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Bjørnstad, Anne Lise, and Pål Ulleberg. "Effects of trust, structure and processes on effectiveness in a military organization: exploring a moderated mediation model." Leadership & Organization Development Journal 42, no. 4 (March 5, 2021): 564–79. http://dx.doi.org/10.1108/lodj-06-2020-0255.
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PurposeThe purpose of this study is to better understand the consequences of trust between personnel at different hierarchical levels for organizational effectiveness. The authors aim to explore the direct effects and the interaction effects of trust with organizational structure and processes. The study focuses on military organizations and expands on models and research from this context.Design/methodology/approachSurvey data were collected from a Norwegian military exercise organization at two different hierarchical levels. The hypothesized relationships between the variables were tested using moderation and serial mediation analyses.FindingsTrust between personnel at different hierarchical levels was found to positively influence organizational effectiveness in terms of higher shared awareness of tasks and responsibilities, better information sharing and, in turn, better decision-making. A perceived flat organizational structure and decentralized processes were found to increase flexibility, an increase that in turn improved decision-making. Moderation analyses further suggested that trust between hierarchical levels could attenuate the negative effects of personnel's perception of their organization as hierarchical and centralized.Practical implicationsThe study’s results suggest that, at least in Norwegian military contexts, practitioners should be concerned with building trust between personnel at different hierarchical levels, flattening the organizational structure, and decentralizing processes to increase organizational flexibility and effectiveness.Originality/valueThe present study contributes to a better understanding of the role of trust between personnel at different hierarchical levels in the effort to achieve effective organizational structures and processes in military contexts.
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Kaklauskas, Artūras, Edmundas Kazimieras Zavadskas, and Jonas Šaparauskas. "KNOWLEDGE MANAGEMENT AND DECISION MAKING." Technological and Economic Development of Economy 10, no. 4 (December 31, 2004): 142–49. http://dx.doi.org/10.3846/13928619.2004.9637671.
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Knowledge management definitions are presented in the paper. The types of capital acknowledged by modern economics theory and their relationship to knowledge management are investigated. It is emphasized that recently organizations pay more attention to personnel, their knowledge management, but not to technologies, i.e. organizations realize that effective knowledge management is vital to effective existence of a company. Direct relation of knowledge management to decision making is analyzed.
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Nazarov, Azamat. "Scientific and methodological foundations of the influence of the social and psychological properties of the manager on managerial decisions." Общество и инновации 2, no. 4/S (May 20, 2021): 523–32. http://dx.doi.org/10.47689/2181-1415-vol2-iss4/s-pp523-532.
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The article describes the psychological characteristics of the decision-making process in management activities and the results of experimental work in this area, gives psychological advice to improve the efficiency of the management decision-making process. In the process of developing management decisions, the basics of the importance of personal qualities and features of the manager's business behavior are described. It is proved that the organizational and socio-psychological aspects of management make it possible to organize the manager's knowledge of the personnel management mechanisms, the action of the means that influence the behavior of the individual, the regulation and organization of the labor activity of subordinates. The development of effective solutions in the modern conditions of the economy of Uzbekistan is the basis for the competitiveness of products and the self-sufficiency of the organization in the market, the formation of rational organizational structures, the implementation of proper personnel policy and work, the regulation of social and political relations, and the creation of a positive image.
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Fardal, PhD, Harald, and Ann-Kristin Elstad, PhD. "Decision-making in crisis management of a serious digital incident: A garbage can approach." Journal of Emergency Management 18, no. 6 (November 1, 2020): 489–98. http://dx.doi.org/10.5055/jem.2020.0503.
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Managing crisis challenges the ability to make numerous decisions under great uncertainty. This study address the decision-making process, and how the mix of involved individuals, prior knowledge, and available decision-makers forms the decisions made during a crisis. A large-scale exercise with a cyberattack scenario was chosen as the study’s case. The organization studied have highly skilled crisis management personnel; however, they are not used to manage a large-scale cyber-attack scenario. The garbage can model (GCM) of Organizational Choice with a few modifications is used as the analytical framework in the study.
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Kondrat'ev, Dmitriy, Gamlet Ostaev, Guzaliya Klychova, Ayrat Valiev, and Bulat Ziganshin. "STOCHASTIC ANALYSIS AND OPTIMAL MANAGEMENT OF STAFF INCENTIVES IN A COMMERCIAL ORGANIZATION." Vestnik of Kazan State Agrarian University 16, no. 2 (August 5, 2021): 116–23. http://dx.doi.org/10.12737/2073-0462-2021-116-123.
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The article discusses the issues of research and assessment of the impact of quantitative parameters of material and social incentives for personnel on the financial results of the activities of commercial organizations, as well as issues of optimal management of these parameters. Stimulation of personnel acts as a tool that guides employees of the organization to achieve specific productive indicators of its activity that have value for the organization by strengthening the desired motives and reinforcing the required motivational structure in the team. Studying the influence of individual incentives on the motivation and performance of an organization is an important management task that provides information necessary for making decisions on improving the incentive system. Therefore, the paper substantiates the methodological tools for stochastic analysis, forecasting and programming the dependence of financial results of work on the quantitative values of individual stimulating factors based on the methods of regression and economic analysis, the index forecasting method. Also, a methodological toolkit for mathematical modeling and optimal decision-making on the prospective structure of quantitative parameters of the organization's personnel incentive system was developed on the basis of the obtained stochastic dependencies and linear programming methods. The article presents an example of mathematical formalization, practical implementation and economic interpretation of tools for stochastic analysis and optimal management of staff incentives based on the proceedings of an agricultural organization. The methods and tools for managing staff incentives described in the work can be used by business entities of various industries and spheres of activity when justifying the directions of restructuring the systems of motivation and incentives for personnel
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Foster, Mary Kuchta. "Making a tough personnel decision at Nova Waterfront Hotel." CASE Journal 12, no. 1 (January 4, 2016): 27–48. http://dx.doi.org/10.1108/tcj-06-2015-0014.
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Synopsis Laura Green, Director of Event Planning at the Nova Waterfront Hotel in Baltimore, had been through the hiring process many times. She was comfortable with Nova's selection and behavioral interviewing processes. They had only interviewed two candidates for the open senior event manager position, yet they had been discussing what decision to make for two and a half hours. Normally, these kinds of meetings wrapped up in 30 minutes with a clear consensus. Today, they were gridlocked, unable to agree on a path forward. Green suggested that they all “sleep on it.” They would get together first thing in the morning, when they were fresh, and decide what to do. Research methodology The data for this case were collected via personal interviews with employees of the hotel and from information on the company's website, other company resources, and publicly available information about the company. Only the hotel's name, parent company's name, and people's names have been disguised to protect the confidentiality and anonymity of the individuals. The author has no relationship to the host organization or protagonist. Relevant courses and levels This case is appropriate for an undergraduate or graduate course in Human Resources Management, Organizational Behavior, or Recruiting and Selection. Theoretical bases This case may be used to illustrate, analyze, and evaluate the selection process and interviewing approaches (e.g. behavioral interviewing). The importance of selection, best practices for selection, candidate assessment methods, best practices for candidate interviews, and common biases which affect the fairness of selection processes are reviewed.
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Highhouse, Scott, and Andrew Gallo. "Order Effects in Personnel Decision Making." Human Performance 10, no. 1 (March 1, 1997): 31–46. http://dx.doi.org/10.1207/s15327043hup1001_2.
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Malanchii, Mykola. "Development of the personnel management system of the State Border Guard Service of Ukraine." Public administration and local government 45, no. 2 (July 23, 2020): 196–203. http://dx.doi.org/10.33287/102036.
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The features of personnel management development of the State Border Guard Service of Ukraine are considered in the article. It is substantiated that the decisive role in the combat service of the State Border Service of Ukraine belongs to the system of personnel management.
It is proved that the development of stable interaction of the elements of the system of personnel management of the State Border Guard Service of Ukraine is ensured due to the coordinated functioning in it of the following types of personnel management of the organization: traditional management of the organization based on the principle of unity; the administrative management of an organization that allows the appropriate management and management methods to be applied to it; self-organization, which is based on the active inclusion of different categories of military personnel in the process of making, making and implementing management decisions related to the organization of state border protection for one or another period of its protection; organizational and structural management aimed at ensuring the interconnection between the structural units within the State Border Guard Service of Ukraine. The application of this approach allows the State Border Guard Service of Ukraine to be considered most comprehensively as a state military organization and the development of an organizational personnel management system in it.
The development of the personnel management system in the context of the institutional approach is considered.
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Stritch, Justin M., and Mogens Jin Pedersen. "The Apparent Locus of Managerial Decision Making and Perceptions of Fairness in Public Personnel Management." Public Personnel Management 48, no. 3 (December 21, 2018): 392–412. http://dx.doi.org/10.1177/0091026018819017.
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A topic that remains underexplored in public management research is how the appearance of a formal rule or policy as guiding personnel decisions may affect employee perceptions of organizational decision outcomes. In this article, we consider how the locus of decision making (e.g., the apparent source of a decision) affects perceptions of a decision’s fairness. We examine this question with three survey experiments using case vignettes, each describing a distinct personnel decision-making scenario. In each case vignette, we manipulate the locus of decision making (a single supervisor, a team of supervisors, or an organizational policy). We find heterogeneous effects across the three case vignettes. We conclude with a discussion of the implications and future directions for public management research.
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Coe, Charles K. "The MBTI: Potential Uses and Misuses in Personnel Administration." Public Personnel Management 21, no. 4 (December 1992): 511–22. http://dx.doi.org/10.1177/009102609202100407.
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The Myers-Briggs Type Indicator (MBTI) is a useful instrument for team building, strengthening communications, decision making, and for diagnosing organizational dysfunctions. The MBTI is, however, also misued if used for employee selection, or to unfairly stereotype. Misuses of the MBTI and not seeing the instruments' full potential in the organization, stem largely from inadquate training. Training in the MBTI should be expanded to teach how to typewatch, shadow integration, and how to use the MBTI to improve customer relations.
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Bril, Alexander, Olga Kalinina, Olga Valebnikova, Natalia Valebnikova, Marisa Camastral, Dmitry Shustov, and Natalya Ostrovskaya. "Improving Personnel Management by Organizational Projects: Implications for Open Innovation." Journal of Open Innovation: Technology, Market, and Complexity 7, no. 2 (March 24, 2021): 105. http://dx.doi.org/10.3390/joitmc7020105.
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The methodology and basic elements of the business process of one-stage economic assessment of organizational projects for personnel management at Russian enterprises are presented. The aim of the study is to analyze and develop clear criteria for assessing the effectiveness of projects and improving personnel management systems for enterprises of different industries and types of activities. The economic and financial assessment of projects aimed at the development of personnel management systems is based on the general methodology for the commercial assessment of projects, which is presented in the so-called United Nations Industrial Development Organization (UNIDO) methodology. The article proposes the resulting model “maximum costs of the HRM”. The features of the proposed methodology are based on the assumption of future digitalization and are associated with the need for a preliminary calculation of the maximum possible project costs, localization of the projects under consideration at existing enterprises, and the mandatory separation of project goals for increasing sales or reducing the number of personnel. In accordance with the different objectives of the projects, a certain order and special indicators of decision-making are proposed. Companies with a different structure of costs could be assessed via the proposed model and the results presented in the article. The model allows us to create an information base for reasonable decision-making on HR management (HRM) projects and future digitalization of settlements.
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Mitin, A. I. "Training in Group Decision Making in Situational Training Centers." Psychological-Educational Studies 10, no. 3 (2018): 84–98. http://dx.doi.org/10.17759/psyedu.2018100308.
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The article deals with the psychological and pedagogical problems of training situational centers (TSC) as a learning environment for group decision-making. TSC have a significant role to play in the process of formation of a new type of managerial personnel, managers for the "digital economy" and "digital state. Emphasizes the importance of workplaces as a Central element for the functioning of TSCs; in this case, the workplace is treated as an element of the educational environment in relation to two related subject areas – social management and education. The script approach at the organization of educational activity in TSC is described; the script of an educational task contains, in particular, characteristics and the description of the principles of work of the corresponding workplaces, and also methods of work of participants of studies (students, teachers, experts, game technicians, producers). The importance of forming a visual information image of the management situation for the collective work of students is emphasized. We consider the models of classes in the TSC (lecture-discussion, case-study, role play), as well as psychological, didactic, technological and organizational factors taken into account in these models. The problem of "Brainstorming" is considered as an example of communicative decision-making technology in the TSC.
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Cuny, Fred C. "Principles of Disaster Management Lesson 13. Organizational Development." Prehospital and Disaster Medicine 16, no. 3 (September 2001): 175–79. http://dx.doi.org/10.1017/s1049023x00025942.
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AbstractChange in any organization is difficult. Relief organizations constantly are evolving and changing form to adapt to different needs, demands, and environment. As the phases of a disaster evolve, adjustments must be made by relief organizations to meet the changing needs. The sequential processes used to manage change include recognition and diagnosis of the problem, identification of alternatives, recognition of limiting conditions, selection of a strategy for change, and implementing and monitoring the change. The techniques used to effect change may be classified as structural, management, or technological. Changes can occur in division of labor, content of the work, relationships with other workers, supervisory and/or technical skills, operations, and decision-making hierarchy. Approaches can be mandated from the top, worked out jointly by management and personnel, or implemented by the affected personnel. Implementation of changes has two dimensions: timing and scope. Whenever changes are implemented, the impact of the changes must be monitored and the effects compared with what was expected.
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Chang, Edward H., Erika L. Kirgios, Aneesh Rai, and Katherine L. Milkman. "The Isolated Choice Effect and Its Implications for Gender Diversity in Organizations." Management Science 66, no. 6 (June 2020): 2752–61. http://dx.doi.org/10.1287/mnsc.2019.3533.
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We highlight a feature of personnel selection decisions that can influence the gender diversity of groups and teams. Specifically, we show that people are less likely to choose candidates whose gender would increase group diversity when making personnel selections in isolation (i.e., when they are responsible for selecting a single group member) than when making collections of choices (i.e., when they are responsible for selecting multiple group members). We call this the isolated choice effect. Across six preregistered experiments (n = 3,509), we demonstrate that the isolated choice effect has important consequences for group diversity. When making sets of hiring and selection decisions (as opposed to making a single hire), people construct more gender-diverse groups. Mediation and moderation studies suggest that people do not attend as much to diversity when making isolated selection choices, which drives this effect. This paper was accepted by Yuval Rottenstreich, decision analysis.
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Gaponenko, O., M. Mashchenko, O. Klimenko, N. Stepanenko, and O. Sergienko. "MANAGEMENT OF THE PRODUCTION RESOURCES OF ENTERPRISE BASED ON FINANCIAL MOTIVATION OF THE PERSONNEL: THEORETICAL ASPECT." Financial and credit activity: problems of theory and practice 1, no. 36 (February 17, 2021): 421–29. http://dx.doi.org/10.18371/fcaptp.v1i36.228066.
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The article deals with theoretical and organizational aspects of the management justification on the basis of the effective financial motivation of the personnel in the context of its influence to use the production resources of the enterprise. To determine the studied object, the influence of the financial motivation of the personnel, the content of the category «effectiveness of financial motivation» is disclosed; the methods of the financial motivation are characterized; the types of the production resources of the enterprise are presented. Generalization of the provisions makes it possible to characterize the effectiveness of the financial motivation of the staff in two main areas: providing salaries and other bonuses in accordance with the quantity and quality of the labor results as well as the labor cost in the labor market; enhancing the employer’s growth: the labor productivity as well as the absolute indicators of income, profit on 1 UAH of salary (salary-making).
The theoretical approach to manage production resources is developed on the basis of the financial motivation of the personnel. This approach provides the implementation of three stages:
The first stage is the analysis of the state of efficiency of the financial motivation of the personnel. It provides the implementation of: definition of state financial efficiency of personnel motivation and problem statement; formulation of the purposes of the financial motivation of the personnel in terms of impact on the use of production resources of the enterprise.
The second stage is the development of decisions to the growing influence of financial motivation of staff on the use of production resources. It involves the implementation of: defining a set of restrictions; generalization of relevant decisions. The third stage is decision-making and implementation. It provides the implementation of: development of decision selection criteria; selection and implementation of the relevant solution.
The proposed analytical justification for making appropriate decisions takes into account organizational, informational and technological aspects and involves the use of appropriate decision-making methods to select the optimal option for influencing the use of production resources.
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Levi, Racheli, Dana R. Vashdi, and Eran Vigoda-Gadot. "Retirement and the Sectors: Do Private and Public Personnel Differ in Their Retirement Decision?" Review of Public Personnel Administration 40, no. 4 (June 19, 2019): 691–716. http://dx.doi.org/10.1177/0734371x19850886.
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Retirement is a field of growing interest in both the public and the private sectors. Given the aging workforce in Western countries, understanding the factors that contribute to an employee’s decision to retire is an area of increasing interest to political, economic, social, and organizational scholars. Most retirement studies concentrate on a narrow set of factors, examining their impact on retirement in isolation of the broader context. Drawing from public management theory, and based on theories of person–organization fit (POF), we examine whether and when private and public personnel differ in their retirement decision. Findings indicate that previously shown relationships between individual-level financial status and the decision to retire are contingent on employment sector. The results of this research extend knowledge regarding the normative influence of mechanisms driving retirement and demonstrate the broader implications of sector on retirement decision-making.
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Castillo, Charles Noven, France Kevin Degamo, Faith Therese Gitgano, Louie Alfred Loo, Shaira Mae Pacaanas, Nika Toroy, Lanndon Ocampo, Leahlizbeth Sia, and Christine Omela Ocampo. "Appropriate criteria set for personnel promotion across organizational levels using analytic hierarchy process (AHP)." International Journal of Production Management and Engineering 5, no. 1 (January 31, 2017): 11. http://dx.doi.org/10.4995/ijpme.2017.5857.
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<p>Currently, there has been limited established specific set of criteria for personnel promotion to each level of the organization. This study is conducted in order to develop a personnel promotion strategy by identifying specific sets of criteria for each level of the organization. The complexity of identifying the criteria set along with the subjectivity of these criteria require the use of multi-criteria decision-making approach particularly the analytic hierarchy process (AHP). Results show different sets of criteria for each management level which are consistent with several frameworks in literature. These criteria sets would help avoid mismatch of employee skills and competencies and their job, and at the same time eliminate the issues in personnel promotion such as favouritism, glass ceiling, and gender and physical attractiveness preference. This work also shows that personality and traits, job satisfaction and experience and skills are more critical rather than social capital across different organizational levels. The contribution of this work is in identifying relevant criteria in developing a personnel promotion strategy across organizational levels.</p>
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Sahni, Sanjeev P., and Vaijayanthee Kumar. "Can We Blame the Climate of an Organization for the Stress Experienced by Employees?" Jindal Journal of Business Research 1, no. 2 (December 2012): 181–92. http://dx.doi.org/10.1177/2278682113476165.
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The environment of workplace has received much attention in research in human resource literature. However, its impact on employee’s behavior such as stress has not been established widely. This research explores the relationship between stress and organizational climate among employees of a large manufacturing organization. A sample of 625 employees was selected using convenience sampling method to measure the level of occupational stress and organizational climate. Pearson’s correlation coefficient was computed to study the relationship between the two variables. To identify the predictors of occupational stress with organizational climate as a criterion, stepwise regression analysis was calculated. The findings indicate that there exists a negative significant correlation between the two variables under study. Regression analysis reveals that support system, decision-making, motivational level, and warmth as climate factors, significantly predict occupational stress. The findings are significant for management practitioners, organizational psychologists, and human resources personnel since it empirically directs them to focus on diagnosing the climate of the organization, especially giving importance to strengthen the support system and empowering employees with decision-making power which, if neglected, may cause stress to employees.
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López, Susana Pérez, José Manuel Montes Peón, and Camilo José Vazquez Ordás. "Human Resource Management as a Determining Factor in Organizational Learning." Management Learning 37, no. 2 (June 2006): 215–39. http://dx.doi.org/10.1177/1350507606063443.
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The role of human resource management in learning organizations has been discussed by a number of researchers. It is suggested that some of the more traditional personnel functions of HR practitioners may be tailored to encourage a focus on learning and thus to help achieve organizational goals. However, there is a lack of empirical studies that explore the relationship between human resource management and organizational learning. This article aims to address this shortcoming. More specifically, the purpose of this article is to analyse the relation between four human resources practices (hiring, training, compensation and decision-making) and organizational learning. The hypotheses proposed were tested on a sample of 195 Spanish companies using the structural equation modelling technique. The results support that selective hiring, strategic training and employee participation in decision-making positively influence organizational learning.
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Sheets, Tilman L., and Stephen C. Bushardt. "Effects of the Applicant's Gender-Appropriateness and Qualifications and Rater Self-Monitoring Propensities on Hiring Decisions." Public Personnel Management 23, no. 3 (September 1994): 373–82. http://dx.doi.org/10.1177/009102609402300302.
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The present study examines the influence of the personality construct of self-monitoring on gender related biases in personnel selection decisions. Selection and starting salary decisions were made by subjects in one of two formats, where decision making involved using a comparative strategy or a noncomparative decision making strategy. Regardless of the decision strategy, high self-monitors, relative to low self-monitors were found to offer higher starting salaries to applicants who were gender appropriate for the job.
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Johnson, James F., and Shane Connelly. "Moral Disengagement and Ethical Decision-Making." Journal of Personnel Psychology 15, no. 4 (September 2016): 184–89. http://dx.doi.org/10.1027/1866-5888/a000166.
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Abstract. Process-focused models of ethical decision-making (EDM) have focused on individual and situational constraints influencing EDM processes and outcomes. Trait affect and propensity to morally disengage are two individual factors that influence EDM. The current study examines the moderating role of dispositional guilt and shame on the relationship between moral disengagement and EDM. Results indicate that moderate and high levels of dispositional guilt attenuate the negative relationship between moral disengagement and EDM, while low guilt does not. Dispositional shame does not moderate the relationship between moral disengagement and EDM. Implications for personnel selection are discussed.
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Slate, Risdon N., Terry L. Wells, and W. Wesley Johnson. "Opening the Manager's Door: State Probation Officer Stress and Perceptions of Participation in Workplace Decision Making." Crime & Delinquency 49, no. 4 (October 2003): 519–41. http://dx.doi.org/10.1177/0011128703256526.
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Stress can be costly not only to individuals but also to organizations. Participatory management has been recommended as a means for reducing probation officer stress. This article via self-report surveys of probation personnel in a southern state considers the relationship of a number of demographic variables with employee perceptions of participation in workplace decision making, job satisfaction, and organizational and physical stress levels. Construction of a structural model revealed that employee perceptions of participation in workplace decision making was an important variable in relation to job satisfaction and its influence on both reported organizational and physical symptoms of stress. The results lend further credence to the use and development of participatory management schemas within probation organizations.
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Alguliyev, Rasim M., Ramiz M. Aliguliyev, and Rasmiyya S. Mahmudova. "A Fuzzy TOPSIS+Worst-Case Model for Personnel Evaluation Using Information Culture Criteria." International Journal of Operations Research and Information Systems 7, no. 4 (October 2016): 38–66. http://dx.doi.org/10.4018/ijoris.2016100102.
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Personnel evaluation process is aimed at choosing the best alternative to fill the defined vacancy in an organization. It determines the input quality of personnel and thus plays an important role in human resource management. The multi criteria nature and the presence of qualitative factors make it considerably more complex. This paper proposes a hybrid fuzzy MCDM model for personnel evaluation. It combines the fuzzy TOPSIS method with fuzzy worst-case (or entropy) method for linguistic reasoning under group decision making. Fuzzy worst-case and entropy methods are used to get weights of criteria, while fuzzy TOPSIS is utilized to rank the alternatives. The weights obtained from fuzzy worst-case and entropy methods are included in fuzzy TOPSIS computations and the alternatives are evaluated. The fuzzy MCDM for group decision making enables to aggregate subjective assessments of the decision-makers and thus offer an opportunity to perform more robust personnel evaluation procedures. To evaluate the alternatives the authors have formed an executive group consisting of five decision-makers. For evaluation the group has decided to consider five information culture criteria expressed in linguistic variables. A numerical example demonstrated the possibilities of application of the proposed method.
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Чуланова and Oksana Chulanova. "CONCEPTUAL FRAMEWORK OF “TURQUOISE ORGANIZATIONS” AND REALIZATION PROSPECTS IN PERSONNEL MANAGEMENT." Management of the Personnel and Intellectual Resources in Russia 6, no. 3 (July 14, 2017): 5–11. http://dx.doi.org/10.12737/article_5947de33dd5ef1.29428726.
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The experience of using turquoise organizations has long been used abroad. Turquoise organizations are the so-called “living” organizations, working on the principle of a single organism, a living system: flexibly reacting to the changes taking place, making decisions on an intuitive level and subtly feeling its internal and external processes. In working with the personnel of Russian organizations it is a new technology that is of interest from the point of view of theorists and practitioners. The article attempts to define the conceptual basis of this technology taking into account the principles, mechanisms and expected results of the functioning of turquoise organizations. The article presents the essence, basic principles of turquoise organizations. The advantages and disadvantages of this form of management interaction are indicated. The article presents the foreign experience of turquoise organizations and the pilot project of the Russian organization. The prospects of using this innovative technology in working with the staff of modern domestic organizations are indicated.
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Yilmaz, Ayşe Kucuk, and Ebru Yazgan. "Corporate performance management: process of organizational-tailored flow chart." Aircraft Engineering and Aerospace Technology 90, no. 9 (November 14, 2018): 1394–402. http://dx.doi.org/10.1108/aeat-09-2017-0201.
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Purpose Main issue in management and strategy is corporate performance. Managers seek effective and strategic way to improve their performance. Authorization, which includes reputational and strategic indicators, is one of these ways. The applying authorization and using this authorization are decision-making process for managers. These processes have potential to make considerable effect on corporate performance. As a considerable result of this research that need of resource dependency type certified aircraft technicians in Anadolu University are decreased owing to this research and, also the purpose of this study is that technicians have got opportunity to creating own human resource in view of both sustainability, and competition in training field. Design/methodology/approach In this study, both specified and organizational-tailored flowchart as the problem solving techniques in decision-making process of maintenance training organization have been developed, compiled after taking the opinions of experts, for the effective implementation of type rating training, following approval, that cover the types of fleet at Anadolu University. This flowchart may guide to the relevant aircraft maintenance training organizations in their type trainings implementation process. Findings Human factor is both vital and necessary element to achieve high corporate performance. By following the flow chart, the implementation process is shortened by eliminating the difficulties in complying with the depth and complexity of the required regulation. Originality/value The development of the necessary skills and competencies of the workforce is one of the critical points for the creation, preservation and improvement of corporate value. This research has been carried out with the aim of effective utilization of institutional resources, development of personnel and hence corporate value creation. Anadolu University, which is aware of the importance of core competence, is trying to make it one of its strengths institutionally. The Anadolu University Faculty of Aeronautics and Astronautics, as an organization that has completed the necessary steps to become authorized to give type rating training, may guide other aviation organizations using the organization-specified tailored flow chart developed with the help of expert opinion.
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Obreja, Cristian, and Gabriel Cucuteanu. "Perceived Usefulness of Open Source Information in the Arabic Language for an Organization: A Case Study." Review of Economic and Business Studies 9, no. 2 (December 1, 2016): 281–90. http://dx.doi.org/10.1515/rebs-2016-0044.
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AbstractThe Case Study assesses the method by which theoretical concepts associated with collection and use of information on competition may be put into practice so as to enable the beneficiary organization having interests in countries in the MENA region# get advantage of the best business intelligence services provided based on open sources## available in Arabic language for top management decision-making.This study aimed to follow a three-month long evolution of a crisis in an organization reflected in the Arabic mass media in a country in which an organization has business interests. Articles and reviews making references to the analyzed crisis have been translated and analyzed. The materials were assessed and summarized and then the organization was provided with two information newsletters on this topic.After disseminating and discussing the content of informative newsletters within an organization, we asked its decision makers to fill out a feedback questionnaire and later in-depth interviews were held with the members of the board of directors aimed to establish the perceived usefulness of business intelligence for strategic decision-making.The study conclusions emphasize that business intelligence products obtained from open sources in Arabic language in countries where organizations have business interests may contribute to a great extent to supporting strategic decision-making. Also, the costs of obtaining this type of information are quite high as a huge amount of information must be translated and then analyzed and summarized. These activities require the use of qualified and experienced personnel.
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Mathew, Jain, and Uma Selvi. "Importance of Organisational Climate in Contemporary Management." Ushus - Journal of Business Management 6, no. 2 (June 11, 2007): 61–74. http://dx.doi.org/10.12725/ujbm.11.6.
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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.
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Brych, Vasyl, Mykhailo Fedirko, and Olena Borysiak. "Approaches to implementing technologies of personnel management in thermal power enterprises." Herald of Ternopil National Economic University, no. 4(90) (December 12, 2018): 99–110. http://dx.doi.org/10.35774/visnyk2018.04.099.
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The article refers to innovative forms of management in thermal power enterprises. It is pointed out that the subject matter of the research paper is approaches of implementing technologies of personnel management in thermal power enterprises. The methodological framework consists of general research methods and also economic and statistical techniques, namely: systemic and structural anlsysis, statistical method of economic analysis, empirical analysis to determine trends of personnel management in thermal power enterprises; induction and deduction method to improve approaches to implementing technologies of personnel management in thermal power enterprises; abstract-logical analysis, economic and mathematical programming to provide the rationale for introducing process and project approaches to implementation of personnel management technologies. A number of trends relevant to staff resources in enterprises are highlighted. It is assumed that the low level of investment is due to the following factors: high depreciation costs of equipment and large consumption of natural resources, a rigid organizational structure, a lack of delegated decision-making and leadership, a top-down approach to making decisions, use of traditional technologies of staff motivation and development, harmful working conditions. The paper provides recommendations on approaches to organizational structure of personnel management. It is concluded that little interaction between business units and insufficient use of technologies for staff development stem from the linear functional model of organizational structure. Particular attention is given to the importance of introducing process approaches to personnel management through horizontal and vertical integration of activities. Project approaches are also considered to be useful for implementing technologies of personnel management in thermal power enterprises. The article suggests ways for project team formation (think tanks / business incubators) and further innovative development of thermal power enterprises. Special reference is made to implementing growth-oriented technologies for personnel management and project team formation in thermal power enterprises. Finally, a set of methods for recruiting project managers are developed.
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Пуляева, Валентина, and Valentina Pulyaeva. "Creating a management personnel competence service-management-based model." Universities for Tourism and Service Association Bulletin 8, no. 3 (September 2, 2014): 69–77. http://dx.doi.org/10.12737/5553.
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Service management is regarded by the author as a philosophy of management which dictates that
it be largely oriented at satisfying the specific needs of an individual customer through providing
a tailored value-effect service product, as well as at an organizational creation of tailored-productoffer opportunities and conditions and a linkage between the goals and benefits (profit) of the parties involved in the service-provision process (organizations, customers, other interest groups). The article deals with the issues of realization of service management principles by means of the currently much promoted and implemented HR tool as competence management. Practice demonstrates several different competence models, with the most widely employed in Russia being the 20-faceted model, it being highly adapted to the Russian specific environment. In the article, the author provides a thorough analysis of the model and proposes a 20-faceted-model-based manager competence approach, which is fully in compliance with the requirements of the new profession-knowledge- and personnel-qualification-driven quality economy. The approach as proposed by the author rests on a 24-competene model, with the competences divided into 6 groups: personal qualities; intrinsic motivation; management skills, decision-making skills; corporate knowledge management skills, interpersonal skills. The approach slows to assess and evaluate an organization’s management, as well as identify several its key levels: unacceptable for a manager, border-line case, developing management, expert management, master management.
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M. Abilov, Serik, and Alexander A. Kaigorodtsev. "QUALIMETRIC METHODS IN ASSESSING THE EFFECTIVENESS OF MANAGEMENT DECISIONS IN UNIVERSI-TIES." Humanities & Social Sciences Reviews 7, no. 5 (September 28, 2019): 237–44. http://dx.doi.org/10.18510/hssr.2019.7529.
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Abstract
Purpose: Management decision in the university is a process of convergent analysis, forecasting and timely resolution of problem situations, aimed at achieving synergetic results. The research studies the advantages and feasibility of using qualimetric methods for evaluating effectiveness of the university’s management decisions.
Methodology: Our proposal is to use the method, based on qualimetric analysis, in assessing the effectiveness of management decisions in the university. The theoretical propositions and the argumentation of the research findings have been grounded with the following general scientific methods system-thinking approach, structural and level-based, logical and economic-based, as well as statistical analysis.
Main Findings: The management decision effectiveness is based on the level of collaboration in decision-making. The degree of collaboration in decision-making is determined by the involvement of various stakeholders in the process. Index of timeliness of a management decision implementation is the ratio of standard time to the actual time spent. The decision is effective if the index value is equal to 1 or exceeds it. Decision efficiency is evaluated based on the quality of its implementation. The integrated indicator of decision-making effectiveness is a combination of values for all four parameters.
Implications/Applications: The practical significance of the research predetermined by the fact that application of this methodology contributes to optimizing the interaction of organizational structures on the management synergy basis, and, as a result, to improving the quality of educational services provided by the university. Using the method of qualimetric analysis raises the level of personnel involvement in the process of managerial decision-making, objectivity and decisions quality.
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Arar, Khalid, and Muhammed Abu Nasra. "Linking school-based management and school effectiveness: The influence of self-based management, motivation and effectiveness in the Arab education system in Israel." Educational Management Administration & Leadership 48, no. 1 (May 28, 2018): 186–204. http://dx.doi.org/10.1177/1741143218775428.
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Using a sample of 300 Arab teachers in Israel, we developed a model to analyze how school-based management directly and indirectly (through motivation) affects school effectiveness. The results show that there is a positive relationship between all dimensions of self-management (decision-making, resource and personnel management, availability of resources, and organizational structure) and school effectiveness. In addition, the results show full mediation between resource management, personnel and organizational structure, and school effectiveness through motivation. Theoretical contributions and managerial implications as well as directions for future research are presented.
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Rice, Condoleezza. "The Party, the Military, and Decision Authority in the Soviet Union." World Politics 40, no. 1 (October 1987): 55–81. http://dx.doi.org/10.2307/2010194.
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Soviet military decision making is characterized by a division of labor between the party, which issues broad policy guidance, and the professional military, which oversees the development of the armed forces based on that guidance. There is to date no civilian institution whose functions parallel those of the General Staff. The party is now, and has historically been, dependent on the professional military for the formation of options on strategy, organization, and force composition. The Soviets have never equated civilian control and authority with civilian management. Absolute party authority over defense policy has been maintained through control of personnel and resource allocation.
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Wang, Wen-Ching. "A Multi-Function Disaster Decision Support System Based on Multi-Source Dynamic Data." Environment and Natural Resources Research 10, no. 1 (January 13, 2020): 1. http://dx.doi.org/10.5539/enrr.v10n1p1.
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Disasters are unpredictable. However, occurrences follow a specific time sequence. Disaster management encompasses routine disaster reduction, pre-disaster preparation, mid-disaster response, post-disaster recovery, time management and allocating routine tasks over an extended period, and emergency response during highly stressful periods. Various response organizations rely on effective “integrated disaster management” to react to situations at different periods in time. In addition to making personnel and organization adjustments at different times, integration also requires systems for effective and fast communication and for providing first-hand supporting information to responders for data, manpower, organization, and resource integration. Based on design science theory, disaster decision support systems integrate internal and external data through (1) confirming problems and motivations, (2) defining solution objectives, (3) designing and developing a solution, (4) presenting the solution, (5) evaluating the solution, and (6) communicating protocols, and then consolidating the data into graphical or visual platforms and systems. These systems not only contain disaster prevention information, provide pre-disaster emergency response warnings, allocate supporting resources for mid-disaster response, evaluate the scale of disasters, and formulate response plans, but also simulate various disaster situations and scenarios during disaster-free periods for training and education purposes.
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Dogba, Maman, Pierre Fournier, and Safoura Berthe-Cisse. "Qualification of Staff, Organization of Services, and Management of Pregnant Women in Rural Settings: The Case of Diema and Kayes Districts (Mali)." ISRN Obstetrics and Gynecology 2012 (May 3, 2012): 1–8. http://dx.doi.org/10.5402/2012/649412.
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In Mali, a poor sub-Saharan country, maternity referral systems were implemented to combat the still-high rates of maternal mortality. This qualitative study was aimed at understanding the relationships between the qualification of staff in community health centres, the organization of services, and the management of pregnant women in the maternity referral system in Kayes, a rural region of Mali. Physicians who managed CHCs actively or passively modified work organization, the level of technology, their obstetric skills, and staffing. They also created a competitive environment and developed relationships of trust with patients and with the district health centre. These findings are helpful in orienting decision-making for better personnel management.
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Zahra, Aulia, Prayogo P. Harto, and Ahmad Bisyri ASH. "Pengukuran Efisiensi Organisasi Pengelola Zakat Dengan Metode Data Envelopment Analysis." JURNAL AKUNTANSI DAN KEUANGAN ISLAM 4, no. 1 (March 6, 2019): 25–44. http://dx.doi.org/10.35836/jakis.v4i1.28.
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This study aims to determine the level of efficiency of Zakat Management Organization period 2012-2014 using Data Envelopment Analysis (DEA) method with the production approach. Data Envelopment Analysis (DEA) is a non-parametric method used to measure the efficiency level of Decision Making Units (DMU). This method measures the ratio between output and input which are compared between the studied Zakat Management Organization. Output variables used are fund collected and channeled fund. While input variables used are personnel costs, socialization costs, and other operational costs. The results of this study show that the efficiency of Zakat Management Organization in the year 2013 is still better than in 2012 and 2014, both technically (93,50%), scale (73,28%), and overall (70,54%). Calculation of 7 Zakat Management Organization in 2013 with the assumption of Constant Return to Scale (CRS), shows only 3 Zakat Management Organization efficient, that is YBM BRI, BSM Ummat, and BAMUIS BNI. The main cause of inefficiency from the output oriented measures is channeled fund and fund collected, which is equal 49,23% and 48,13%. While the input oriented measures states that the source of inefficiency is the personnel costs (33,42%), the socialization costs (33,72%), and the cost of other operational (32,29%).
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Schick, Allen G., Jeffrey B. Birch, and Robert E. Tripp. "Authority and Power in Organizational Decision Making: The Case of a University Personnel Budget." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 3, no. 1 (April 8, 2009): 41–64. http://dx.doi.org/10.1111/j.1936-4490.1986.tb00417.x.
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Borovikov, A., and O. Smolyakov. "Principles of organization and structure of the management system of a holding type company." Upravlenie 7, no. 3 (October 21, 2019): 54–62. http://dx.doi.org/10.26425/2309-3633-2019-3-54-62.
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One of the main tasks of building an effective management structure for a group of companies of the holding type has been designated− it is the harmonization of the interests of top management and owners. The experience of improving the management systems of a number of really active groups of companies and diversified enterprises (including the sector of aviation and rocket engine building) focused on both scientific and technical, and production and commercial business, has been taken into account. Options for organizational structures of the group of companies have been considered. Attention has been drawn to the fact, that the choice of a variant of the structure of a group of companies should be the result of the agreements, reached between the decision-making center, investors and the top management of the management company.The basic functions of the basic elements of the structural bush of a group of companies have been formulated. In the multi-project management paradigm, the methodology of structure synthesis and the development of basic procedures for the management system of a holding-type group of companies have been considered, and the basic canonical structure of the management company and the project management apparatus of the production-scientific-commercial group of companies has been proposed, which includes two the main management units: the earning wing and the serving (control and analytical) wing. The features of the functioning of such key management units of the executive office and commercial management as analytical group, plan development and control group and market measurement group, have been considered.The importance of the vocational guidance component of the Directorate of Personnel Management, based on psychodiagnostic methods, has been noted. The basic functions of the management departments of the management company have been formulated, and the procedures for interaction between them have been enumerated in detail. The requirements for key management company personnel have been noticed. The option of material incentives for employees at the stage of promotion of the business unit has been proposed. It has been especially noted, that when making a decision on the improvement of existing management systems in enterprises, both technical and historical features of the realities in these corporations (enterprises) should be carefully considered.
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Keenoy, Tom. "HRM: A Case of the Wolf in Sheep’s Clothing?" Personnel Review 19, no. 2 (February 1, 1990): 3–9. http://dx.doi.org/10.1108/00483489010004306.
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Paradoxically, the emergence of Human Resource Management (HRM) represents both a challenge and an opportunity to the practice of personnel management. Conventional personnel management is being out‐moded to be superseded by an approach to employees which seemingly promises to put “people issues” at the centre of strategic decision making. The debate about HRM has been confused and confusing because it has failed to clearly identify the distinctive forms of management – as well as personnel – practice to which the term HRM has been applied. This confusion only serves to mask the important moral issues HRM poses for personnel practitioners.
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Parra, Xileidys, Xavier Tort-Martorell, Carmen Ruiz-Viñals, and Fernando Álvarez Gómez. "Maturity model for the information-driven SME." Journal of Industrial Engineering and Management 12, no. 1 (March 8, 2019): 154. http://dx.doi.org/10.3926/jiem.2780.
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Purpose: This article presents a maturity model for the evaluation of the information-driven decision-making process (DMP) in small and medium enterprises. This model is called “Simplified Holistic Approach to DMP Evaluation (SHADE)”. The SHADE model is based in the “Circumplex Hierarchical Representation of the Organization Maturity Assessment” (CHROMA) framework for characterizing the information-driven DMP in organizationsDesign/methodology/approach: The CHROMA-SHADE provides a competency evaluation methodology regarding the SME’s use of data for making better-informed decisions. This model groups the main factors influencing the information-driven DMP and classifies them into five dimensions: data availability, data quality, data analysis and insights, information use and decision-making. It addresses these dimensions systematically, delivering a framework for positioning the organization from an uninitiated to a completely embedded stage. The assessment consists of interviews based on a standardized open-ended questionnaire performed to key company personnel followed by an analysis of the answers and their scoring performed by an expert evaluator.Findings: The results of its application indicate this model is well adapted to the SMEs resulting useful for identifying strengths and weaknesses, thereby providing insights for prioritizing improvement actions.Originality/value: The CHROMA-SHADE model follows a novel, holistic approach that embraces the complexities inherent in a multiplicity of factors that, at the technological and management level, converge to enable more objective and better-supported decisions to be made through the intelligent use of information
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Jabrayilova, Zarifa. "THE PRINCIPLES OF DEVELOPING A MANAGEMENT DECISION SUPPORT SYSTEM FOR SCIENTIFIC EMPLOYEES." EUREKA: Physics and Engineering 4 (July 31, 2019): 10–22. http://dx.doi.org/10.21303/2461-4262.2019.00951.
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Employees engaged in mental work have become the most valuable assets of any organization in the 21st century. The satisfaction of those involved in mental work requires the provision of objectivity and transparency in their decision-making. This, in turn, entails the development of scientifically motivated decision making mechanisms and scientific-methodological approaches to evaluate their performance based on innovative technologies. The main goal of this article is in development of the scientific and methodological framework for the establishment of a decision support system to manage the employees engaged in mental work and operating in uncertainty. In this regard, initially, the question of evaluating the activities of scientific workers is examined, its characteristic features are determined, and the fuzzy relation model is proposed as a multi-criterion issue formed in uncertainty. Taking into consideration the hierarchical structure of the criteria that allows evaluating the activities of scientific workers, a phased solution method based on an additive aggregation method is proposed. In accordance with the methodology, a functional scheme of the decision support system to manage the scientific personnel is developed. The working principle of each block and the interaction of the blocks are described. The rules for the employees’ management decisions are shown by referring to the knowledge production model. Based on the proposed methodological approach, the implementation phases of the decision support system for the management of the scientific workers of the Institute of Information Technology of ANAS are described. To evaluate the employees’ performance, the tools to collect initial information, evaluate the system of criteria, define their importance coefficients and mathematical descriptions are provided. Some results of the system software are presented. The opportunities of the system based on the proposed methodology to support enterprise mangers to make scientifically justified decisions are provided.
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Fatimah, Dini Destiani Siti, Asep Deddy Supriatna, and Rina Kurniawati. "Design of personnel information systems using rapid application development method." MATEC Web of Conferences 197 (2018): 03016. http://dx.doi.org/10.1051/matecconf/201819703016.
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Information system is a system that is interconnected and integrated with each other and aims to provide personnel information to support operations, management and decision-making functions within an organization. The purpose of this research is to build personnel information system with Rapid Application Development (RAD) method. The methodology used in this design is the RAD method which consists of identifying the objectives and information requirements, designing the system, building the system, and introducing the new system. This study is limited to the design stage only. The design result is a more effective and efficient employee information system design. The conclusion of this research is that the information system built with RAD method takes shorter time, but required good coordination between system designer with user.
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Ermishina, E. B. "CORPORATE CULTURE AS FUNDAMENTAL FACTOR OF SUCCESSFUL ORGANIZATION DEVELOPMENT." Scientific bulletin of the Southern Institute of Management, no. 1 (March 30, 2017): 56–62. http://dx.doi.org/10.31775/2305-3100-2017-1-56-62.
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In article questions of forming of a corporate culture as tool of the strategic development of the organization directed to increase in competitiveness of the organization are considered. The corporate culture of the organization determines a vector of its development, allows to smooth a harmonization problem of the individual purposes with a common goal of the organization, creates the general cultural space including values, regulations and behavioral models divided by all employees. The corporate culture can influence success of the organization, than other factors more. Strong corporate cultures promote the correct decision making, create a cooperation basis on trust, make nekformalny impact on young employees, promoting development of their personal and professional qualities. Scale of a corporate culture is determined by quantity and firmness of the major views and beliefs accepted by employees. Cultures with many levels of beliefs and values exert strong impact on behavior in the organization. Some cultures accurately range the beliefs accepted by employees, beliefs and values. Recommendations about forming of a corporate culture of sanatorium organizations of Krasnodar Krai are offered. Success in activities of modern sanatorium organizations is determined substantially by unity of personnel, trusting, harmonious and mutually beneficial relations between a management and employees.
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Rahmadita, Lintang Jendro, Supanto Supanto, and Widodo Tresno Novianto. "Juridical Study on the Corporate Criminal Liabilities for Money Laundering Criminal Action with the Defendant Labora Sitorus (A Study on the Decision on Appeal Number: 1081 K/Pid.Sus/2014)." International Journal of Multicultural and Multireligious Understanding 5, no. 3 (July 28, 2018): 339. http://dx.doi.org/10.18415/ijmmu.v5i3.408.
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Corporate Crime nowadays is not only committed by people who are in the organization structure but also by people who are not listed in the organization. Based on the Decree no.1081K/PID. SUS/2014, Supreme Court provides an interpretation on the corporate director outside the organization’ structure. Supreme court subjected punishment against LS since he was considered as the corporate controller, although he is not listed on the organizational structure. The problem with LS as the personnel of Corporate manager although he was not listed on the organization structure is by the evidence that all money from the selling and shipping transaction of illegal oil fuel comes in LS’ bank account, and in fact, all the decision making of the corporation is authorized by LS. Whereas, by right, LS did not act as the manager of the corporation. This fact showed that the directing mind and will of that corporation is LS. The management of the corporation such as the boards of the directors are only the “puppets” to commit LS’ criminal act. Keywords: Punishment, Money Laundering, Corporation
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NIKOLENKO, Larysa. "Governing economic processes using artificial intelligence: conceptual foundation." Economics. Finances. Law, no. 2/2 (February 28, 2020): 15–18. http://dx.doi.org/10.37634/efp.2020.2(2).3.
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Introduction. The article describes the main digital economy development directions on the way of improving business processes management by using modern information technologies. The digital economy is evolving at an incredible rate due to its ability to collect, use and analyze vast amounts of information. A common approach to digital management of the economy is based on the informational resources and their organization. Opportunity to combine external and internal economic information sources, the direction of information flows and modern methods of economic management arises because of local and general management goals and objectives. The purpose of the paper is to develop the management decision-making concept in the context of a dynamically changing environment. This concept should significantly reduce the role of personalized management components and enhance the role of the intellectual component - artificial intelligence. Results. As a result, the digital economy management concept is established, which works at all management levels, and is based on the development of intellectual information processing solutions – artificial intelligence for management and accounting personnel. Opportunities are analyzed for digitalization of the process of establishing the new model of managing the enterprise economical processes, and their practical use along with modern informational trends – artificial intelligence. As long as economical processes of Ukrainian business transform, a mature enterprise management approach should develop, which involves fulfilling six important points in order to fully rebuild the organizational structure. Conclusion. It’s proven that the mature business management approach should be built up while transforming economic enterprise processes. Using artificial intelligence is the key factor in making prudent management decisions and leads to decision transparency and customer trust.
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Curli, Barbara. "DAMES EMPLOYÉESAT THE SUEZ CANAL COMPANY: THE “EGYPTIANIZATION” OF FEMALE OFFICE WORKERS, 1941–56." International Journal of Middle East Studies 46, no. 3 (July 18, 2014): 553–76. http://dx.doi.org/10.1017/s0020743814000592.
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AbstractThe article is a case study of work organization at the Services d'Egypte of the Suez Canal Company from the outbreak of World War II to the company's nationalization in 1956. In this multinational and multicultural workplace, organizational hierarchies and division of labor were traditionally defined according to “national” identities, while maintaining a strict segregation betweeneuropéensandindigènes, to use the company's terminology. Starting in the 1930s, the company faced new measures of economic nationalism imposed by the Egyptian government, including required quotas of Egyptian personnel. These measures progressively redefined the political boundaries of the company's action in the management of its workforce. Using unpublished archival documents from the company's personnel files, this article analyzes the processes of feminization and Egyptianization of the company's office workers during World War II and the 1950s. The process was driven by a precise organizational strategy, based on both “racial” and “gender” criteria, which aimed to redefine the company's internal hierarchies and to keep management and decision making in the hands of the “Europeans,” while complying with the terms of the conventions of 1937 and 1949 that regulated the relationship between the company and the Egyptian government.
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Barsegyan, N. V. "DESIGN FEATURES OF MANAGEMENT SYSTEMS ENTERPRISES OF THE PETROCHEMICAL COMPLEX." Vestnik Universiteta, no. 12 (February 3, 2021): 44–50. http://dx.doi.org/10.26425/1816-4277-2020-12-44-50.
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Restructuring, redesigning or designing the organizational management structure on a scientific basis at domestic petrochemical enterprises are tools for improving the management system in the context of transition to new management standards, which contributes to the most effective achievement of goals. The article summarizes and analyses methods and approaches for designing organizational management structures and methods for their evaluation. In the development strategy of petrochemical enterprises aimed at resource conservation and the development of new petrochemical products, flexible organizational management structures are recommended, the design of which requires the use of a set of methods with the integration of the advantages of each of them. For proper management decision-making, it is necessary to develop a balanced system of indicators, in connection with which the author proposes the key indicators that characterize the effectiveness of the management system – technological, managerial, economic. The paper develops the functional model of modernization of the organizational management structure according to strategy of development of the enterprise based on the IDEF0 methodology. The study proposes the model of lean strategy for the development of the organizational structure of petrochemical enterprise management, as the integration of business strategic management systems, production organization and personnel training, based on the project management approach.
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Amirinia, Mohsen, Orkideh Hamedi, and Abdosamad Amiri. "A Study of Participative Management Method and Suggestion System Explanation in it." International Letters of Social and Humanistic Sciences 51 (May 2015): 72–81. http://dx.doi.org/10.18052/www.scipress.com/ilshs.51.72.
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Participation (P.) is a topic that’s been existed since long back and it’s been needed by man, to cooperate with each other in all affairs. In our country also, P. in Mgt. has been remarkably regarded, considering the advancement of Mgt. Science and Modern Mgt. matured in organizations (private and government institutes). An issue which has a special place in our religious affairs, that’s been suggested a lot, to consult and contribute in Islamic issues. Today, P. in various affairs is an area under discussion which has been regarded a lot by managerial authorities, and is being looked as a way to compensate defections and inaudibility of classical structures with low efficiency and flexibility. P. in Mgt. implies that, all people of organization even those who don’t have any role in decision making, can be effective in future progression of organization. In this research, it’s been tried to clarify PM method as a successful technique which is confirmed by top management authorities around the world, as a means, having notable effects in success of organizations and signifying it as a proper way to be performed in organizations. So, we delve into participative management, goals, methods, PM affaires and participative aspects in Islam. Thus, SS has been studied from different aspect to achieve the best apparatus of personnel P in organizations. Consequently, we have introduced and clarified the SS, performing fields, performing goals, SS Structure, its defrayal challenges and approaches to overcome all these challenges in Iran.
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Pascu, Radu Vasile, Radu Adrian Ciora, Lucian Lobonţ, and Carmen Mihaela Simion. "Developing A Decision Support System For Project Management In Universities." Balkan Region Conference on Engineering and Business Education 1, no. 1 (August 15, 2014): 469–72. http://dx.doi.org/10.2478/cplbu-2014-0078.
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AbstractDecision making is a complex and continuous process of correlation and harmonization of the project objectives with the organizational goals and all kinds of the resources available for projects carried out in universities (regardless of their source of funding). At an academic institution that can run simultaneously a large number of projects, using a Decision Support System (DSS) contributes to increase both transparency of decision and reaction rate of the decision makers. This paper presents a very useful DSS: POMADESUS – PrOject MAnagement DEcision SUport System. This DSS can be used to increase the efficiency of the Projects Implementation Unit from the University. POMADESUS is also a useful tool for all personnel involved in the implementation and the management of the projects.
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Chen, Chen-Tung, and Wei-Zhan Hung. "A Two-Phase Model for Personnel Selection Based on Multi-Type Fuzzy Information." Mathematics 8, no. 10 (October 3, 2020): 1703. http://dx.doi.org/10.3390/math8101703.
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From the viewpoint of human resource management, personnel selection is one of the more important issues for enterprises in a high-level competitive environment. In general, many influence factors, quantitative and qualitative, affect the decision-making process of personnel selection. For considering qualitative factors, decision-makers cannot always easily judge the suitable degree of each applicant. Under this situation, this research proposes a systematic decision-making method based on computing with linguistic variables. First, unsuitable applicants are filtered by considering the quantitative information of each applicant. At this stage, technique for order of preference by similarity to ideal solution (TOPSIS) and entropy methods are aggregated to eliminate unsuitable applicants in accordance with their closeness coefficient values. Second, experts (or decision-makers) use different types of 2-tuple linguistic variables to express their opinions of suitable candidates with respect to qualitative criteria. At this stage, we consider different preference functions in the preference ranking organization method for enrichment evaluation (PROMETHEE) method to calculate the outranking index of each suitable candidate. Next, we aggregate the closeness coefficient and outranking index of each suitable applicant to determine the ranking order. In order to illustrate the computational processes, an example demonstrates the practicability of the two-phase personnel selection method. The benefit of the proposed method is as follows. (1) It reduces the time for reviewing and evaluating the huge numbers of applicants. (2) It avoids subjective judgment by experts to determine the weights of all criteria. Finally, conclusions and contributions are discussed at the end of this paper.
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Aitamaa, Elina, Helena Leino-Kilpi, Pauli Puukka, and Riitta Suhonen. "Ethical problems in nursing management: The role of codes of ethics." Nursing Ethics 17, no. 4 (July 2010): 469–82. http://dx.doi.org/10.1177/0969733010364896.
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The aim of this study was to identify the ethical problems that nurse managers encounter in their work and the role of codes of ethics in the solutions to these difficulties. The data were collected using a structured questionnaire and analysed statistically. The target sample included all nurse managers in 21 specialized health care or primary health care organizations in two hospital districts in Finland (N = 501; response rate 41%). The most common ethical problems concerned resource allocation as well as providing and developing high quality care. This was the case in different managerial positions as well as in types of organization. Professional codes of ethics were used more often for problems related to patients’ care compared with issues of resource allocation. Nurse managers at middle or strategic management levels used codes of ethics more often than those in charge of a ward. More research is required to investigate ethical decision making in nursing management, especially with regard to problem solving. In addition, new guidelines and continuing education in ethics are important for management personnel.