on individuals by conflicting institutional logics and provides insights into how organisational practices are used to handle and reconcile conflicting logics in a public sector organisation. Therefore, this paper contributes to the discussion on how organisational practices act as drivers of organisational change.
48
Chernoivanova, Hanna S. "Организация инновационного труда и инновационного процесса на современном европейском предприятии". Przegląd Europejski, № 2-2022 (30 липня 2022): 25–38. http://dx.doi.org/10.31338/1641-2478pe.2.22.2.
Повний текст джерелаАнотація:
The innovative work of managerial specialists includes the organisation of the labour resilience of workers. The aim of this article is theoretical substantiation of the approach to the organisation of the innovative labour and innovation process at the modern European enterprise. Methods used in this research: morphological analysis, comparative analysis of literature sources, logical generalisation, analysis and synthesis. New interpretation of the essence of the category "organisation of the innovative labour of managerial specialists" is proposed in this article. The classification of stages and steps of the innovative labour and innovation process has been improved in presented research. The approach to the organisation of the innovative labour and innovation process at the enterprise in modern conditions has been substantiated, in particular, the content of individual stages of the innovation process. The sequence of choosing a model for organising the innovation process is determined. It has been substantiated that under the influence of high uncertainty of the environment, it is necessary to use linear form and linear feedback form of the organisation of the innovation process.
49
Lozano, Rodrigo, and María Barreiro-Gen. "Disrupting the brave new world: COVID-19 effects on organisations' sustainability efforts." Journal of Organizational Change Management 34, no. 3 (March 15, 2021): 613–28. http://dx.doi.org/10.1108/jocm-09-2020-0276.
Повний текст джерелаАнотація:
PurposeOrganisations have been working towards becoming more sustainable; where their efforts have been mainly on a steady state focussing on internal proactive changes. The purpose of this paper is to analyse how external events, e.g. COVID-19, affect organisations and their sustainability efforts.Design/methodology/approachA survey was sent to a database of 11,657 contacts, with a response rate of 5.60% obtained. The results were analysed using descriptive statistics, ranking and a ratio analysis comparing different types of organisations (corporations, higher education institutions, civil society and public sector organisations).FindingsCOVID-19 changed the organisation drivers for and barriers to sustainability perspective towards external stimuli, rather than internal factors. COVID-19 also affected the system elements negatively, with the exception of organisational systems. The results also show that the system elements are affected by an external event or crisis and are dependent on the type of organisation.Originality/valueThis paper proposes the “Organisational sustainability transition forced by exogenous events” framework to help organisations better understand and be prepared for unexpected external events. Organisations should learn from the experiences in dealing with COVID-19 and adopt a more humanistic approach to their sustainability efforts, rather than traditional approaches based on solipsism and techno-managerial centrism.
50
Jite, Akhigbemidu Julie, Nwuche Christine A, and Akhigbe Omoankhanlen Joseph. "Corporate Governance and Organisational Performance in Nigerian Banking Industry." South Asian Research Journal of Business and Management 4, no. 2 (March 31, 2022): 52–63. http://dx.doi.org/10.36346/sarjbm.2022.v04i02.004.
Повний текст джерелаАнотація:
This study examined the relationship between corporate governance and organisational performance in commercial banks in Rivers State, Nigeria. Cross sectional research design was adopted in studying twenty two (22) of these institutions. Our respondents were managerial employees constituting the population of the study. From the field survey, we retrieved and analysed seventy nine (79) copies of questionnaire from the participants; Kendall’s tau_b correlation coefficient statistical tool was used to determine the relationship existing between the variables while the p-value obtained were used to test hypotheses developed for the study, partial correlation was adopted for the multivariate level analysis to ascertain the moderating effect of organisational culture on the relationship between the predictor and criterion variables. Findings revealed the existence of significant relationship between the dimensions of corporate governance namely; board ability and board reputation and the measures of organisational performance given as employee retention and customer retention and that organisational culture significantly moderates the relationship between the variables. It was then concluded that ability and reputation of board members of any given business organisation in our case – commercial banks greatly influence the performance of these institutions. This gave rise to our recommendations for the banks and other business organisations operating in this era of heightened competitiveness; that they should look critically into the ability and reputation credentials to ensure the board can deliver to the organisations that which is expected to keep the firm in a strategic position before her rivals, keep her competitive and sustainable; as any organisation that cannot meet up to these demands will be found wanting and may go extinct in the nearest future.