To see the other types of publications on this topic, follow the link: EFFECTIVE MANAGEMENT IN THE ORGANIZATION.
Journal articles on the topic 'EFFECTIVE MANAGEMENT IN THE ORGANIZATION'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the top 50 journal articles for your research on the topic 'EFFECTIVE MANAGEMENT IN THE ORGANIZATION.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Browse journal articles on a wide variety of disciplines and organise your bibliography correctly.
1
Galandere-Zīle, Imandra. "The effective management approach: integration of business, quality management and knowledge management processes." Scientific Journal of Riga Technical University. Computer Sciences 38, no. 38 (2009): 131–41. http://dx.doi.org/10.2478/v10143-009-0011-0.
Full textAbstract:
The effective management approach: integration of business, quality management and knowledge management processesIn the nowadays' dynamic environment only those organizations can survive that are able quickly react to opportunities and threats from the environment and to produce innovation ideas and turn them into products and services at a quicker pace then the competition. Therefore organizations seek different ways how to get ahead competitors. As quality management and knowledge management have proved themselves as perspective fields author of the paper proposes the integrated approach of both areas in order organizations can gain the most possible benefit from applying them. This paper shows the deeper aspects of both of these fields from the point of view of the process approach. Here is discussed the interactions of quality management, knowledge management and business processes. An elaborated organizational business and quality management process chart shows how quality management processes support the organization's management by providing information about system effectiveness, process performance, customer satisfaction and requirements. This information can be successfully used as a basis for decision-making concerning the necessary improvements and organization future goals. An integrated organizational business, quality management and knowledge management process chart demonstrates how effective management of an organization's knowledge assets can help to improve the organization's tasks in the sense of organizational performance, effectiveness and innovations. This paper is a beginning of the research toward the development of knowledge management services for quality management.
2
Cherepovskaya, Natalya A. "Communication as an effective management tool." Theoretical and Practical Aspects of Management, no. 9 (August 24, 2020): 123–38. http://dx.doi.org/10.46486/0234-4505-2020-9-123-138.
Full textAbstract:
The article discusses the problems and importance of communication in organizations. Communications are the Foundation for managing the entire company, and the result depends on them, which will affect the success of the company. Communications play an informational role at start-up companies. The effectiveness of communication in an organization depends on its future fate as an economic entity, the fate of employees who work in it. Communication is a complex process that consists of interdependent steps. They form a mutual understanding between employees and managers. Communication in an organization is an exchange of information, through which the Manager receives the necessary information to make effective decisions and communicates these decisions to employees. The quality of communication depends entirely on the role and function of the Manager, who, when setting goals and tasks, plans to achieve successful implementation. The purpose of the study is to prove the prospects of the influence of communications as an effective tool for managing organizations and personnel. The objectives of the study are to identify factors that affect employees' ability to communicate. Determining their significance and the degree of perception of communication as an important condition for an effective organization that creates material values and distributes added value, including for staff. Their influence on non-communicative staff, creating conditions for active communication. Results. Using the methodology of institutional analysis, the need to improve the tools for effective management of the organization and personnel was identified. As a result of the research, the proposed recommendations can affect the effectiveness of economic indicators, a greater number of involvement of non-communicative personnel in the organization.
3
NECHAEVA, Marina L., Tat'yana N. KUTAEVA, and Ekaterina S. GUROVA. "Effective accounts receivable management." Finance and Credit 28, no. 1 (2022): 63–80. http://dx.doi.org/10.24891/fc.28.1.63.
Full textAbstract:
Subject. This article deals with the issues of effective management of receivables to ensure the financial sustainability of commercial organizations. Objectives. The article aims to study the concepts of receivables in the aspect of legal, accounting and economic approaches, analyze the methodology of accounts receivable management, and develop measures to manage it. Methods. For the study, we used analysis and synthesis, abstraction, generalization, and the economic analysis, statistical and economic methods. Results. The article presents methodological tools for managing receivables in order to improve the financial sustainability of commercial organizations. Conclusions. The proposed measures to manage receivables will contribute to effective control over the use of financial resources of the organization and timely adoption of management decisions.
4
Neely, Phillip R., and Michael Mosley. "COMMUNICATION PROBLEMS IN MANAGEMENT." International Journal of Research -GRANTHAALAYAH 6, no. 9 (2018): 34–40. http://dx.doi.org/10.29121/granthaalayah.v6.i9.2018.1204.
Full textAbstract:
An array of studies identifies that effective communication is imperative in the workplace to increase employee productivity and organizational performance. Despite the benefits that emerge in the use of effective communication strategies within an organization, many organizations face numerous challenges that emerge in communication breakdowns and disconnects. These challenges affect performance and compromise success. The intent of this paper is to use a mixed method approach that includes a literature review and gathering of primary data from questionnaires and interviews to determine the communication problems in management. The data analysis is achieved through qualitative and quantitative strategies. The study identifies that lack of effective communication is centered on the perceptions that exist within the workforce. Managers perceive that their strategies are effective when in some cases they are not. The study also identifies that tech-assisted communication systems would increase productivity. From these insights, it is imperative that organizations implement changes that will foster effective communication throughout the organization.
5
Budhathoki, Dhruba Kumar. "Quality Management: An Effective Approach to Success." Journal of Nepalese Business Studies 9, no. 1 (2016): 87–90. http://dx.doi.org/10.3126/jnbs.v9i1.14598.
Full textAbstract:
86 Product quality has entered the consciousness of organizations with a vengeance. It has become crystal clear that high-quality products have a distinct advantage in the market place, that market share can be gained or lost over the quality issue.Therefore, quality is a competitive priority. Quality is the only factor that ensures an organization's survival and growth. Quality focuses on meeting consumer need, meeting the competition, improving continuously and extending these concerns to all phases of business. Today, it has been well understood by managers that the real price of poor quality is lost consumers and ultimately, the death of an organization. Therefore to be successful in today's business environment ,organizations must pay attention to quality. Hence, a systematic procedure has to be evolved and followed and different concepts of quality management have to be understood clearly for designing and executing the quality management programme effectively.Journal of Nepalese Business Studies Vol. 9, No. 1, 2015 pp. 87-90
6
Martin, Donald R. "Dimensions of Effective Political Performance In Organizational Information Generation." Journal of Applied Business Research (JABR) 2, no. 3 (2011): 21. http://dx.doi.org/10.19030/jabr.v2i3.6566.
Full textAbstract:
This paper furnishes a theoretical description of what constitute effective political behavior while generating information within an organization. Organizational uncertainties are described as forces that politicize an organizational climate and motivate organizational members to behave politically. The self-monitoring construct is integrated as a way of delineating dimensions of effective political performance within organizations.
7
Brunsson, Karin. "Effective or Stupid? – A Note on the Organizational Economy." management revue 31, no. 1 (2020): 92–109. http://dx.doi.org/10.5771/0935-9915-2020-1-92.
Full textAbstract:
The paper builds on the assertion that formal organizations were established to pursue specific interests. Management should contribute to organizational success, but which type of management is most effectual was debated for over one hundred years. The debate, including self-referential criticism, helped strengthen the idea of the formal organization, making effectiveness a legitimate and taken-for-granted managerial objective. This, in turn, helped sustain the organizational economy. The paper makes a distinction between intentional stupidity - designed for individuals within organizations, and accidental stupidity - the effects of organizational egoism on global sustainability. It suggests that there are echoes of the past not yet listened to, but with potentially radical implications for the world economy.
8
Malyi, V. V. "Management decision as a component of effective organization management." Vìsnik farmacìï, no. 4(80) (December 1, 2014): 53–58. http://dx.doi.org/10.24959/nphj.14.2013.
Full text
9
Wong, Veronica, Vivienne Shaw, and Peter J. H. Sher. "Effective Organization and Management of Technology Assimilation." Industrial Marketing Management 27, no. 3 (1998): 213–27. http://dx.doi.org/10.1016/s0019-8501(97)00048-5.
Full text
10
Germaniuk, N. "MODERN PRINCIPLES OF EFFECTIVE MANAGEMENT IN ORGANIZATION." Investytsiyi: praktyka ta dosvid, no. 20 (October 30, 2021): 43. http://dx.doi.org/10.32702/2306-6814.2021.20.43.
Full text
11
Ott, Dana L., Julia Louise Tolentino, and Snejina Michailova. "Effective talent retention approaches." Human Resource Management International Digest 26, no. 7 (2018): 16–19. http://dx.doi.org/10.1108/hrmid-07-2018-0152.
Full textAbstract:
Purpose This paper aims to review the talent management literature to identify ways in which organizations can practically and effectively improve talent retention. Design/methodology/approach This paper defines talent and talent retention and explains why retaining talent is so important and why talent leave. Then, it reviews existing literature from scholarly journals and practitioner reports and identifies and discusses means by which organizations can improve their talent retention. Finally, this paper outlines some important lessons that are relevant to all organizations when considering talent retention. Findings The review of the talent management literature identifies four ways that organizations can improve their talent retention: developing a solid organizational culture and strong values, providing applicable and dynamic training, fostering an engaging work environment, and offering clear and suitable career advancement opportunities. Originality/value The four practical ways to effectively improve talent retention discussed in this paper demonstrate that retaining talent requires more than just a competitive salary package. Talent want to work for and stay at an organization that has similar values, provides training opportunities, fosters engagement and offers career advancement.
12
Najar, Boushara Waked. "Management Styles - Management Combines." Journal of Education and Culture Studies 4, no. 3 (2020): p14. http://dx.doi.org/10.22158/jecs.v4n3p14.
Full textAbstract:
A manager who wants to be a good manager must choose a management style that suits him and the atmosphere that surrounds him so that he can match the situation. A good manager is a manager who handles the design and construction of the team that surrounds him, and he must also handle his organizational processes in order to achieve the desired goals. The characteristics of the manager that he must know how to produce a group atmosphere and cooperation. Also he should have a balanced self-vision. (Management of inadequate reasons and treatment, Edges, 1979). A good manager should be interested in having his organization run in a way that allows him the cooperation and the teamwork and it is important that the manager should be one of the team members. Research Question: How do care managers to combines people and tasks in different Organizations? The good and effective manager is the one who can manage his organization in cooperation between the employees and he needs to have an interrelationship between them and that he believes in his team, he must also provide them with the best professional conditions for the success of the organization and the tasks. Therefore, an effective and integrated manager will have the ability to cooperate and be able to lead people and motivate them instead of managing them and imposing tasks on them and carrying out the tasks out of subordination and fear.
13
Vorontsova, Yu V., and V. N. Baranov. "Transversal approach to digital risk management." E-Management 3, no. 4 (2021): 49–56. http://dx.doi.org/10.26425/2658-3445-2020-3-4-49-56.
Full textAbstract:
The article presents a brief overview of digital risks, since their management is an integral part of business management. Digital transformation opens up incredible opportunities for both organizational growth and value creation. However, none of these opportunities can be realized without taking into account the associated risks. An increasing number of organizations are becoming vulnerable to certain types of digital threats. Risk management is critical to the sustainability of an organizations, and understanding risk areas is critical to identifying and eliminating all the risks that an organization may be exposed to in a digital environment. For effective management of digital risks, the authors highlight those their areas that seem to be the most significant.The paper emphasizes three approaches to mitigating digital risks: tactical, operational and strategic. When studying the main areas of the emergence of digital risks in an organization, the authors concluded that it is necessary to develop a universal approach to creating an effective risk management mechanism in the digital environment. Within this approach, the article formulated the main stages of digital risk management.As an effective toolkit in managing digital risks of an organization, the paper proposes to use a transversal approach, that is, the organization of such connections, interaction and cooperation between individual employees and divisions of the organization, which allow you to effectively implement processes associated with risk identification, their analysis, and decision-making aimed at minimization of possible negative consequences of already occurred risk events. At the same time, effective management of digital transformations to ensure cross-functional synergy presupposes the elimination of risks arising from interdependent processes. The study also proposes to develop a digital risk management strategy based on a transversal approach in integration with the digitalization strategy already being implemented in the organization. This approach will allow the organization to feel more confident in the future when implementing and using innovative technologies to solve the problems it faces.
14
Koohang, Alex, Joanna Paliszkiewicz, and Jerzy Goluchowski. "The impact of leadership on trust, knowledge management, and organizational performance." Industrial Management & Data Systems 117, no. 3 (2017): 521–37. http://dx.doi.org/10.1108/imds-02-2016-0072.
Full textAbstract:
Purpose The purpose of this paper is to build a research model that examines the impact of leadership on trust, knowledge management and organizational performance. Design/methodology/approach An instrument containing six constructs (leadership: leading organization; leadership: leading people; leadership: leading self, trust, knowledge management and organizational performance) was designed and administered to subjects from all levels of management in various organizations in nine regions of the USA. Collected data were analyzed using partial least squares path modeling to test the hypotheses. Findings The study’s findings revealed positive and significant linear connection among leadership (leading organization, leading people and leading self), trust, knowledge management and organizational performance. Practical implications The findings imply that effective leadership (leading organization, leading people and leading self) contributes to elevated trust among people, promotes the successful implementation of knowledge management processes, and in turn enhances organizational performance. Therefore, leadership training and development must be a top strategic priority for any organization. Originality/value This study enriches the literature by demonstrating that effective leadership stands as the bedrock of the elevated trust, the successful knowledge management processes and the enhanced organizational performance.
15
Brlečić Valčić, Sonja, Mira Dimitrić, and Martina Dalsaso. "Effective Project Management Tools for Modern Organizational Structures." Journal of Maritime & Transportation Science 51, no. 1 (2016): 131–45. http://dx.doi.org/10.18048/2016.51.09.
Full textAbstract:
Project management is an important business operation factor for the majority of modern companies and public administrations. Therefore, its efficiency represents a challenge to all project teams and depends on the organizational, resource-based and technical complexities. Numerous studies are thus related to the project management efficiency and techniques of its application. In this context, modern business strategies oriented toward the creation and retention of value recognize the importance of the relationship between project management and company organization and management. In order for the system to completely satisfy the purpose, numerous factors should be brought in harmony, from working processes to systems of planning, reporting and analysis. In this paper, the advantages and disadvantages of existing systems for monitoring of project management within modern organizations are presented and the model for effective project management is accordingly proposed with the aim of eliminating disadvantages of business processes and planning procedures.
16
Kenny, John. "Effective Project Management for Strategic Innovation and Change in an Organizational Context." Project Management Journal 34, no. 1 (2003): 43–53. http://dx.doi.org/10.1177/875697280303400106.
Full textAbstract:
Projects are a means of implementing strategy; the relationship of project management to strategic implementation in an organization is explored. Some of the recent project management literature is examined and a case study from the education sector is used to consider how to effectively link project management to organizational strategic processes. Project management techniques have been used very successfully in a wide range of areas. They are routinely applied in IT developments, building, government, and education. Recent thinking has raised questions about how to more closely match the techniques to the nature of individual projects. The nature of different types of projects is explored through consideration of projects involving high levels of change, and/or innovation. By their nature, the final outcomes of such projects are not clearly defined and their execution may require many iterations of development. A means of categorizing projects within an organization is developed. This, along with a set process guidelines, will enable an organization's management to more effectively consider the implications of implementing strategic projects. Monitoring such projects can present problems in an organization when management accountability mechanisms demand results and rigid processes are imposed.
17
Mahesh, V. S. "Effective Human Resources Management: Key to Excellence in Service Organizations." Vikalpa: The Journal for Decision Makers 13, no. 4 (1988): 9–16. http://dx.doi.org/10.1177/0256090919880403.
Full textAbstract:
A service organization differs from a manufacturing industry in several ways. Most importantly, the sale, production, and consumption take place almost simultaneously. Over 90 per cent of relevant activities is beyond the immediate influence of management. Effective human resources management becomes the key to building excellence in service organizations. Based on his experience with the Taj Group of Hotels, Mahesh identifies eight human resources management factors as crucial for any organization striving for service excellence.
18
Hagsall, Alon E., Niv Ahituv, and Nili Naveh. "Effective assimilation of technological innovation in an organization characterized ?as a Complex Adaptive System." Journal of Innovation Management 7, no. 2 (2019): 38–58. http://dx.doi.org/10.24840/2183-0606_007.002_0004.
Full textAbstract:
Purpose: Most organizations seek for innovative solutions to address tabulate changes and competition. However, each organization is required for rapid and effective processes of assimilating technological innovation into its operational activities. Consistent with previous studies, the aim of this study was to understand whether an organization characterized as CAS (Complex Adaptive System) could positively affect the process of assimilating technological innovation through supporting the development of knowledge workers. Such workers deal mostly with changes. Hence, they possess the ability to combine personal benefits with organizational goals, they are sensible to changes in the environment, they understand the integration of information required for such a process, and they need the ability to socialize among themselves.
 Design/methodology/approach: A sample of 300 employees in organizations of different sectors responded to an online questionnaire, which examined their attitude towards technological innovation in correlation with the level of organization's CAS characteristics. Pearson and regression analyses were used to examine the relationships between the functioning of the workers as CAS fractals[1] and their attitudes toward the process of assimilation of technological innovation.
 Findings: Workers who function as “fractals”, namely as knowledge-worker in organizations having the characteristics of CAS, were able to combine personal benefits with organizational goals. They had sensitivity to changes in the environment, integration of the information required for the process and the ability to socialize among themselves. These abilities of knowledge workers have significantly influenced the development of positive attitudes towards the process of assimilation of technological innovation, a better understanding of the technology and the advantages they gain from it, which make them ready to be involved in the process.
 Practical implications: The practical contribution of this study is the ability to best portray the characteristics of an optimal work environment in an organization that wishes to undergo assimilation processes, technological innovation, management and dissemination of relevant knowledge for the organization's use. Such an organization is required to provide its employees with a degree of operational autonomy enabling them to interweave personal interests and organizational goals, and to be involved and to influence the processes of assimilating technological innovation in the organization. The organization should also maintain a high level of updating, transparency, and transfer of knowledge from outside into the organization. In addition, investment in information systems for the information integration provides the employees with the possibility of social networking during their work.
19
�������� and Mikhail Nikolaev. "Application of Information Resources for Effective Management of Educational Organization." Standards and Monitoring in Education 2, no. 4 (2014): 62–64. http://dx.doi.org/10.12737/5877.
Full textAbstract:
The article reviews components of information resource of an executive, which promote more effective educational organization management (legal
 and organizational support of the information environment of the educational institution; hardware and software information environment for the
 organization of teaching and ancillary staff�s activities in the medium itself, educational and methodological filling with informational and educational
 resources). Software and hardware components of the information environment of the educational organization is represented by a list of automated
 software systems and informational complex created for the electronic management of the organization and the effective interaction of educational
 organization�s collective (NetSchool, �1C: 5 School Education", "Virtual School Cyril and Methodius", dnevnik.ru, DigitalEducation). The examples of informational
 complexes for the heads of educational institutions can be: electronic resources on the topic of management of publishing firm "September",
 expert-legal electronic system of "Education".
20
Svarytė, Laura, Inga Staškevičiūtė-Butienė, and Dino Mujkic. "THE COMPARATIVE ANALYSIS OF THE MANAGEMENT CULTURE IN BASKETBALL CLUBS." Laisvalaikio tyrimai 1, no. 7 (2016): 1–11. http://dx.doi.org/10.33607/elt.v1i7.229.
Full textAbstract:
Relevance. Sports organizations differ in part from other organizations in their specific activities, management models and the final result of aspiration. One of the most effective and successful sports organization principles is good sports results, continuous, purposeful sports management, and organizational work. Under changing market conditions, many sports organizations are forced to find ways to improve their performance. For sports organization's objectives, of great importance are teamwork, combining human skills, thinking and other factors into a single whole –a target. However, many sports organizations focus on their operational efficiency by the results, and rarely provide different evaluation standards. Therefore, it is important to investigate what determines successful, efficient sports organizations’existence and survival. This article intends to link the sports club management culture with it sachievements –operational efficiency.Research aim was to distinguish the elements of management culture and perform basketball club management culture comparative analysis. Methods. The study employed a structured questionnaire which consisted of 146 statement sand 6 demographic questions. By using Cronbach’salpha coefficient the reliability of the questionnaire (0.987) and the internal consistency of this questionnaire were validated. Two basketball teams of women and men were investigated. Each team had 15 athletes and five administrative (coach, doctor, physical fitness coach, director, president) members. Results showed that substantial differences in management culture were not observed, but the difference emerged comparing results by position: the players assessed management culture worse than the administration. Regardless of the team, the administration was inclined to consider the management culture more positively than the players. Analyzing the elements of management culture, it became clear that the biggest differences in management culture emerged in organizational learning and systemic thinking. The study revealed the leadership of the dominant group. Also, the results of analysis showed that the players were not interested in improving the efficiency of the organization because their goal was to strengthen teamwork and individual game results.In both cases management culture was assessed similarly (club I collected 4.53 points overall, club II–4.57). Regardless of the club, the players were inclined to be more skeptical about basketball team management culture and its individual elements than the administration. The management culture was rated according to seven components and organizational openness in both clubs was assessed as the weakest, but club II assessed systemic thinking as the best, and club I assessed organizational intelligence as the best.Conclusions. Organizational culture and management culture are essential and integral elements for effective sports performance. Organization culture consists of values, behavior al norms, traditions, dedication, loyalty, and employee behavior; co-operation with each other is all that is necessary if the team wants to be effective and viable. Sports organization requires management culture, which includes its mission, vision, adaptation of the organization, effective participation in the organization.In order to improve management culture, it is advisable to take greater account of the external and internal openness to efficient club activities; to increase the players’involvement in the activities of the club and thus reduce the digital divide between the club’s players and management of the administration of cultural assessment
21
Pereira, Leandro, António Fernandes, Mariana Sempiterno, Álvaro Dias, Renato Lopes da Costa, and Nélson António. "Knowledge Management Maturity Contributes to Project-Based Companies in an Open Innovation Era." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (2021): 126. http://dx.doi.org/10.3390/joitmc7020126.
Full textAbstract:
Knowledge is a crucial asset for any organization nowadays. Despite the temporary nature of projects, proper knowledge management can improve outcomes and benefit future endeavors. However, an effective knowledge management system has to be tailored to each organization. Therefore, it is extremely important to assess the stage of knowledge management (KM) maturity of an organization. The present study analyzed the general maturity level of European project-based organizations. The analysis was performed to understand the maturity of the knowledge management cycle’s phases and it was possible to distinguish which phases were more developed and what are the main steps to create effective organizational learning in a project-based organization. Overall, European-based project-oriented organizations are halfway through the implementation of KM systems. While the need for a proper system has already been acknowledged, the infrastructure to support it still needs to be developed so proper measures can be put in practice.
22
Slater, Stanley F., and John C. Narver. "Market Orientation and the Learning Organization." Journal of Marketing 59, no. 3 (1995): 63–74. http://dx.doi.org/10.1177/002224299505900306.
Full textAbstract:
Effective organizations are configurations of management practices that facilitate the development of the knowledge that becomes the basis for competitive advantage. A market orientation, complemented by an entrepreneurial drive, provides the cultural foundation for organizational learning. However, as important as market orientation and entrepreneurship are, they must be complemented by an appropriate climate to produce a “learning organization.” The authors describe the processes through which organizations develop and use new knowledge to improve performance. They propose a set of organizational elements that comprise the learning organization and conclude with recommendations for research to contribute to the understanding of learning organizations.
23
Piterskaja, V. M. "The value management model of project-oriented organization." Transport development, no. 1(2) (June 27, 2018): 48–56. http://dx.doi.org/10.33082/td.2018.1-2.05.
Full textAbstract:
In the article, based on the proposed value management model of a project-oriented organization, the resource value of a knowledge-based organization, as well as its internal and external energy, is determined.The model proposed in the work is aimed at forming of portfolio or program of projects that are effective for achieving the strategic goals of a project-oriented organization. The definition of dominant values allows forming of a value-oriented development portfolio, that allow movement of the project organization to a new level of competitiveness. The main position in the structure of modern science is the definition of energy − a single measure of various forms of movement and synergy of substance. Full value of the organization as a system, can be considered as the sum of its internal and external values. Internal value includes the value of all the organization's resources and is a function of its state.The external value of the organization describes its synergy with other organizations and with environment. External value consists of the kinetic and potential components. The value-based project's approach is best suited to the challenges of the global economy and global competition. Using of the value approach in management of the project-oriented organization allows solving of a complex of tasks for calculating of project value for all stakeholders, forming of an effective portfolio of organization's projects, assessing of the effectiveness of various types of organization resources, assessing of the achievability of strategic goals without attracting external sources of value.
24
DOROSHUK, Hanna, and Dmytro KOROBCHUK. "Methods and tools of change management." Economics. Finances. Law, no. 5/3 (May 29, 2020): 39–42. http://dx.doi.org/10.37634/efp.2020.5(3).10.
Full textAbstract:
Introduction. The chain of change that is currently shaking the world and caused by the pandemic requires from organizations to adapt quickly and take anti-crisis measures. The purpose of the paper is to systematize and supplement the methods and tools of change management. Results. In the article the possibility and necessity of change management in unpredictable environmental conditions are investigated. Change management is defined as a type of management activity within the management system of the organization, aimed at managing the transition of the organization to new operating conditions, which allows to realize the greatest potential of the organization in the dynamics of environmental change. Classifications of change management methods, which in the conditions of formation of self-learning organizations, are proposed and supplemented by methods of organizational training and methods of formation of organizational culture. The classification of methods and tools of change by the nature of impact, by the timing of implementation, by the objects of change, depending on the model of the enterprise are systematized and by methods of organizational culture management and organizational training methods depending on the training cycle and object are supplemented. Conclusion. The research summarizes the following results: methodological foundations of change management require a wide range of methods and tools, which will be constantly expanded, due to significant changes in the external environment and the emergence of a new type of organizations that become effective in such an environment. Therefore, it is advisable to supplement the methods of change management with methods of organizational learning and methods of managing organizational culture. This combination of methods realizes the possibilities of regulating change management, while methods of organizational culture management and methods of organizational learning offer a slow result, but have a significant impact on the organization, providing change at a deeper level.
25
Wiener, Carlie S., Malia A. J. Rivera, Robert J. Toonen, et al. "Creating Effective Partnerships in Ecosystem-Based Management: A Culture of Science and Management." Journal of Marine Biology 2011 (2011): 1–8. http://dx.doi.org/10.1155/2011/241610.
Full textAbstract:
An ecosystem-based management research partnership between the Hawai‘i Institute of Marine Biology and Office of National Marine Sanctuaries, specifically with the Northwestern Hawaiian Islands Coral Reef Ecosystem Reserve and, later, the Papahānaumokuākea Marine National Monument, provides a case study to analyze integration of scientific research into management plans through collaborative communications. Ecosystem-based management seeks input from disparate stakeholders and requires effective communication systems for the public, science, and management partners that bypass differences in organizational culture and communication styles. Here, we examine a successful partnership within the framework of ecosystem-based management to survey and evaluate cultural differences, understand what facilitates collaborative communication, highlight factors that impede a successful partnership, and identify areas for improvement. Effective communication has been achieved through an analysis of the organizations cultures and structures to better define communication links. Although specific differences were noted in organization and style, successful integration was accomplished through techniques such as the development of symposia and semiannual reports. This paper will explore the organizational culture analysis and structure evaluation, which are components of a larger study. This science management integration project is an example of how organizational analysis can lead to recommendations for improved communication and integration of science and management.
26
Dehbid, Mehdi, and Ayeh Vilkey. "Strategic Marketing Management with Japanese Management Approach." Journal of Politics and Law 9, no. 10 (2016): 172. http://dx.doi.org/10.5539/jpl.v9n10p172.
Full textAbstract:
<p>Extensive and comprehensive political, economics, technological differences and related crisis have caused organizations to encounter many challenges in directing activities and maintaining their position in a competitive environment. Strategic management is known as an efficient solution for institutes in dynamic environments.</p><p>Strategic marketing management determines and plans marketing strategies and implements them with a clear understanding of the organization`s mission, the assessment of environmental factors, checking the organization’s situation, and exploring opportunities in the market.</p>Strategic management process is a guidance to execute organization activities besides organization type or size. This process can be used by organizations in terms of marketing. The basic steps of strategic marketing management are similar for all types of organizations like organizations related to manufacturing industries, while importance of each step is different to others depending on effective environmental factors on the institute. In the present paper, these steps and some examples of their application are explained.
27
Mushtaq, Khawaja Asif. "Understanding of Contemporary Human Resource Management." International Journal of Scientific & Engineering Research 11, no. 7 (2020): 1197–212. http://dx.doi.org/10.14299/ijser.2020.07.04.
Full textAbstract:
In recent era human resource management (HRM) got a considerable popularity and attraction among corporates. Chief operation officers of corporate world are enthusiastically engaging in HRM to understand its financial worth for the organizations. Human resource management (HRM) is a set of formal systems of an organization that ensures the most effective and efficient use of available human capital for the attainment of organizational objective. Human Resource management has become the best source for organizational competitive advantage.
28
Koleci, Baki, and Violeta Koleci. "ORGANIZATIONAL STRUCTURE OF THE MANAGEMENT IN THE FIELD OF TOURISM." Knowledge International Journal 26, no. 6 (2019): 1653–56. http://dx.doi.org/10.35120/kij26061653k.
Full textAbstract:
Organizations Depending on the type of activity they exercise their size, geographical distribution, leading ideology, and the environment in which they operate, they select a suitable organizational structure. The organization's structure is static, it reflects the state of the organization, only at a certain moment, as decentralized as an organization, and it is harder for managers to impose bureaucratic norms. Organizational structuring is one of the issues that has always attracted the attention of scholars and practitioners. Drucker underlined that "A good organizational structure does not bring a good performance on its own, but a bad organizational structure makes it impossible to perform well, no matter how good it is to be its managers. All small or large, private or public, profit-oriented or not, regardless of the areas where they exercise their activity, have a common thing: the "need to manage". Each of them for the achievement of the final goal engages a variety of human, matrix and financial resources. The term management has many dimensions and definitions, which varies more than the description made to its functions. Researcher Brech defines management as "A social process that has the responsibility for planning and effective and economical regulation of an organization's operations in order to achieve a goal or a given task".
29
Leonov, Yaroslav V. "Marketing approach in sports industry management." Economies' Horizons, no. 2(9) (June 8, 2019): 106–11. http://dx.doi.org/10.31499/2616-5236.2(9).2019.228691.
Full textAbstract:
The purpose of the research. There is a definition of the benefits of using a marketing approach to the management of the sports industry. Methodology. In the course of the study, such methods were used: generalization, analysis, synthesis, induction. Results. The article considers the role of marketing management in the development strategy of a sports organization. In market economic relations, the development of a sports organization can be successful and effective only on the basis of the concept of marketing. The modern conditions of functioning of sports organizations are determined. The development of sports organizations in Ukraine is constrained by the imperfection of current legislative and regulatory documents of all levels, which does not allow the introduction of modern organizational, financial, economic, innovative and marketing technologies to ensure effective functioning. The importance of the marketing approach in the management of a sports organization in modern business conditions is shown. The marketing approach in the management of a sports organization means a systemic, program-targeted mechanism of interaction of marketing and management tools to adapt the organization to changes in the market environment to meet the needs of users of sports products and the organization's goals for efficient use of resources. It is proved that the use of marketing approach in the management of a sports organization provides feedback to users of a sports product and allows you to develop measures that best meet customer demands and respond quickly to constant changes in the market environment. On the basis of the conducted market research of the market of a sports product and definition of potential of development of the sports organization the directions of maintenance of its competitive advantages are formed. Summarizing the obtained results, the relationship between the purpose for which the respondents use the sports product and the priorities of the sports organization (sports school) when choosing a sports school is established. It was determined that the motives of parents were divided into three dominant groups, which correlated with the largest number of indicators (correlation coefficient - 0.87). The target audience focuses on the condition of the material and technical base, the qualification of the coaching staff and the number of trained champions. Practical meaning. Marketing measures to increase the efficiency of sports product promotion are proposed: to actively implement creative, creative approaches with the use of modern management technologies. Prospects for further research. The need to justify a marketing approach in the management of a sports organization will be determined, which will allow to adapt to market changes to market changes and create a more qualitative and relevant sports product.
30
Okolie, Ugo C., Osahon G. Omole, and Abdulfatai Yakubu. "Leadership and Effective Human Resource Management in Organization." RUDN Journal of Public Administration 8, no. 3 (2021): 277–96. http://dx.doi.org/10.22363/2312-8313-2021-8-3-277-296.
Full textAbstract:
Outstanding leaders combine good strategic substance and effective interpersonal processes to formulate and implement strategies that produce results and sustainable competitive advantage. In todays competitive business environment, the defining success factor is essentially leadership with the potential of transforming its employees into a willing and winning team with the appropriate synergy to actualize collectively determined corporate missions and aspirations. The contemporary dynamics in the operating environment of business calls for leadership orientations which recognize that employees have emotional dividends to satisfy at workplace and should, thus, be managed in such a way that they are always able and willing to achieve enhanced performances. It is against this backdrop that this paper underscores the indispensability of leadership in the dayto-day dynamics of the organization and suggests a ramifying range of leadership styles that potentially conduce to optimal human resources management and performance. This paper utilized the methods of qualitative and syntheses of scientific literature as it relies on secondary data collected from books and journal articles, and were content analyzed in relation to the scope of the paper. Finally, the paper concludes that leadership synergizes the human resource and ensures that they continuously create value for the various stakeholders in the organization.
31
Mosamim, Parwiz, and Sinta Ningrum. "Holacracy and Hierarchy Concepts: Which One is More Effective in an Organizational Leadership and Management System?" Malaysian Journal of Social Sciences and Humanities (MJSSH) 5, no. 12 (2020): 257–71. http://dx.doi.org/10.47405/mjssh.v5i12.600.
Full textAbstract:
This paper discusses the importance of installing holacracy practices in the organizations’ core values instead of hierarchy. Since the organizational structures of holacracy and hierarchy are different, the current study aims to compare the functions of both concepts in terms of the management system. Holacracy suggests a more decentralized structure, while hierarchy stands on a centralized one. In holacracy concept, power moves from leaders to processes in an organization as a whole. Further, holacracy also provides a concrete framework for encoding autonomy, agility, and purpose-alignment into the organization’s DNA. Somehow holacracy replaces the conventional management hierarchy with a new structure. In holacracy, instead of operating top-down, power is distributed throughout the organization – giving individuals and teams freedom while staying aligned to the organization’s purpose. This concept has recently been accepted & implemented in some organizations worldly. In this case, the current study aims to concentrate on the main values of holacracy and finds out that what it can really bring for the organizations.
32
Didur, Hanna, and Nataliia Smyrnova. "PERSONNEL MANAGEMENT SUBSYSTEM AS A COMPONENT OF AGRICULTURAL ORGANIZATIONS MANAGEMENT." Economic Analysis, no. 28(1) (2018): 222–30. http://dx.doi.org/10.35774/econa2018.01.222.
Full textAbstract:
Introduction. The practice of modern enterprises activity suggests that it is impossible to ensure the efficiency and competitiveness of the organization as an integral system without effective personnel management. However, in the agrarian enterprises of Ukraine, the formation of an effective system of personnel management remains without due attention. Purpose. The article aims to identify the features and to find out the ways to form an effective subsystem of personnel management in agrarian organizations. Method (methodology). We have used the following methods in the course of the research: methods of critical and structured analysis; monographic method, method of trend analysis. Results. The problems of personnel management in agricultural enterprises of Ukraine have been investigated. The components of the personnel management subsystem in the organization management have been determined. Hierarchical levels of personnel management functions subordination have been selected. The directions of the personnel management system improvement in agrarian enterprises have been offered. Scope of results. The results of the research can be applied to improve the management of agrarian organizations through the formation of an effective personnel management subsystem.
33
Trent, Robert J. "Becoming an effective teaming organization." Business Horizons 47, no. 2 (2004): 33–40. http://dx.doi.org/10.1016/j.bushor.2003.08.001.
Full text
34
Lateef, Ayinde, and Funmilola Olubunmi Omotayo. "Information audit as an important tool in organizational management: A review of literature." Business Information Review 36, no. 1 (2019): 15–22. http://dx.doi.org/10.1177/0266382119831458.
Full textAbstract:
This article considers information as a strategic asset in the organization just as land, labour and capital. It elaborates how information assets help organizations to meet its organizational objectives and also examine issues that led to the proliferation of information assets; because of the proliferation of data and information, it becomes difficult for organization to make effective use of these information assets to meets its objectives. This leads to management of information assets and management of information risk. These two areas are critical to organization. It was concluded that information audit is the effective tool that could be used to manage the information asset and information risk. Also that information policy should be drawn; information professional should be among those handling information-related issues.
35
Ford, Robert C., and W. Alan Randolph. "Cross-Functional Structures: A Review and Integration of Matrix Organization and Project Management." Journal of Management 18, no. 2 (1992): 267–94. http://dx.doi.org/10.1177/014920639201800204.
Full textAbstract:
In this article, we review and summarize the literature on crossfunctional organization forms that has been published since 1976. We focus on the commonalities of the literatures that deal with matrix organization and project management. With a definition of cross-functional organization in hand, we review the literature for advantages and disadvantages of these organization forms, ending the section with a discussion of the great needfor empirical research to resolve numerous questions and paradoxes. Finally, we review a model for effective cross-functional organizations, comprising environmental influences, organizational characteristics, project characteristics, project team characteristics, project leader characteristics, and project effectiveness. Each section ends with a discussion of needed research, and the article ends with a call for research and theory building regarding cross-functional organizations, which continue to grow in application importance.
36
Babatunde, Adetunji, Onubaiye Abdul, and Roseline Eyo. "COLLABORATING AS AN EFFECTIVE STRATEGY FOR CONFLICT MANAGEMENT IN THE ORGANIZATION." International Journal of Innovative Research in Social Sciences and Strategic Management Techniques 9, no. 1 (2022): 115–22. http://dx.doi.org/10.48028/iiprds/ijirsssmt.v9.i1.11.
Full textAbstract:
Conflict is part of every organization, formal or informal. Conflict occurs when employees with different backgrounds and priorities work together. There are expressed in numerous ways such as insults, noncooperation, bullying, and anger. Its causes can range from personality clashes and misunderstood communication to organizational mismanagement. There are various styles of conflict management. This study aims to examine the concepts of conflict and conflict management strategies in the organization. The paper is descriptive and qualitative in nature. Data are obtained primarily through secondary sources and analyzed through content analysis. The study leverages Kenneth W. Thomas and Ralph H. Kilmann's (2015), model of conflict styles and identifies collaborating as one of the most effective strategies of conflict management in the organization.
37
Mosca, Joseph B., Linda Puches, and John Buzza. "Human Resource Managers Impliment Effective Organizational ChangeThrough Leadership & Process Management." International Journal of Management & Information Systems (IJMIS) 19, no. 4 (2015): 115. http://dx.doi.org/10.19030/ijmis.v19i4.9441.
Full textAbstract:
Organizational restructuring has been the reaction to business trends and economic fluctuations and is a continuing, sound practice. The perception of doing business has changed and so have the awareness, expectations, and values of employees. It is evident that if organizations and managers of the future are to survive, they must continually adapt their methods of operating to new situations and a diverse workforce.Without visionary leaders, organizational change may not work. Old theories of authoritative leadership have proven to be ineffective in today’s environment. Successful change must focus on tasks, bottom-up feedback, employee participation at all levels and skilled leadership. All of this is possible by transforming the organization with an organic structure comprised of innovative, democratic leaders. The U.S. has experienced many economic changes and this paper wants to focus on manufacturing that these authors believe will be on the up-swing as the trend of “Made in America,” is beginning to take hold.
38
Yang, Zhen. "On the Influences of Information Transmission Mode Changes upon the Organizational Structure." Applied Mechanics and Materials 513-517 (February 2014): 1676–79. http://dx.doi.org/10.4028/www.scientific.net/amm.513-517.1676.
Full textAbstract:
Information transmission is widespread in business process of the organizations. In order to facilitate access to information transmission, this article divides information transmission into three categories: process, rules as well as tricks and set up the flow chart with various factors of communication and information among organizations. This paper proposes the double closed-loop organization model, a reconstruction method based on information management. Through the study of the effective management of information, the organization of information is enriched and the sharing of information is enhanced. Therefore, the organization has a certain intelligence, which provides theoretical guidance for the organizational reconstruction.
39
Miheenkova, T., K. Morozova, and A. Lobacheva. "Digital Footprint Management as an Effective Tool for Creating University Positive Image." Management of the Personnel and Intellectual Resources in Russia 10, no. 2 (2021): 51–54. http://dx.doi.org/10.12737/2305-7807-2021-10-2-51-54.
Full textAbstract:
The article reveals the essence of the concepts of " active digital footprint", "passive digital footprint" and "digital shadow" of a person and organization, as well as their components and interconnection. In the essay, the authors substantiated the importance of a conscious approach to the formation of a digital footprint of an organization and its employees. It also describes how an employee’s digital footprint affects a company's digital footprint and it’s brand. We mentioned organizations that create or track the digital footprint of other organizations and described the principles of their actions. We gave recommendations that are aimed at creating a positive digital footprint of educational organizations through the management of the digital footprint of employees. The recommendations were developed based on the analysis of the digital footprint and digital shadow of the State University of Management, which is actively working on its image.
40
Junaid, Muhammad Rizwan. "The Integration of Knowledge Resources and Logistic Resilience for Effective Disaster Management." Organization Theory Review 2, no. 1 (2018): 17–31. http://dx.doi.org/10.32350/otr.0201.02.
Full textAbstract:
Rapid population growth, changing weather conditions and an increasing number of natural disasters have left human beings more vulnerable and exposed to nature’s onslaught. Disaster Management Organizations (DMOs) need to be more resilient, responsive and effective to counter these natural hazards and should not leave any stone unturned in order to play their pivotal role in rescue, relief and rehabilitation. Organizational knowledge and logistics are two core factors considered most significant in transforming a DMO into a resilient organization that can shoulder its due responsibility in a plausible and desired manner. This paper is an initial attempt that discusses the integration of knowledge resources and logistics to accelerate the process of the said transformation.
41
Alifanova, T. I. "Effective Management of Crisis Communications." Management Science 11, no. 3 (2021): 61–70. http://dx.doi.org/10.26794/2404-022x-2021-11-3-61-70.
Full textAbstract:
In a view of the fact that in modern realities of post-industrial information society, the share of intangible assets in the companies' value has significantly increased. The monetized value of an organization's reputation is a part of such assets which is mainly determined by external communications had arised an issue of ensuring reputation security that has become especially relevant. One of justifications for need to apply crisis communication management is also changed direction of modern business. The reason for the change in modern concepts of effective business management was the new criteria for the service sector efficiency, which is a consequence of intense competition inherent in this highly profitable field of activity, which increases the importance of reputation issues. In turn, the abstract concept of a company's reputation is formed by specific parameters that are important for target audiences and are expressed in the numerical characteristics of the value of intangible assets. Considering the fact that intangible assets often make up a significant part of the companies' value and determine their financial performance, the issues of managing the value of these assets represent one of the most responsible tasks of modern management. There is a definition of the concepts of crisis, crisis communication and communication management as an integral component of crisis management of an organization is given in the terminology of leading Russian and foreign academics. The paper shows the successful result which is critically dependent on communication management effectiveness. Thus, the subject of the study is crisis communication management; the goal is to build a model for analyzing the effectiveness of managing crisis communications. The achieving method of that is to use a mathematical apparatus similar to the apparatus of multi-discriminant analysis (MDA) of Professor Edward Altman. The scientific novelty consists in the application of numerical methods for analyzing the effectiveness of crisis communications, and the result is in describing a model for analyzing the effectiveness of managing crisis communications. The use of the model for analyzing effectiveness of crisis communication management would provide an organization with the opportunity not to lose the achieved level of capitalization, provided that the reputation/communication component is effectively used in its crisis management.
42
Tong, Joseph. "Theories of Leadership and Church Management." Excelsis Deo: Jurnal Teologi, Misiologi, dan Pendidikan 3, no. 1 (2019): 1–16. http://dx.doi.org/10.51730/ed.v3i1.6.
Full textAbstract:
Management is the integration and coordination of resources to effectively move the organization towards the desired goals. The concepts and key elements in management are organizations. This organization is also divided into two namely: voluntary organizations and voluntary organizations. The objectives of this management are: (1) Vision and mission for existence; (2) Objectives and targets; (3) The desired destination and floating destination. Management effectiveness refers to how well an organization reaches its goals over a period of time. This emphasizes goals or mission (long distance) and goals (short term). Effectiveness contrasts with efficiency. Efficiency is a short-term measure of how well an organization uses resources. Healthy organization management must be effective and efficient. Leadership relates to people, while management pays more attention to tasks and performance. As far as the organization is concerned, these two things have the same function in promoting the well-being and development of healthy organizations to achieve organizational goals. Manajemen adalah integrasi dan koordinasi sumber daya untuk menggerakkan organisasi secara efektif menuju tujuan yang diinginkan. Adapun konsep dan elemen kunci dalam manajemen yaitu organisasi. Organisasi ini pun dibagi menjadi dua yakni: organisasi sukarela dan organisasi tidak sukarela. Tujuan dari manajemen ini adalah: (1) Visi dan misi untuk eksistensi; (2) Tujuan dan target; (3) Tujuan yang diinginkan dan tujuan mengambang. Efektivitas manajemen mengacu pada seberapa baik sebuah organisasi untuk mencapai tujuannya selama periode waktu tertentu. Hal ini menekankan pada tujuan atau misi (jarak jauh) dan tujuan (jangka pendek). Efektivitas kontras dengan efisiensi. Efisiensi adalah ukuran jangka pendek seberapa baik sebuah organisasi menggunakan sumber daya. Manajemen organisasi yang sehat harus efektif dan efisien. Kepemimpinan berkaitan dengan orang, sedangkan manajemen lebih memperhatikan tugas dan kinerjanya. Sejauh menyangkut organisasi, dua hal ini memiliki fungsi yang sama dalam mempromosikan kesejahteraan dan pengambangan organisasi yang sehat untuk mencapai tujuan organisasi.
43
Sayyadi, Mostafa. "How effective leadership of knowledge management impacts organizational performance." Business Information Review 36, no. 1 (2019): 30–38. http://dx.doi.org/10.1177/0266382119829643.
Full textAbstract:
The current article shows how transformational leadership influences knowledge management to improve organizational performance through better use of a firm’s internal resources. Transformational leaders not only directly impact knowledge management, they also foster more effective strategy implementation and information technology use, which positively contribute to the effectiveness of knowledge management as a driver of organizational performance. This study contributes to the literature by exploring a framework upon which to continue developing a more comprehensive understanding of the relationships between transformational leadership, knowledge management, a firm’s internal resources, and organizational performance. Furthermore, the current article contributes to the practice of management by identifying ways in which managers can build a high-performance organization through leadership and knowledge management.
44
Kolesnik, V. I., and I. S. Toropova. "MANAGEMENT ACCOUNTING IN THE MANAGEMENT SYSTEM OF A MEDICAL ORGANIZATION." Scientific Notes of V. I. Vernadsky Crimean Federal University. Economics and management 6(72), no. 2 (2020): 75–81. http://dx.doi.org/10.37279/2413-1644-2020-6-2-75-81.
Full textAbstract:
The emergence and growth of the number of market-oriented organizations led to the introduction of management accounting into economic life. A well-established system of management accounting and reporting for managers of different levels is necessary for the highly effective work of a modern medical organization. At the same time, innovative approaches to management, the emergence of new forms of economic relationships, the constantly growing information needs of managers of the organization, the increase in the level of socialization and intellectualization of society have led to the emergence of new accounting objects. The allocation of management accounting in the system of economic accounting, along with accounting, statistical, operational and tax, is fixed at the legislative level. However, the organization determines the formation of this type of accounting to meet the information needs of management independently, which is also stipulated by law. The theoretical and methodological aspects of management accounting have been studied by many foreign and domestic scientists, but today the potential of accounting in the field of management of health care institutions, the essence of its system methodology, without understanding which the full use of its tools is complicated. There are no studies that would comprehensively cover the problems of management accounting in medical organizations in this area, which has determined the relevance and timeliness of this work. The article is devoted to the organization and management of accounting in medical organizations. The article substantiates the need to implement management accounting in the management system of a medical organization. The introduction of management accounting is considered as one of the factors for improving the efficiency of the medical organization’s management system. The article considers the classification of management accounting tools, outlines its range of tasks, taking into account the specifics of the medical organization, describes the conditions for effective management accounting in medical organizations, the problems of implementing and functioning of management accounting, the main approaches to the formation of the concept of modern management accounting for medical organizations. A management accounting system can be effective in healthcare institutions if it takes into account current trends in the industry and the economy as a whole. In the modern understanding of the term «management accounting», more and more emphasis is placed on the word «management», since the organization and methodology of this type of accounting is aimed at solving management tasks. The emergence and existence of management accounting is due to a specific goal-to help internal users make more informed decisions and is aimed at generating information for internal users to make management decisions. However, it is not regulated by generally accepted principles and is organized by the company independently. However, traditional approaches to the concept that the accounting system should include only internal information, and activities are considered as one main item of expenditure of the organization, are currently unacceptable. The system of domestic accounting should be focused not only on the production of services, but also on the market. At the same time, service-oriented thinking should change to patient-oriented thinking. Management accounting plays an important role in solving predictive tasks. The organization of management accounting in the healthcare industry provides for the need to take into account a number of factors that have a primary impact and are determined by the specifics of the activity. Each medical organization develops a management accounting system based on its own needs and work specifics. The cost of developing and further operating a management accounting system should not exceed the economic benefit of its implementation. The main approaches to forming the concept of modern management accounting for medical organizations are the introduction of new cost accounting systems and new approaches to calculating the cost of medical services provided. The experience of many medical organizations shows that the practical application of management accounting, unfortunately, has not yet received proper distribution, due to an unsolved range of problems. In modern conditions, this issue is extremely relevant and requires research.
45
Ackroyd, Stephen. "Organization Contra Organizations: Professions and Organizational Change in the United Kingdom." Organization Studies 17, no. 4 (1996): 599–621. http://dx.doi.org/10.1177/017084069601700403.
Full textAbstract:
Professions in the United Kingdom have been periodically marginalized and their growth suspended, but they have shown considerable capacity to adapt. The evolution of 'new model' professions at the end of the last century and the beginning of the present one, which occurred without governmental regula tion or patronage, was associated with the development of an effective and independent form of occupational organization for professional groups. This organization combines control of the labour market with informal cooperation and control within employing organizations, and is identified as a form of occupational 'double closure'. It is characteristic for occupations organized in this sort of way to become encapsulated groups or quasi organizations within formal organizations. This argument is developed in the body of the paper through a consideration of the contemporary situation of professionals in man ufacturing industry and the public services, where new model professions have established themselves firmly in the present century, and where there are some very similar informal structures. The influence of current social and economic change on these forms of professional organization is then discussed, and it is argued that although they are clearly embattled in some of the areas of their traditional strength, because of their developed organizational attributes, professional groups are likely to persist. Contemporary management of profes sional services is not without difficulty in these circumstances; and, in areas where professions are well-established, re-organization is taking place round encapsulated professional groups rather than by re-constructing them. Despite some superficial similarities, therefore, the management of services is different between traditional professional services and newer commercial ones. More over, if the account of professional self-organization developed here is a reli able guide, in the longer term we may expect it to extend to new services, despite current differences in their organization and forms of managerial control.
46
van Breda-Verduijn, Hester, and Marjoleine Heijboer. "Learning culture, continuous learning, organizational learning anthropologist." Industrial and Commercial Training 48, no. 3 (2016): 123–28. http://dx.doi.org/10.1108/ict-11-2015-0074.
Full textAbstract:
Purpose – The purpose of this paper is to clarify the way an organizational culture forms the right breeding ground for continuous learning. More and more organizations feel the urgency for innovation and continuous improvement. Learning is a key issue in this. A powerful culture of learning forms an effective breeding ground for continuous learning. That is the reason why in this paper the concept of “learning culture” will be analyzed: how will it contribute to continuous improvement and innovation? The authors will answer this question by taking the perspective of an organizational learning anthropologist. Design/methodology/approach – The paper combines the perspective of educational sciences and cultural anthropology, and is based on a variety of professional literature. The main point of reference is the model of organizational culture of Schein (1999). Findings – Each organization has its own unique learning culture. A learning culture is considered effective when it is supporting the organizational objectives. And a learning culture is effective when it forms an effective breeding ground for the learning needed within the organization. Practical/implications – This perspective will bring learning and development professionals new ways of looking at the learning issues and solutions in their organizations. They will get acquainted with the method to analyze the learning culture in their own organization. They will understand how their organizational culture can influence learning issues. Besides that, they will get some ideas on how to improve the learning culture of their organization. Originality/value – This paper combines insights from cultural anthropology and educational sciences.
47
Butylina, Olena, and Iryna Yevdokymova. "Social worker self-management as a management task." Social work and social education, no. 1(6) (April 15, 2021): 5–12. http://dx.doi.org/10.31499/2618-0715.1(6).2021.234056.
Full textAbstract:
Influence on the organizations of external factors causes the need for a set of new management methods. According to the authors, self-management can be considered an effective management technique. The article considers the essence and structure of self-management. The authors analyze self-management as a complex phenomenon that contains a set of actions and processes. Self-management has been defined as a specialist’s self-realization technology in the professional and personal space. The main components of self-management are time management skills, the ability to set priorities in work, professional and personal self-development, skills to control stressful situations, motivation to learn and professional advancement, the development of emotional intelligence. The necessity of forming self-management skills in social workers has been substantiated. In the principles of self-management, staff training has been characterized as one of the main tasks of the organization manager. The authors offer a list of management tools that can ensure the development of social workers’ skills and qualities. These include training as an active method of teaching; supervision as a mechanism of learning from the experience of others; professional training, internship, exchange of experiences, professional communication; organization of effective feedback as a mechanism for involving employees in management and increasing the level of loyalty to the organization. Organizational and managerial techniques are complemented by medical and psychological. The article concludes that social workers' self-management skills will promote the specialist's development. They will have a positive impact on his/her work quality. And they will be a means of preventing stress, professional ills and risks. Perspective areas of research have been outlined.
48
Mikaeili, Alireza, Alireza Ghorbani, Vahid Babaei Agha Maleki – Poyan Ali, Abbas Zadeh, and Mahmood Omrani. "Examining Effect of Organizational Structure Dimensions on the Knowledge management (Case Study: Payame Noor Universities of Semnan Province)." Environment Conservation Journal 16, SE (2015): 347–55. http://dx.doi.org/10.36953/ecj.2015.se1640.
Full textAbstract:
Transferring and understanding high volume of information and knowledge in organizations are affective internal and external factors. One of the effective internal factors on the knowledge management in organizational activities are divided, organized and coordinated. Organizations have created structures to coordinate factors of doing task and to control acts of members. In this research, structural Equation Method (SEM) is used for examining whether organizational structure dimensions have positive effect on knowledge management in Payame Noor organization in Lorestan province or not. Results of the research showed that there is direct and significant relationship between complexity dimension and knowledge management, formality dimension and knowledge management and centralization dimension and knowledge management. This means that the more complexity, formality and centralization dimensions, the more knowledge management effect in the organization.
49
Mathew, Jain, and Uma Selvi. "Importance of Organisational Climate in Contemporary Management." Ushus - Journal of Business Management 6, no. 2 (2007): 61–74. http://dx.doi.org/10.12725/ujbm.11.6.
Full textAbstract:
Organizational climate can be defined as shared perceptions or prevailing organizational norms for conducting workplace activities. The term organizational climate to the psychological conditions prevailing in the organization refers to behaviors, attitudes, and feelings that are common there. Organizational climate influences to a great extent the performance of the employees because it has a major impact on motivation and job satisfaction of individual employees. Organizational climate determines the work environment in which the employee feels satisfied or dissatisfied. Since satisfaction determines or influences the efficiency of the employees, we can say that organizational climate is directly related to the efficiency and performance of the employees. The factors that can be observed and measured are called overt factors and the factors that are not visible and quantifiable are called covert factors. Overt factors organizational climate are Hierarchy, Financial resources, Goals of organizations, Skills and abilities of personnel, Technological state, Performance standards and Efficiency measurement. Covert factors of organizational climate are Attitudes, Feelings, Values, Norms, Interaction, Supportiveness and Satisfaction. The techniques that are generally helpful in improving the climate of the organization are Effective Communication System, Concern for people, Participative decision making, Change in policies, Procedures and rules and Technological changes. A climate that favors risk taking will encourage employees fo test and exchange unusual knowledge and ideas. Participation is a very effective tool to develop sound organizational climate and job satisfaction. More satisfied employees possess some personality characteristics that are likely to be reflected in good work performance, self-efficacy and locus of control. An atmosphere of cooperation opens access among group members and creates individual motivation to exchange knowledge with group members resulting in more productivity. So the managements of corporations should strive to create a congenial organizational climate in the organizations.
50
Nikolic, Sanja, and Ivan Blazhevski. "EFFECTIVE ORGANIZATIONAL TRAINING FOR COMPETITIVE ADVANTAGE." Knowledge International Journal 31, no. 1 (2019): 253–57. http://dx.doi.org/10.35120/kij3101253n.
Full textAbstract:
We live in a time that is measured in seconds. Time for decision making almost does not exist as a category - everything is happening now and right away. Adaptation capacity becomes necessary for survival in a dynamic environment. For success it takes something more.In the era of knowledge, the organization doesn’t have an alternative solution, other than the development and application of the concept of knowledge management. Some studies in the developed economies show that today's organizations are increasingly investing in intangible property - research and development, employee education, etc., comparing to investments in tangible property. The main reason for increasing the importance of intangible property is that the new value in the organization is created with the knowledge, not with the material resources and routine work. Intellectual capital constitutes of the knowledge of employees - human resources. From the knowledge of employees, their skills and abilities depend on how the organization works, ie from the intellectual capital depends on the organization's competitive advantage.The pressure on the free market and competition imposes the need of organizations to demand from their employees specific knowledge, skills and abilities to achieve the set goals. What an organization can do to have competitive employees that will be up to date with current developments in the environment is continuous learning through employee training.Training is a process of acquiring the qualifications required to perform certain tasks. Not always held training achieves its goal, especially when it comes to training for "soft" skills. In organizations, the training would be done well, the evaluations would be excellent, but at a certain time, there would be no change in the behavior of the employees who were trained.In order for the training to achieve the goals and be effective, ie. after the completion of the training the employees apply the acquired knowledge and skills, it is necessary for the (knowledge) managers to be actively involved in the processes before and after the training. Above all, proper planning and preparation for the training is necessary. This process involves determining the need for the training (knowledge gaps), setting the objectives of the training, and a preparation for the target group - the participants who would be trained. After the completion of the training, it is necessary to take the follow up activities, to monitor the application of the new knowledge in the organizational work. These follow up activities can be particularly useful in supporting the transfer: action plans, performance assessment, meetings, oversight consultations, and technical support.