Добірка наукової літератури з теми "Managerial skills, change"
Оформте джерело за APA, MLA, Chicago, Harvard та іншими стилями
Ознайомтеся зі списками актуальних статей, книг, дисертацій, тез та інших наукових джерел на тему "Managerial skills, change".
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.
Статті в журналах з теми "Managerial skills, change"
1
Laud, Robert, Jorge Arevalo, and Matthew Johnson. "Role context change and actionable career knowledge for practicing managers." Career Development International 24, no. 3 (June 10, 2019): 222–38. http://dx.doi.org/10.1108/cdi-07-2018-0196.
Повний текст джерелаАнотація:
Purpose The purpose of this paper is to examine the relevancy of traditional managerial role frameworks as perceived by practicing managers, and to identify emerging role requirements or skills required for career success. Design/methodology/approach A mixed-methods approach was conducted including survey research, empirical analysis and semi-structured consensual qualitative research interviews with 259 managers from 200 organizations. Findings This study demonstrates a widening gap between entrenched organization role constructs and emerging practice-driven role skills. The empirical analysis indicated little to moderate relevancy of traditional role constructs by practicing managers while follow-up interviews revealed new role requirements driven by contemporary market realities and changing managerial motivations. The findings suggest that inclusion of new practice-driven role requirements or skills are likely to be mutually beneficial and influence career success. Research limitations/implications The findings may limit the ability to generalize without further comparative analysis in similar/dissimilar economies. Practical implications Individuals will benefit by the inclusion of revised role requirements and policies that are designed to support employee-driven needs and “employability” skills that are more consistent with a careerist orientation. The organization will also benefit by having a more highly skilled workforce in key areas of competitive advantage including networking, innovation and opportunity identification. Originality/value The value of this examination is twofold. First, it extends the understanding of the diminishing relevancy of traditional managerial roles within a context of major global and social transformation. Second, it underscores the growing importance of “employability” skill sets and capabilities for managerial career aspirants facing new market realities.
2
Rajadhyaksha, Ujvala. "Managerial Competence: Do Technical Capabilities Matter?" Vikalpa: The Journal for Decision Makers 30, no. 2 (April 2005): 47–56. http://dx.doi.org/10.1177/0256090920050204.
Повний текст джерелаАнотація:
Globalization and rapid technological change is a reality for companies today. It has changed the manner in which business has been routinely conducted and has brought into focus delivery of results in real time. Newer forms of organizational structures have emerged that are flatter with fewer hierarchical levels. Career paths are no longer linear and unbroken but are spiralling and lateral in nature. The traditional employment contract between employees and organization has altered. While earlier it was normal to assume a life time of security in exchange for doing a good job, now employees are increasingly looking for opportunities for professional development that will enhance their future employability. All these changes have had implications for HR departments and performance appraisal in the new business context. Instead of evaluating primarily on the basis of quantitative results and on what is achieved, the focus is shifting to how it is achieved as an indication of an employee's ability to keep performing well in the future. It has made ‘competencies’ the new mantra for the HR departments aiming to effect change within organizations. Based on a sample data of over 250 executives in one of India's largest vehicle manufacturing companies, this paper reviews the concept of competency, how it is assessed, and brings out the need for assessing technical competency. The final model that emerges from the study goes beyond managerial competencies — a model of techno-managerial competency that may be better suited to emerging jobs in a more technology-driven future. This model consists of four factors: technical skills comprising of knowledge fundamentals, engineering drawing appreciation, manufacturability appreciation, materials choice appreciation, knowledge of emerging trends, etc. group problem-solving skills comprising of problem analysis, creativity and originality, technical leadership ability, communication ability, people management skills, etc. managerial skills comprising of perseverance, quest for learning, business understanding, visualization, attention to detail, etc. aptitude comprising of analytical ability, creativity, risk-taking orientation, etc.
3
Kolbergytė, Aušra, and Aistė Dromantaitė. "A Theoretical Analysis of Managerial Growth in the Context of Organizational Change." Sustainability 14, no. 8 (April 11, 2022): 4523. http://dx.doi.org/10.3390/su14084523.
Повний текст джерелаАнотація:
In analyzing the theoretical literature on managerial growth in the context of organizational change, an absence of research has been observed, especially that which comprehensively analyzes growth prospects and opportunities at the micro (individual), meso (group), and macro (organizational) levels, which considers organizational, social, emotional, and spiritual aspects. Therefore, one of the outstanding problems of this research was to select the relevant scientific literature to synthesize the theory and create a conceptual theoretical model based on it. The aim of this paper is to explore the context and preconditions for managerial growth during an organizational change at different levels and aspects of organizations. Therefore, six theoretical approaches from the fields of management, psychology, and education were chosen (Hiatt, Kotter, Kübler-Ross, Goleman, Mezirow, and Marcia). Conclusions provide insights into the context, aims, and directions of managerial growth within organizational change. First, the context of organizational change is understood as an educational environment that creates incentives for managerial growth at the macro, meso, and micro levels and encompasses the development of personal and professional skills and the conscious evolution of inner perceptions related to work. Second, managerial growth in the context of organizational change is targeted toward three objectives at the organizational, group, and individual levels: productivity, connection, and self-realization. Third, managerial growth in the context of organizational change is directed toward three dimensions: (1) the strategic-operational dimension overlaps with the development of leadership skills to ensure successful change implementation in the organization; (2) the social-emotional dimension overlaps with the development of psychosocial skills, enabling coping with challenges through relationships and an emotionally supportive workplace environment; and (3) the perceptual-spiritual dimension overlaps with the development of personal maturity and professional motivation, disclosing authentic performance during organizational change. These findings become a framework for further research but also provide practical guidelines for managers, HR specialists, and organizational leaders.
4
LIVIU, TUDOR. "Change in Textile and Clothing Industry." Industria Textila 69, no. 01 (March 1, 2018): 37–43. http://dx.doi.org/10.35530/it.069.01.1449.
Повний текст джерелаАнотація:
Traditionally, Textile and Clothing Industry has been known for its incremental changes but the current global business environment creates the premises of multiple organizational disruptive changes. Change Management helps people to transition structural change in a positive and efficient manner. Small and medium enterprises in Textile and Clothing Industry face a particular set of challenges – new technologies requiring high investments, relocation arbitrage on labor costs, regional industry protectionism, volatile consumer preferences, need for new managerial skills etc. – all these demanding a rebalance of managerial focus from operational excellence to strategic and change management excellence. A Change Management Model, with associated implementation discipline and attention to global market trends, represents a necessity for current managers active in Textile and Clothing Market.
5
Marcus Garvey, Akhimien Emmanuel, and Chika Margret-Mary Egwuatu. "The Role of Managerial Skills on the Performance of Small and Medium Enterprise (SMES) in Jabi District, Abuja, Nigeria." Economit Journal: Scientific Journal of Accountancy, Management and Finance 3, no. 2 (April 18, 2023): 112–22. http://dx.doi.org/10.33258/economit.v3i2.876.
Повний текст джерелаАнотація:
The objective of this study was to access the role of managerial skills on SME performance in Jabi District, Abuja, Nigeria. The study is a survey research, sampling the opinion of 240 business owners in the District. Their opinion was collected using a structured questionnaire and data collected were analyzed by tabulation, percentages and the formulated hypotheses tested using Kendall coefficient of concordance. The study discovered that these managerial skills: technical skills, conceptual skills, interpersonal relation skills, and budgeting skills had a substantial effect on the performance of SMEs. The study concluded that insufficient managerial skills are factors militating against SME performance and recommended among others that SME managers should try to understand, lead, change and regulate the behavior of the individuals and organization they manages to achieve greater performance; the government, Non-Governmental Organizations, and SME owners' unions provide adequate training.
6
Tayaborworn, Kanjana, and Surachai Suksakulchai. "A Study of Factors Affecting the Self-managerial Skills of Undergraduate Students on Online Learning." International Journal of Information and Education Technology 13, no. 12 (2023): 1844–49. http://dx.doi.org/10.18178/ijiet.2023.13.12.1997.
Повний текст джерелаАнотація:
Nowadays, undergraduate students have to change from on-site classroom learning to online learning; hence, building self-managerial skills is essential to their success in online learning. The goal of this study was to investigate the impact of various factors on undergraduate students’ self-managerial skills in online learning. A questionnaire was designed and distributed directly to respondents via the online system, and 1,057 valid responses were collected and evaluated. In this study, the data were analyzed using exploratory factor analysis (EFA) and multiple regression techniques. The current findings revealed that self-appraisal (SA), planning skills (PSSP), organizing skills (PSSO), evaluating skills (PSSE), and interpersonal skills (IPS) had effects on self-managerial skills (SMS) of undergraduate students in Thailand. This study has a benefit for professors or lecturers who must design and build modern online classroom through an online learning management system that enhances the competency of undergraduate students’ self-management skills and prepares them for future careers.
7
., Karwanto. "MANAGERIAL SKILL IN IMPROVING THE EXCELLENCE OF LEARNING." Edusentris 3, no. 1 (March 30, 2016): 57. http://dx.doi.org/10.17509/edusentris.v3i1.206.
Повний текст джерелаАнотація:
This research reveals deeply managerial skill in improving learning excellence at three excellent senior high schools in Semarang, which have different characteristics. This research used a qualitative approach along with multi-case study design. Techniques of the data collecting include deep interview, observation on participation, along with documentation study. Data credibility checking used triangulation technique, checking the members, and discussion with associates. Data auditable checking of the research was performed by the supervisors and independent auditort. The collected data will be organized, interpreted, and analyzed repeatedly, both through analysis in case and analysis inter-case in order to arrange concept and abstract of the research’s findings. Results of the research show: (1) learning excellence characteristics at three Excellent Senior High Schools in Semarang; (2) Second, the principal’s skills in designing improved learning excellence are determined by prominent skills of the principal, which include skill in managing organizational change, monitoring each change, good skill in designing, and allocating human resources precisely. (3) the principal’s skill in implementing excellent improvement is proven through outcomes of his/her work, which can be seen from both academic and non-academic achievements of the students(4) the principal’s skills in evaluating result of the improved learning excellence during his/her leadership in making good progress for his/her school, creating conducive climate, making a progress in academic field and other prominent skills.ABSTRAKPenelitian ini bermaksud mengungkap lebih mendalam tentang keterampilan manajerial peningkatan keunggulan pembelajaran pada tiga SMA Unggulan di Kota Semarang yang memiliki karakteristik berbeda. Penelitian ini menggunakan pendekatan kualitatif dengan rancangan studi multi kasus. Teknik pengumpulan data menggunakan wawancara mendalam, observasi berperan serta dan studi dokumentasi. Pengecekan kredibilitas data dilakukan dengan teknik triangulasi, pengecekan anggota, dan diskusi teman sejawat. Sedangkan pengecekan auditabilitas data penelitian dilakukan oleh para pembimbing dan independent auditor. Data yang terkumpul melalui ketiga teknik tersebut diorganisasi, ditafsir, dan dianalisis secara berulang-ulang, baik melalui analisis dalam kasus maupun analisis lintas kasus guna menyusun konsep dan abstraksi temuan penelitian. Hasil penelitian menunjukkan: (1) keunggulan pembelajaran ditemukan pada tiga SMA; (2) keterampilan kepala sekolah dalam perencanaan peningkatan keunggulan pembelajaran yang menonjol dalam: keterampilan memanaj perubahan organisasi, memonitor setiap perubahan, keterampilan merancang yang baik, dan mengalokasikan sumber daya manusia dengan tepat; (3) keterampilan kepala sekolah dalam pelaksanaan peningkatan keunggulan pembelajaran dibuktikan dengan hasil dari unjuk kerjanya melalui perolehan prestasi akademik dan prestasi non-akademik yang dicapai siswa; (4) keterampilan kepala sekolah dalam evaluasi hasil peningkatan keunggulan pembelajaran yang menonjol dalam: memonitor implementasi kebijakan pembelajaran, membina, mengarahkan dan memberdayakan guru dengan baik dalam melakukan evaluasi serta keterampilan dalam memonitor kemajuan belajar siswa.
8
Kang, Lakhwinder Singh, and Surinder Sharma. "Managerial Skills and Attitude of MBA and Non-MBA Employees." Management and Labour Studies 37, no. 2 (May 2012): 77–92. http://dx.doi.org/10.1177/0258042x1203700201.
Повний текст джерелаАнотація:
The present study is an attempt to assess the perceptions of the hiring managers about the managerial skills and attitude of the MBA employees in comparison to the non-MBA employees. A sample of 100 hiring managers, who have been involved in the placement of MBAs, was taken for the purpose of the study. The hiring managers have been found agreeing that employees with MBA degree are better in ‘communication skills’, ‘decision making’, ‘leadership qualities’, ‘handle job related tasks and responsibilities’, ‘learning’ and ‘adapting to changing situations’ than non-MBA employees. The hiring managers have also been found agreeing that MBA employees ‘demand higher pay’, ‘change jobs more frequently’, ‘are more authoritarian’, ‘have unrealistic expectations’, ‘are more loyal to their careers than to their jobs and organizations’ than non-MBA employees. The discriminant analytical approach has been applied to examine the impact of the ‘profile’ and ‘attributes’ examined in the study which clearly differentiate hiring managers who agree with the good managerial skills of MBAs and negative attitude of MBAs from those who disagree with these. In case of ‘profile’ the managers with MBA qualification and regarding the various attributes of MBAs considered in the present study; ‘MBAs are more adaptive to changing situations’ and ‘MBAs change jobs more frequently than non-MBA employees’ have been found evoking significant differences among hiring managers. The findings of the present study can be useful for various stakeholders like, monitoring agencies and education policy makers, faculty and governing bodies of various management institutes for developing required management skills and attitudes among the students.
9
Bakoš, Lukáš, and Bronislava Strnádelová. "Comparison of group and individual soft skills development programs -." Management 27, no. 2 (December 22, 2022): 153–76. http://dx.doi.org/10.30924/mjcmi.27.2.9.
Повний текст джерелаАнотація:
Competitive pressures are increasing demands on managerial performance and, thus, on creating effective management development programs. The purpose of this study was to compare group and individual approaches to developing line and middle managers. The Managerial Tools and Managerial Training Simulator programs were used, with 256 managers participating. We examined the following five soft management skills: effective goal setting, giving feedback and evaluating performance, accepting feedback as a manager, management coaching, and leading discussions and team meetings using a facilitative leadership style. After both types of development programs, both groups of managers showed improvements in developing skills as assessed by their subordinates. At the first measurement, individual and group development resulted in the same positive increase in subordinates' perceptions. However, in terms of a long-term effect (the second measurement), this positive increase was maintained for the individual development programs but not group programs, where it decreased. Thus, the effect of the individual development programs appears to be longer-term. Overall, we found no significant difference between line and middle managers - both groups responded similarly to the development activities. Regarding developing individual skills, the smallest change was found in the ability to set goals and provide feedback. The most considerable change was the ability to accept feedback, coach, and facilitate. This research provides information for specialists in education and development and may help select appropriate leadership development tools, particularly for individual programs with longer-term impacts.
10
Pakalniņa, Rasa, and Maija Ročāne. "THE IMPORTANCE OF TEACHERS` LEADERSHIP SKILLS DEVELOPMENT FOR SUCCESSFUL ORGANIZATIONAL CULTURE IN EDUCATIONAL INSTITUTION." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 1 (May 22, 2024): 487–95. http://dx.doi.org/10.17770/sie2024vol1.7920.
Повний текст джерелаАнотація:
Discussions of the quality and effectiveness in education have become topical today. There are different challenges faced by teachers and school leaders at the primary, lower secondary, secondary and upper secondary levels. Therefore, it must be recognised that leadership skills are becoming important for the successful organisation of learning at all stages of education. The relevance of leadership skills is accentuated by the rapidly changing environment of change that also characterises the field of education. In the 21st century, leadership can be associated as a pedagogical and a managerial skill. Leadership skills and openness to change contribute to the growth of an educational institution, and this growth is at the heart of a successful organisational culture. It fosters a genuine concern for the growth of every employee, as well as an institution-driven vision, coherence, ownership, mentoring, accountability and support. These are employees with developed leadership skills who change and transform the system, because no organisation can exist without change. The aim of this publication is to describe and evaluate the impact of leadership skills and openness to change on the development of a successful organizational culture in the educational institution, and to highlight the need for the development of teachers` leadership skills.
Дисертації з теми "Managerial skills, change"
1
Hubinger, Adriaan Johannes. "An appropriate leadership model for the banking industry / Hubinger A.J." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7362.
Повний текст джерелаАнотація:
This study aims to measure the managerial skills of managers working in the
banking industry. To do so, the newly developed managerial skills measuring
instrument of Thekiso (2011) was used by to determine skills for managerial
competence in the banking industry. The seven managerial skills that are covered in
the questionnaire are: Self awareness skills; Self directed career planning;
Integrative skills; Planning and controlling skills; Organizing skills; Leading skills;
and Managing change skills.
Even though some skills may appear on a less frequent basis, six of the seven skills
were rated to be of a high importance, with their means ranging between 4.008 and
4.480 on the 5–point Likert scale. Training in the form of mentoring and stewardship
programs, to transfer knowledge and introduce existing relationships to up and
coming leaders, would be of great value for companies in the banking industry to
foster these seven managerial competency skills. By implementing training and
mentoring programs on a much broader scale, organisations can train and use their
leaders’ abilities to gain competitive advantage in the market.Thesis (M.B.A.)--North-West University, Potchefstroom Campus, 2012.
2
Pernoud, Guillaume. "Les compétences d’adaptation des managers face à la civilisation numérique." Electronic Thesis or Diss., Université Paris-Panthéon-Assas, 2024. https://docassas.u-paris2.fr/nuxeo/site/esupversions/7066d8c7-0226-4e84-b46e-2ab0764f8fec.
Повний текст джерелаАнотація:
La première moitié du XXIe siècle est marquée par le phénomène profondément disruptif des innovations digitales et de leur psychosociologie, élargi à des game changers technologiques, situationnels et socioculturels, tous caractérisant la civilisation numérique. Cette recherche doctorale porte sur l’émergence des nouvelles compétences des managers dans le contexte de la civilisation numérique. Elle propose de compléter les matrices existantes de hard et soft skills par des nouvelles compétences, appelées compétences d’adaptation, spécialement conçues pour la réactivité de l’entreprise aux changements économiques, technologiques, écologiques, sociologiques et politiques, du monde extérieur dans le contexte de la civilisation numérique. Cette recherche exclusivement qualitative, visant à aller à l’encontre des idées reçues pour proposer un apport utile à la transformation des organisations, s’est organisée en deux temps. D’abord, une phase exploratoire a conduit à poser des hypothèses à partir notamment de l’expertise et des intuitions d’un groupe d’experts et de mon expérience terrain. Puis, une phase confirmatoire a visé à vérifier l’originalité et la solidité des hypothèses et des intuitions directement auprès des acteurs clés. Elle a produit un inventaire de dix-huit « bouleverseurs » (« game changers ») de la civilisation numérique et un modèle de vingt « compétences d’adaptation » des managers. En interrogeant les référentiels de compétences des managers hérités du passé sur leur capacité à accompagner les transformations d’organisations, le projet professionnel de cette recherche est de contribuer à sensibiliser les entreprises, leurs DRH, les dirigeants de l’enseignement supérieur, les formateurs et enseignants en gestion, sur la nécessité de faire évoluer la hiérarchie des compétences managériales requises pour le fonctionnement efficace des organisations et notamment des entreprises pour les prochaines décennies du XXIe siècle. Ce travail de recherche veut inviter le monde professionnel et universitaire à poursuivre la transformation d’un modèle de compétences managériales plus adapté à l’écosystème dans lequel les entreprises et organisations devront vivre et se développer au fil des prochaines décenniesThe beginning of the 21st century has experienced a revolution due to digital innovations. This revolution has provoked technological, situational and sociocultural changes creating our digital civilization at the same time. This doctoral thesis focuses on the new emerging skills of managers in the context of digital civilization. The purpose of my research was to complement the current “hard and soft” skills with skills of a new nature. I have designated them as: “adaptive skills”. Thanks to these, companies are to react better to economic, technological, sustainable, sociological, and political changes in their environment. This qualitative research aimed to help the transformation of organizations by disproving preconceived ideas. It consists of two parts. Firstly, I came to a hypothesis from an exploration of debates with an expert group and my own experience. Secondly, I checked the robustness of that hypothesis by involving stakeholders like digital innovators, transformation leaders and operational managers. The research has resulted in a model with 18 “game changers” and 20 “adaptive skills”. This research has shown that current competency models are not fully adapted to the context of digital civilization (in the first 50 years of the 21st century). They don't take new trends and current game changers into account. It shows why Human Resources departments should rethink their managerial skills approach by integrating the “adaptive skills”. In a fast-paced environment, this research also invites management school Deans to take those new skills into account in the preparation of the future managers
3
Visser, Hercules. "Transformation of managerial skills of engineers." Thesis, 2007. http://hdl.handle.net/10210/116.
Повний текст джерелаАнотація:
Every year, more and more management positions are being filled by engineers and other technical personnel in spite of dual or parallel path systems for promotions in many companies. In spite of the centrality of engineers and management in industrial organizations and modern society, engineers are generally viewed to be unsuccessful in management roles due to the following shortcoming of skills: inadequate managerial education during engineering studies, administrative skills, interpersonal skills, personality and career orientation, management knowledge. This research argues that there is a difference in leadership style between experienced and inexperienced engineers in South Africa. It was found that experienced engineers in Eskom are more transformational and more transactional compared to inexperienced post-graduated engineering students at the Rand Afrikaans University. To demonstrate this in the study, the researcher used the Multifactor Leadership Questionnaire to identify leadership style. The argument is substantiated by the results of a statistical analysis of leadership style for experienced and inexperienced engineers. The findings of this research indicate the theory that successful managers tend to grow into their jobs over an extended period (Bennett, 1996 and Sedge, 1985). The findings also support the arguments of O’Connor (1994) and Badaway (1995) that engineers have no typical career path to prepare them for the management role. It is therefore imperative that inexperienced engineers prepares themselves for management and obtain knowledge about management and development management skills during their formal studies.Dr. L. Naude
4
Botes, Vida Lucia. "The perception of the skills required and displayed by management accountants to meet future challenges." Thesis, 2005. http://hdl.handle.net/10500/1935.
Повний текст джерелаАнотація:
In the 21st century change is inevitable and management accounting has not been immune to the changing business environment. The morphogenic change, has been brought about because of three distinctly identifiable drivers of change namely rapidly advancing communications and information technology, the onslaught of globalisation and an increased emphasis on the knowledge worker in organisations.
Questions have been raised by business leaders about management accountants ability to keep pace with the challenges, as well as higher education's ability to provide graduate management accountants with the required skills for the new business environment.
A triangulation method was used to conduct an investigation into the perception of the skills required and acquired by South African management accountants to meet the challenges of the changing business environment. As the fundamental nature of the study implied performance measurement, a balanced scorecard was employed to report on and measure if academia is delivering what practice wants.
The study found that tertiary management accounting education has been slow to adopt the changes of the business environment and that a gap does indeed exist between what practice want and educators teach. Information obtained from the customer, learning and growth, internal business process and financial perspectives of the balanced scorecard was used to develop a framework for curriculum design. Academics involved in curriculum design should take note of the recommendations listed in this research in order to ensure that qualifications remain relevant to an ever-changing business environment.Financial Accounting
D.Comm.
Книги з теми "Managerial skills, change"
1
Expert, Group Meeting on Industrial Strategies and Policies Managerial and Entrepreneurial Skills under Conditions of Global and Regional Change (1995 Bahrain). Expert Group Meeting on Industrial Strategies and Policies, Managerial and Entrepreneurial Skills, under Conditions of Global and Regional Change, Bahrain, 20-23 November 1995: Selected proceedings. [Amman?]: ESCWA, 1996.
Знайти повний текст джерела
2
O'Shaughnessy, K. C. Changes in managerial pay structures 1986-1992 and rising returns to skill. Cambridge, MA: National Bureau of Economic Research, 2000.
Знайти повний текст джерела
3
Oliveira, Eduardo Gasperoni de, Fernanda Pereira da Silva, Monica Roberta Devai Dias, Adriana Aparecida de Lima Terçariol, Agnaldo Keiti Higuchi, Amanda Fernandes da Fonseca, Ana Paula Bacchiega Prestes, et al. Cultura digital no contexto educacional: Um olhar entre tendências e desafios para o século XXI. Brazil Publishing, 2021. http://dx.doi.org/10.31012/978-65-5861-399-2.
Повний текст джерелаАнотація:
Digital Culture is conceived as all kinds of knowledge, habits, values and skills acquired by human beings that are built and shared in the digital environment. In this sense, the collection Digital Culture in the Educational Context: a view between trends and challenges for the 21st century brings relevant theoretical and empirical notes around what the National Common Curricular Base – BNCC – whose competence is to stimulate the critical use of technological resources, inserting both educators and students in pedagogical practices in order to learn and dominate the digital universe. The first part of the work is dedicated to Theoretical Approaches, bringing notes about Media Education with the pandemic period and what has impacted the educational scenario, both in student learning and in the performance of teaching professionals. Therefore, the reader is asked: If remote education is educational chloroquine? It also brings relevant considerations about Information and Communication Technologies applied to Distance Education and Hybrid Education, such as: Literacy in Mathematics, as well as the use of computers and gamification combined with education. Finally, with the Digital Universe, it brings an alert regarding the impacts of cyberbullying. Entitled Narratives of Experiences, the second part of the collection covers various teaching experiences with respect to the Digital Age. Among them, in elementary school, it brings challenges in the process of Literacy and Literacy practices and the teaching perception in relation to Specialized Educational Service. Considerations are made about various pedagogical resources in times of adversity. Among them: the Youtube channel of storytelling, collaborating with the reinvention of teachers in Elementary Education; and, in Higher Education, the relevance of Hybrid Education the joint application of Sole and the Google Classroom. In addition to the teaching experience, finally, testimony of the dilemmas and challenges of managerial activity in the school segment of Early Childhood Education are brought up
4
Smalskys, Vainius, and Jolanta Urbanovič. Civil Service Systems. Oxford University Press, 2017. http://dx.doi.org/10.1093/acrefore/9780190228637.013.160.
Повний текст джерелаАнотація:
Civil service consists of civil servants and their activity when implementing the assigned functions and decisions made by politicians. In other words, it is a system of civil servants who perform the assigned functions of public administration. The corpus of civil servants consists of people who work in central and local public administration institutions. The concept and scope of civil service in a particular country depends on the legal framework that defines the areas of public and private sectors and their relationship. In many countries, civil service consists of an upper level, a mid-level, and civil servants who work for coordinating, independent, and auxiliary institutions. However, the scope of civil service in different countries varies. When analyzing/comparing civil service systems of different countries, researchers often categorize them as Western European, continental European, Anglo-American, Anglo-Saxon, Eastern European, Scandinavian, Mediterranean, Asian, or African.All European Union member states can be classified into two groups: the career system—dominant in continental Europe, with the prevalence of traditional-hierarchical public administration, rational bureaucracy, and formalized operational rules—and the position system—dominant in Anglo-Saxon countries, with the prevalence of managerial principles, pragmatic administration, and charismatic leadership. Neither of the two models exists in pure form. If features of the career model dominate in the civil service of a country, it is identified as a country with the career CS model; if elements of the position model dominate the country is identified as a country with the position civil service model. An intermediate version of this model, characteristic of a number of countries, is the mixed/hybrid model.Many civil service researchers claim that in the case of two competing systems of civil service—closed (the career model) and open (the position model)—reforms of the open civil service system win. It has been argued that the organizing principles of the open, result-oriented civil service system (the position model), which is under the influence of “new public management,” will permanently “drive out” the closed, vertically integrated and formal procedure-oriented career model. Scholars argue that civil servants of the future will have to be at ease with more complexity and flexibility. They will have to be comfortable with change, often rapid change. At the same time, they will make more autonomous decisions and be more responsible, accountable, performance-oriented, and subject to new competency and skill requirements.
Частини книг з теми "Managerial skills, change"
1
Çetin, Münevver, and İsmail Karsantık. "Current Trends in School Management: School Leadership in Education 4.0." In Educational Theory in the 21st Century, 197–216. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-16-9640-4_9.
Повний текст джерелаАнотація:
AbstractMeeting the needs of industrial development and reflecting the emerging demands onto the field of education has led to the emergence of Education 4.0 and initiated pedagogical, cultural, and managerial transformation in education in this direction. As a result of this transformation, macroscale structures and policies have been replaced by a microscale, web-oriented, local government paradigm. This section discusses current trends in education management and school leadership which are examined in the light of new education and management paradigms. In this direction, the shift in the education management paradigm, the sources of change, the role of school leaders in organizational development, the expected characteristics of school leaders in Education 4.0, and the use of the Internet of Things in education management and monitoring systems are addressed. In Education 4.0, the concepts of innovation management, digital literacy, productivity, collective participation in management and decisions, education communities, and capacity development are prominent in school leadership. This section emphasizes that strategic leaders who are able to adapt to the paradigm shift contribute and direct the formation of school culture and values. In this direction, the importance of organizing trainings for developing leadership skills and raising leaders who will help to restructure schools and shape cultural trends are underlined in the chapter. Emphasis is placed on the importance of raising leaders with technological skills who can use multi-channel communication strategies in school management.
2
Makoe, Mpine. "Resilient Leadership in Time of Crisis in Distance Education Institutions in Sub-Saharan Africa." In Handbook of Open, Distance and Digital Education, 1–15. Singapore: Springer Nature Singapore, 2022. http://dx.doi.org/10.1007/978-981-19-0351-9_30-1.
Повний текст джерелаАнотація:
AbstractAs leaders of distance education in sub-Saharan Africa were dealing with myriad challenges of high numbers of young people seeking access to higher education, lack of technologies, and inadequate expertise for online teaching, Covid-19 pandemic emerged, and, almost overnight, quick decisions had to be made to pivot to online spaces to ensure that learning occurred even in the midst of the crisis. Leaders who were flexible and adaptive to changing environment were able to respond effectively to this crisis. Hence the focus of the study is on the character of a distance education leader who is exhibiting personality traits that will enable him or her to move a distance education institution forward.The futures triangle was used to contextualize and historicize the character of a leader who has the ability to be innovative and willing to take risks in the face of crisis. The aim of this chapter is to illustrate how some historical factors have not only influenced the leadership practices in distance education, but they have molded the characters of distance education leaders. The futures triangle mapping process revealed that the legacy of colonialism, the lack of managerial skills, the slow adoption of using technologies, the growing number of people who cannot be accommodated in higher education, and, most recently, the Covid-19 pandemic were drivers of change that illustrated how leaders responded in time of crisis. Moving distance education forward requires resilient leaders who are agile and adaptable to lead in an open and technology-rich distance education environment.
3
Makoe, Mpine. "Resilient Leadership in Time of Crisis in Distance Education Institutions in Sub-Saharan Africa." In Handbook of Open, Distance and Digital Education, 547–61. Singapore: Springer Nature Singapore, 2023. http://dx.doi.org/10.1007/978-981-19-2080-6_30.
Повний текст джерелаАнотація:
AbstractAs leaders of distance education in sub-Saharan Africa were dealing with myriad challenges of high numbers of young people seeking access to higher education, lack of technologies, and inadequate expertise for online teaching, Covid-19 pandemic emerged, and, almost overnight, quick decisions had to be made to pivot to online spaces to ensure that learning occurred even in the midst of the crisis. Leaders who were flexible and adaptive to changing environment were able to respond effectively to this crisis. Hence the focus of the study is on the character of a distance education leader who is exhibiting personality traits that will enable him or her to move a distance education institution forward.The futures triangle was used to contextualize and historicize the character of a leader who has the ability to be innovative and willing to take risks in the face of crisis. The aim of this chapter is to illustrate how some historical factors have not only influenced the leadership practices in distance education, but they have molded the characters of distance education leaders. The futures triangle mapping process revealed that the legacy of colonialism, the lack of managerial skills, the slow adoption of using technologies, the growing number of people who cannot be accommodated in higher education, and, most recently, the Covid-19 pandemic were drivers of change that illustrated how leaders responded in time of crisis. Moving distance education forward requires resilient leaders who are agile and adaptable to lead in an open and technology-rich distance education environment.
4
Saini, Garima, and Shabnam. "Thinking Styles and Leadership Skills of Managers on Organizational Productivity." In Handbook of Research on Multidisciplinary Perspectives on Managerial and Leadership Psychology, 448–58. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-3811-1.ch022.
Повний текст джерелаАнотація:
Psychological aspects, a great concern of managerial psychology, include emotions, thinking, attitudes, and motivation of the employees in managerial positions, which ramifies the productivity of the organization. Managerial thinking and leadership skills are important components in achieving organizational goals. Organizational productivity is a strong indicator for managers in the growth which has direct relationship with organizational performance. Efficacious leadership skills in managers like interpersonal skills, team building, flexibility, emotional intelligence helps in meeting the goals which simultaneously increases the organization productivity and performance of the employees. Strategic management approaches by the managers to increase productivity at successive levels. An executive manager is an agent of change who lets a subordinate work according to him and then he converts the follower into a leader through team quality management (TQM) programs and effectiveness. The managerial implications are discussed which helps to establish cooperative innovations.
5
Nicola, Patrizio Di, Alessia Cremonini, Michela Cossu, and Stefano Scravaglieri. "Smart Working and Organisation: Which Managerial Skills to Lead and Manage Cultural Change?" In Developing Skills in a Changing World of Work, 51–84. Rainer Hampp Verlag, 2018. http://dx.doi.org/10.5771/9783957103154-51.
Повний текст джерела
6
Sangwan, Surinder, and Wilfredo Daradar Quijencio Jr. "Skill Proficiency and Managerial Role in Different Sectors From Globalised to Localised." In Advances in Finance, Accounting, and Economics, 124–34. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8705-8.ch011.
Повний текст джерелаАнотація:
Skills and information are the driving powers of financial development and social improvement of any country. They have become more significant given the increasing speed of globalization along with innovative modification. Nations related to higher as well as better degrees regarding skills change consist successfully with difficulties and option regarding globalization. The roles and duties of governments have been redefined by the winds of progress achieved by globalization. Notwithstanding, administration of globalization itself arose as a daunting assignment, given its mind-boggling interplay in different domains. The three main domains have been monetary, political, and social, with war and strategy included within the political trades. Notwithstanding various different difficulties emerging from globalization, dangers likewise changed in structure, setting, and degree.
7
dall'Acqua, Luisa. "Orientism Management Strategy for Entrepreneurial Mindset in the School Governance." In Improving Business Performance Through Effective Managerial Training Initiatives, 115–46. IGI Global, 2018. http://dx.doi.org/10.4018/978-1-5225-3906-3.ch006.
Повний текст джерелаАнотація:
In a digital era, characterized by shared decision-making, and where web-based management is increasingly widespread, the term school “leader” may also refer to the highest-ranking administrator, who manages a complex organization, leads teachers, as well as those who participate in school leadership activities, using and managing digital supports. The school leader is always the first and foremost person in ensuring the efficiency in running the school and the effectiveness of the educational politics application. Nowadays, this role includes new duties and needs an equipment for new skills. Education world and policy makers alike seek a frame for effective leadership that can produce sustainable school improvement and continuous teacher commitment. The research finality of this chapter is how to manage the educational change, to train principals/headmasters to be decision leaders, able to recognize and manage the change, choose right collaborators/coadjutors with the perspective of a factual team building.
8
Braun, Greta, Johan Stahre, and Raija Hämäläinen. "Skills Matching for a Greener Industry 4.0 – A Literature Review." In Advances in Transdisciplinary Engineering. IOS Press, 2022. http://dx.doi.org/10.3233/atde220186.
Повний текст джерелаАнотація:
Manufacturing industry has historically had a very high leverage on environmental impact. Therefore, it is urgent to identify how the industry and its employees can contribute to change towards a sustainable society. Industry leaders need to enable their employees to create sustainable solutions, using technologies rising in industry 4.0. However, nowadays there are also critical discussions about whether this trend has reached our workplace settings in a satisfactory way. Namely, there is a growing skill gap among employees in manufacturing industries causing a lack of capability to match skill needs for fast technological development and requirements on sustainability. The resulting mismatch of technical and managerial knowledge and experience will critically impact companies in competitive markets. Despite a vast range of educational initiatives available on the global market, less employees than needed are developing new skills. A smart matching process to strategically support employees in their learning paths, by matching them to new relevant skills and matching those skills to learning activities, could bridge the widespread skill gap and address challenges e.g., motivation to learn. This study reviews existing research on functional matching processes for individually tailored learning and upskilling paths for employees that need to develop skills in industry. The study’s result maps out parts in a matching system and identifies the existing gap in literature.
9
Gapultos Jr., Marcelino C. "The Management Training and Development Programme Requirements of TVET School Administrators of Brunei Darussalam." In Technical Education and Vocational Training in Developing Nations, 45–64. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1811-2.ch003.
Повний текст джерелаАнотація:
This chapter presented the study of management training and professional development needs of TVET school administrators of Brunei Darussalam in five specific areas of management as pre-requisite and reinforcement to the institution's transformation process and change management. The five specific areas of management covered in this chapter were: (1) Marketing Research, (2) Organizational Behavior, (3) Quality Assurance and Management, (4) Supervisory Leadership, and (5) Training and Development. These delimited management areas were specifically pin-pointed as they are relevant managerial skills deemed significant in the operation of a new and revitalized organization. Appropriate training and development programmes which when gradually delivered, fully actualized, and put into practice will equip the TVET school administrators with additional insights on their managerial capabilities that will give more meaning and encouragement in the discharge of their duties.
10
Barbosa, Fernando, Fernando Cabrita Romero, and Jorge Cunha. "Innovation, Sustainability, and Organizational Change in a Social Portuguese Organization." In Social Entrepreneurship, 304–27. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-8182-6.ch016.
Повний текст джерелаАнотація:
Social economy has been a prominent topic among scholars, politicians, and practitioners. Social economy organizations are mission-driven with the purpose of creating social value, overcoming a social problem, and contributing to attain sustainable social development. In this chapter, a particular weakness underlying those organizations is addressed: lack of managerial skills and the importance of a well-structured process of strategic management and organizational innovation. Based on the analysis of a Portuguese case study, the goal is to increase the knowledge on the facilitating factors and barriers to the improvement of the quality of service and the efficiency of the management of a social economy organization, in order to understand how it creates and delivers social value and ensures its future sustainability. The findings highlight a number of best practices in the design of a structured innovation process which were supported by the Portuguese program Q3-qualifying the third sector, which may help similar organizations to improve their innovation and organizational processes.
Тези доповідей конференцій з теми "Managerial skills, change"
1
Sitnikov, Cătălina, Daniela Corina Rotescu, Cristinel Sorin Spînu, and Sofia Mihaela Romanescu. "The Importance of Managerial Skills Transfer Management for Organizational Success." In 9th BASIQ International Conference on New Trends in Sustainable Business and Consumption. Editura ASE, 2023. http://dx.doi.org/10.24818/basiq/2023/09/077.
Повний текст джерелаАнотація:
The main objective of the research is to improve the management of the transfer of managerial skills, with a projection on the Romanian economy. The main own contribution in this direction is the development of a methodology to approach the management of the transfer of managerial skills (MTMS) to assist decisionmakers by structuring decision-making problems, identifying the correspondences between the types of problems and the modeling methods and algorithms for solving them. The realization of this methodology requires several own contributions aimed at theoretical and practical aspects of the studied theme. At the microeconomic level, both theoretical research and empirical studies have highlighted certain objectives specific to each class of people involved in MTMS. The main objectives of the shareholders are to change the value of the shares and dividends as a result of the transfer of managerial skills (TMS). From the point of view of managers, their objectives consist in increasing the competitiveness of the organization, developing their own career and personal development, goals materialized from a quantitative point of view in changing the company's profit and personal net income. The objectives of the employees related to MTMS mainly refer to the improvement of the working environment and personal advancement possibilities. For organizations, TMS has the following main objectives: winning new markets, developing and perfecting products and services, attracting funding sources, increasing revenues, securing specialized human resources, diversifying activity, successfully implementing the organization's strategy, and increasing flexibility. This research study supports organizations and managers who wish to engage in a process of improving managerial skills through the transfer of specialist knowledge from organizational, personal or academic sources. The main contributions of the article consist in improving the management of the transfer of managerial skills by developing a methodology for approaching and solving decisionmaking problems according to their typology
2
Sandagomika, N. M. G. H., and Y. G. Sandanayake. "A MODEL FOR HUMAN CAPACITY BUILDING OF LARGE-SCALE CONTRACTORS TO FOSTER LEAN CONSTRUCTION IN SRI LANKA." In The 9th World Construction Symposium 2021. The Ceylon Institute of Builders - Sri Lanka, 2021. http://dx.doi.org/10.31705/wcs.2021.2.
Повний текст джерелаАнотація:
People are at the core of lean implementation more than a set of tools and techniques. Several studies reflect that implementing lean to the construction industry heavily relies on the knowledge and skills of the people and how they respond to changes. Several studies have reflected that building human capacities as one of the most prominent considerations to foster lean concept in construction industry. However, there is a lack of empirical investigation on human capacities and strategies to build human capacities for successful lean construction implementation of large-scale contractors. Therefore, the purpose of this paper is to investigate the human capacities to be built in order to implement lean concept and propose organisational level strategies to build those capacities in large-scale contractors of Sri Lanka to foster lean construction. A qualitative approach was adopted as the research approach and case study was the selected research strategy. Fifteen respondents from three cases were interviewed to gather in-depth input to the study and collected data were analysed using code-based content analysis with NVivo 12 Software. The study identified positive attitudes, values, commitment, trust, adopt to cultural change, physical fitness, technical skills, and team building as human capacities necessary for unskilled and craft level workers. Positive attitudes, managerial and technical skills, team building, communication skills, knowledge, commitment, social skills and interest in new concepts were recognised as human capacities of administrative and professional and managerial levels. Several strategies that can be used by the contractors to build the above capacities have been summarised into a model. The final model presents the unskilled, craft, administrative, and professional & managerial level human capacities to be built by large scale contractors and strategies to be used for building those capacities to foster lean in construction industry.
3
Faron, Agnieszka, and Atdhe Kabashi. "Virtual Business Simulation as a Tool Fostering Modern Teaching Methods in Higher Education Institutions." In Interdisciplinarity Counts. University of Maribor, University Press, 2023. http://dx.doi.org/10.18690/um.fov.3.2023.23.
Повний текст джерелаАнотація:
Contemporary methods for education have always been the main point in offering the best practices on teaching and learning in higher education institutions. Recently during, and after the pandemic, digitalisation of teaching as a process has accelerated to a new level. Different companies are working and developing new digital and even virtual simulations that are offering not only to students, new and modern ways of enhancing their skills in managing different situations just like in real life. These new technologies are providing students and higher education institutions with opportunities to bring ’‘close to real life ’’experiences with lower costs and fewer procedures. Learning-based virtual simulation games belong to a new developing approach in education. This paper demonstrates the use of a business simulation game in the process of flourishing skills and managerial competences. We describe the tool - Revas Business Simulation Game as a potential instrument facilitating change in competences, skills and attitudes, crucial on labour market.
4
Dostiyarova, Alima. "Innovative Approaches in Teaching Business Courses: Start-Up Simulation in the Change Management course; students’ experience." In Socratic lectures 10. University of Lubljana Press, 2024. http://dx.doi.org/10.55295/psl.2024.i26.
Повний текст джерелаАнотація:
Abstract: Simulation is an experiential learning process that speed-ups learning process and make it more interesting and practical. According to Hakeem (2001), when students are involved in different activities of experiential learning, they better understand the subject in comparison with students who just have lectures-only classes. Moreover, experiential learning raises critical thinking abilities and self-directed learning (Kreber, 2001). In business schools simulations have been used to manage trading skills (Truscott et al., 2000) and business ventures development (Goosen et al., 2001). For the Change Management undergraduate course of the Business School there was offered a simulation “Start-Up Wars” that was developed by one of the USA start-ups. This simulation was created especially for colleges and universities students with a goal to introduce students with the real stories of different start-ups and practice making decisions on a daily routine with a goal, according to the scenario, to survive for the first ninety days. Each new day brought a new challenge. By solving everyday entrepreneur’s tasks students have experienced and applied their knowledge into practice in different directions such as strategic thinking, marketing, decisions making, used their managerial and leadership skills, teamwork, planning, and financial modeling. After the simulation students provided the feedback on their experience and met through online session with the developers of the simulation where students shared their experience, ideas and general understanding of the activity. Overall, students provided positive feedback about conducting simulations in the learning process and raised their interest in using business simulations as class activities. Students highlighted the beneficial and practical component of simulations in understanding the business world. Keywords: simulation, start-up, change management, experiential learning, innovative approach, students, business school
5
Bîtca, Lucia. "Design of Experimental Research on the Formation of Nonverbal Communication Skills and Impression Management of Police Officers." In World Lumen Congress 2021, May 26-30, 2021, Iasi, Romania. LUMEN Publishing House, 2022. http://dx.doi.org/10.18662/wlc2021/06.
Повний текст джерелаАнотація:
Increasing competition in the organizational environment and strengthening human capital can greatly contribute to the ability to close existing gaps in the development process and ensure a more competitive level, and the professional development process includes not only setting career goals and training agreements, but also evaluations and the feedback needed to assess progress. By optimizing nonverbal skills and forming impression management strategies promoted by psychological training in enhancing the knowledge and skills of police employees, they serve as a basis for organizational projects designed to facilitate self-realization of internal potential and stimulate their involvement in the organization. Organizational behavior is the study of the behaviors of individuals, which involves understanding, predicting and controlling human behavior, models and structures, in order to improve the environment, performance and efficiency of the organization. The original of this paper is that the research results led to the identification of components and mechanisms for producing change at the macro-, meso- and microsocial level, which uses a perpetual mobilization of social actors in organizations. Another novelty, for a wider geographical area of scientific research, is the application of an intervention methodology in the training impression management strategies through nonverbal communication, with the purpose and purpose in developing relational skills and optimizing professional activity. The information obtained in research on nonverbal communication and impression management tactics on the organizational environment, can be applied for the development of programs for organizational counseling activities, business coaching and large-scale developmental training, promoted through managerial and corporate profile.
6
Čirčová, Vanda, and Jana Blštáková. "Reskilling and Upskilling of Managers: People Management in the Digital Era." In EDAMBA 2022: 25th International Scientific Conference for Doctoral Students and Post-Doctoral Scholars. Bratislava: University of Economics in Bratislava, 2023. http://dx.doi.org/10.53465/edamba.2022.9788022550420.87-96.
Повний текст джерелаАнотація:
Trends in business management caused by Industry 4.0 implementation and related COVID-19 restrictions brought up new challenges. Consequently, increasing digitalization triggered a modern concept of people management accelerating digital leadership. Newly arisen job positions require new strategies in training, reskilling, and upskilling. The role of businesses is to ensure appropriate applicable training of digital skills for their employees and mainly managers which are the main actors of organizational changes and act as digital leaders. Currently, enterprises employ number of employees with a set of skills but to fully digitalize the business process it is necessary to have more or different skills which were the subject of our research, The aim is to create a model representing new set of managerial skills necessary for digital leadership and to identify a gap in the current and desired skills of the examined enterprises and moreover to suggest a procedure of the reskilling and upskilling program implementation to ensure managerial efficiency.
7
Valčo, Michal. "ETHICAL IMPLICATIONS OF ARTIFICIAL INTELLIGENCE IN HUMAN RESOURCE MANAGEMENT FOR SUSTAINABLE DEVELOPMENT." In International Conference on Political Theory: The International Conference on Human Resources for Sustainable Development. Bach Khoa Publishing House, 2023. http://dx.doi.org/10.51316/icpt.hust.2023.34.
Повний текст джерелаАнотація:
"The research purpose is to explore the ethical implications of AI integration in HRM practices and its potential contribution to sustainable development. Research motivation: The rapid advancement of AI has brought forth numerous opportunities and challenges in HRM, including privacy concerns, bias, and discrimination. However, AI also has the potential to foster a culture of ethics and sustainability in organizations, and to address non-traditional security challenges and promote economic self-reliance. Research design, approach, and method: This paper will conduct a literature review of the latest research on AI in HRM and its ethical implications. The review will examine the relationship between AI and the ethical dimensions of HRM, such as privacy, surveillance, bias, and discrimination. It will also discuss the role of AI in fostering a culture of ethics and sustainability within organizations, and how it can be utilized to address non-traditional security challenges and promote an independent and self-reliant economy. Main findings: AI in HRM raises significant ethical concerns, including privacy and surveillance concerns, the potential for bias and discrimination, and the risk of over-reliance on AI at the expense of human judgment. AI has the potential to contribute significantly to sustainable development by optimizing resource allocation, improving efficiency, and facilitating decision-making processes. It can also foster a culture of ethics and sustainability within organizations and address non-traditional security challenges. However, the potential negative impacts of AI on sustainable development, such as its significant energy consumption and the risk of job displacement, should not be overlookedPractical/managerial implications: To harness the potential of AI in HRM while mitigating its risks, it is crucial to establish best practices and guidelines for its ethical use. These should include defining clear goals and objectives for AI implementation, involving stakeholders in the process, ensuring data quality, continuously monitoring and evaluating AIdriven processes, and addressing ethical considerations. Organizations must also carefully consider and address the challenges of implementing AI in HRM, such as data privacy concerns, algorithmic bias, ethical considerations, resistance to change, integration with existing systems, ensuring AI complements human decision-making, legal and regulatory compliance, and skills gap."
8
Hamieddine, Chaymae, and Malika Akioud. "Energizing transformation: Exploring managerial innovation and organizational agility in Morocco." In XIX International May Conference on Strategic Management – IMCSM24 Proceedings. University of Belgrade, Technical Faculty in Bor, 2024. http://dx.doi.org/10.5937/imcsm24054h.
Повний текст джерелаАнотація:
In the whirlwind of challenges facing organizations today, their ability to adapt strategically and effectively determines their survival and success. In a world of constant change and omnipresent uncertainty, agility is becoming a vital skill for seizing opportunities and coping with a rapidly evolving environment. This is where managerial innovation comes into play, serving as an essential foundation for the transformation to an agile organization. It enables us to anticipate change, encourage creativity and adopt flexible approaches to thrive in a dynamic context. This research has two main objectives: to understand the impact of managerial innovation on the adoption of agile practices, and to identify the most effective strategies for fostering this transition to organizational agility. To do this, we will adopt an exploratory study methodology with a qualitative approach. We will delve into the existing literature on managerial innovation, agile practices and their interrelation, to unpack how organizations are approaching this transition. Our analysis will focus on the challenges encountered, the strategies deployed and the results obtained. The expected results of this study are twofold: a better understanding of the link between managerial innovation and organizational agility, as well as practical recommendations for organizations wishing to adopt agile practices. These findings could enlighten managers and decision-makers, helping them to successfully navigate the complex contemporary business landscape.
9
Herman, Cosmin, Carmen Epure, Anca Mustea, Ovidiu Morariu, and Elena Dochie. "SKILL GENERATOR ASSESSMENT GAME." In eLSE 2016. Carol I National Defence University Publishing House, 2016. http://dx.doi.org/10.12753/2066-026x-16-190.
Повний текст джерелаАнотація:
The workshop aims to show the methodes used for the developing of the transversal Skill Generator Assessment Game. The objectives are: - Enhancing digital integration in learning, teaching, training and youth work at various levels; - Promoting entrepreneurship education and social entrepreneurship among young people. The workshop describes the steps for developing an ICT-based education tool simulating real life situations in order to support apprentices/VET students to enhance and foster transversal skills needed by the current labor market. The score system embedded within the e-learning tool, instead, will provide a structure for the assessment of the skills developed. Due to the current labour market changes, there is a clear tendency towards the broadening of the required skills portfolio at all occupational levels, linked to "non-routine" tasks. For example, ICT professionals have to develop skills in marketing or management; services workers have to develop customer-oriented skills and digital literacy or tourism services professionals have to look for new ways to attract interest by potential clients. In many knowledge-intensive sectors, skills as managerial and scientific knowledge are in fact more and more frequently needed. This reflects the growing demand from employers for transversal key competences. These personal attributes enhance an individual's interactions, job performance and career prospects. The transversal skills are crucial for employees themselves as well. There are many youngsters choosing self-employment as an alternative option to the regular employment. Young people still in education or training have not yet acquired the necessary knowledge and experiences or skills needed to decide whether the self-employment is suitable as their future career. While hard skills include job specific knowledge, transversal skills relate to a person's ability to interact effectively with co-workers and customers and are broadly applicable both in and outside the workplace, such as problem-solving, analytical skills, self-management and communication skills and stress management skills. Beside the regular entrepreneurial courses focused on economy, business planning, financial management etc. it is crucial for these young people to develop transversal skills, promoting ones creativity, innovativeness, ability to work in team or communication skills. As the output will be an e-learning prodct will run within the Moodle e-learning platform as LMS providing an infrastructure for MOOC.
10
Budevici-Puiu, Liliana. "Epistemological Landmarks of the Specialists Managerial-Legislative Training in the Field of Physical Culture." In World Lumen Congress 2021, May 26-30, 2021, Iasi, Romania. LUMEN Publishing House, 2022. http://dx.doi.org/10.18662/wlc2021/10.
Повний текст джерелаАнотація:
Radical changes that take place in all society spheres (economic, social, political and cultural) of a state, directly and indirectly affect the development and functioning of the socio-economic system of physical culture and sports. A new category of human resources employed in the field of sports management is emerging, given that sports organizations are interested in forming a management system that ensures high performance, development opportunities and a stable market position. In the last decade, the system of physical culture and sports management has undergone substantial changes, as a result of the emergence of new sports events, the development of sports movement, the creation of innovative services and the production of special equipment / installations in accordance with the legislation in force, as well as due to modern trends in entrepreneurial activity in market conditions. The fulfillment of the management functions in these conditions, at a higher level, generator of performance and success can be ensured only by qualified persons who have received a special professional training (including additional, continuous training) and requalification. This training is necessary for all activities specific to the field of physical education and sports management, for the development and proper functioning of sports organizations. Management and marketing activities, innovative for physical culture and the national sports movement, require special knowledge, skills and an effective professional training of the specialists in the field.
Звіти організацій з теми "Managerial skills, change"
1
O'Shaughnessy, K. C., David Levine, and Peter Cappelli. Changes in Managerial Pay Structures 1986-1992 and Rising Returns to Skill. Cambridge, MA: National Bureau of Economic Research, June 2000. http://dx.doi.org/10.3386/w7730.
Повний текст джерела