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Journal articles on the topic 'Organization'

Author: Grafiati

Published: 4 June 2021

Last updated: 7 December 2024

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1

Ahrne, Göran, and Nils Brunsson. "Organization outside organizations: the significance of partial organization." Organization 18, no. 1 (September 21, 2010): 83–104. http://dx.doi.org/10.1177/1350508410376256.

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2

Mackenzie, Kenneth D. "THE ORGANIZATION OF ORGANIZATIONS." International Journal of Organizational Analysis 9, no. 2 (February 2001): 116–48. http://dx.doi.org/10.1108/eb028930.

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3

Ackroyd, Stephen. "Organization Contra Organizations: Professions and Organizational Change in the United Kingdom." Organization Studies 17, no. 4 (July 1996): 599–621. http://dx.doi.org/10.1177/017084069601700403.

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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.

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4

CZAJA, Sally J. "Organizational Commitment? What Organization?" Japanese Journal of Administrative Science 13, no. 2 (1999): 63–70. http://dx.doi.org/10.5651/jaas.13.63.

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5

Phillips, Dennis D. "The Organizational Communication Organization." Speech Communication Teacher 5, no. 4 (August 31, 1991): 12–13. http://dx.doi.org/10.1080/29945054.1991.12289375.

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6

Sadeghi, Ghasem, Masoud Ahmadi, and Maryam Taghvaee Yazdi. "The relationship between organizational citizenship behavior and market orientation in organizations (case study: Agricultural Jihad Organization of Mazandaran Province)." Problems and Perspectives in Management 14, no. 3 (September 15, 2016): 372–79. http://dx.doi.org/10.21511/ppm.14(3-si).2016.10.

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The main purpose of this study is analyzing the relationship between organizational citizenship behavior and market orientation. This study is an applied research in terms of the purpose based on a descriptive correlational method. The statistical population included all employees of Agricultural Jihad Organization of Mazandaran province consisting of 1923 persons. 391 people (male and female) were selected using random stratified sample. Data were collected through two standard questionnaires: Podsakoff’s (2003) organizational citizenship behavior and Kohli, Jaworski, Narver, and Slater’s (1990) market orientation. Validity of questionnaires was confirmed by experts and reliability of them was confirmed using Cronbach’s coefficient alphabet. Cronbach’s alpha for the organizational citizenship behavior and market orientation was calculated by 0.80 and 0.91. Components of organizational citizenship behavior included civic virtue, altruism, conscientiousness, sportsmanship, and courtesy. Components of market orientation included customer orientation, competitor orientation, and intra-functional coordination. Data were analyzed using descriptive and inferential statistics through SPSS software. The results of the study showed that there is a significant relationship between organizational citizenship behavior and market orientation in organizations. Keywords: organizational citizenship behavior, market orientation, employees, Agricultural Jihad, Mazandaran Province. JEL Classification: D23, M10, M12, M31

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Yi-wei, Chu, and Ho Meng-chian. "Dynamics in Organization: Comparison Study of Learning Organization with Adaptive Organizations." Journal of Asian Multicultural Research for Social Sciences Study 2, no. 1 (February 2, 2021): 1–6. http://dx.doi.org/10.47616/jamrsss.v2i1.85.

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This article discusses the dynamics in organizations, specifically about the comparison of organizational learning with adaptive organizations. This study used a survey method by relying on observational reviews of Organizations X and Y. Data collection was carried out on all staff from 2 organizations totaling 100 people each, 50 respondents each. The results showed the level of activity in the use of Organizational Technology, especially during the COVID-19 era, the role of information technology was a challenge and an opportunity for organizational performance owners to adapt so that their organizational performance could remain productive and effective. The results showed that the dynamics of the organization require adaptive technology, information technology has an influence on organizational development. This condition requires organizations to continue to learn and provide training in accordance with the times, this is certainly relevant to the concept of learning organization with the impact that requires organizations to acquire and transfer organizational knowledge to individuals in the organization.

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8

Nagaldinne, Madan, and Shweta Shukla. "Organization Structures in new age Organization and Organizations of the Future." NHRD Network Journal 5, no. 2 (April 2012): 46–51. http://dx.doi.org/10.1177/0974173920120208.

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9

Prichard, Craig. "The Organization of Organizational Discourse." Management Communication Quarterly 20, no. 2 (November 2006): 213–26. http://dx.doi.org/10.1177/0893318906291979.

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10

Budzak, Danny. "The organization of organizational knowledge." Business Information Review 30, no. 4 (December 2013): 183–90. http://dx.doi.org/10.1177/0266382113520381.

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11

Yusof, Muhammad SuhaimiMohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impactson Organization." International Journal of Psychosocial Rehabilitation 24, no. 03 (February 18, 2020): 1536–42. http://dx.doi.org/10.37200/ijpr/v24i3/pr200903.

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12

de la Rosa Alburquerque, Ayuzabet. "Theory of Organization and New Institutionalism in Organizational Analysis." Administración y Organizaciones 27 (September 12, 2024): 61–87. http://dx.doi.org/10.24275/jubq4119.

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13

Lehrer, Mark, and Lydia Segal. "The stewardship organization: essential characteristics and conditions of feasibility." American Journal of Business 35, no. 3/4 (August 3, 2020): 175–90. http://dx.doi.org/10.1108/ajb-04-2020-0046.

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PurposeThe paper explores the nature and facilitating conditions of “stewardship organizations,” that is, organizations in which stewardship behavior rather than principal–agent behavior defines the operative principles of management.Design/methodology/approachThe paper falls into two parts: the first part of the analysis develops a theory of the stewardship organization, and the second part develops a contingency framework concerning the feasibility of stewardship organizations.FindingsStewardship organizations are characterized by three interlocking traits: (1) the overall mission of the organization, (2) the organization's internal control systems and (3) the “motivational environment” of the stewardship organization. Since stewardship organizations cannot be identified on the basis of stated mission alone, it is necessary to determine whether the mission involves a higher calling that has been internalized by organizational members to the point of constituting a vital part of how the organization runs on a day-to-day basis.Practical implicationsOne key role of leadership in such organizations is to manage mission drift and to reduce the ambiguity of the mission and organization goals.Social implicationsLitmus tests are proposed for identifying an authentic stewardship organization in contradistinction to those whose socially minded values are ancillary or a marketing ploy.Originality/valueThis is the first systematic attempt to characterize the stewardship organization. After providing three specific examples of such organizations, the contribution identifies key markers of bona fide stewardship organizations.

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Abdullayev, Aybek Nazarbayevich. "Organization Of Accounting In Organizations Of The Non-Governmental Education System." American Journal of Management and Economics Innovations 3, no. 06 (June 10, 2021): 130–37. http://dx.doi.org/10.37547/tajmei/volume03issue06-20.

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The article discusses the procedure, stages of organization of accounting in business entities providing non-governmental educational services and the parties involved in this process. The article also examines the responsibilities of the participants in the organization of the account, the organizational, technical and methodological aspects of this process.

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15

Atef, Mohsen. "Organization Buying Behavior in Qutar Organizations." Journal of King Abdulaziz University-Economics and Administration 1, no. 1 (1988): 31–53. http://dx.doi.org/10.4197/eco.1-1.4.

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16

Ahrne, Göran, Nils Brunsson, and David Seidl. "Resurrecting organization by going beyond organizations." European Management Journal 34, no. 2 (April 2016): 93–101. http://dx.doi.org/10.1016/j.emj.2016.02.003.

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17

Sun, He-Chuan. "Conceptual clarifications for ‘organizational learning’, ‘learning organization’ and ‘a learning organization’." Human Resource Development International 6, no. 2 (June 2003): 153–66. http://dx.doi.org/10.1080/13678860110086465.

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18

Wibowo, Tangguh Okta, Khairul Syafuddin, and Maria Advenita Gita Elmada. "Twitter as Potential Medium for Organization: Constructing Green Messages on Twitter." Jurnal Riset Komunikasi 6, no. 1 (February 9, 2023): 44–57. http://dx.doi.org/10.38194/jurkom.v6i1.771.

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This study examines the topic of environmental sustainability, which is currently emphasized by governments and organizations. How do organizations, in particular, utilize the term "green" to designate their products and services? A green label plays a crucial role in establishing a favorable reputation for an organization, allowing it to be identified as a promoter of environmental sustainability. This study explores the utilization of the green concept on Twitter deeper. Utilizing the Netlytic program, tweets containing the terms "green" or "environmental" are submitted to a content analysis. This study shows, using collected data, that Twitter is utilized as a "technology weapon" to promote the organization's image. By accommodating digital traces by users on Twitter, researchers see a "digital space" formed to be utilized as a space for organizations to produce content based on environmental communication. This information has consequences for the green labeling of an organization and enables the enhancement of a good image that adds value to the organization's reputation to establish itself as a pro-environmental organization. Important findings from this study suggest that Twitter could be utilized by organizations to improve their status on the map as a green organization.

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19

Lychkan, Leonid Petrovich. "Personnel management: personnel policy and personnel planning." Uchenyy Sovet (Academic Council), no. 5 (April 22, 2021): 339–51. http://dx.doi.org/10.33920/nik-02-2105-02.

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The article discusses the provisions related to personnel (human resources) planning and certain aspects of such planning, in particular, planning the organization's staffing needs for a certain prospected period for the organization's development and implementation of its targets and plans. When planning the need for personnel in modern context of digital transformation of the system of public relations, in the conditions of the formation of different areas of life of a worker, the development of his own resource capabilities, in the context of a changing economic situation, organizations of a modern type, carrying out their activities and functioning in a specific area, take into account certain factors affecting and influencing the staffing needs of the organization, in particular: the organizational structure of the organization; the production structure of the organization; the strategy of the organization, the mission of the organization, the functions of the organization; the production process in the organization; the staffing of the organization (actual staffing - attendance and payroll staff ); the qualitative planning of the organization's staffing needs; the quantitative planning of the organization's staffing needs; programs for the release of goods and the provision of services; the degree of mechanization and automation of the organization's production (the use of new technologies in production), including management processes. The organization's activities are always aimed at establishing business relationships with customers, suppliers, competitors, and other persons who are of interest to the organization and, thereby, contribute to the implementation of the business strategy of a modern organization. Strategy is the result of a generalized determination of the long-term course of the development of the organization, the direction and nature of the organization's actions, associated with the choice of a goal, solution of the corresponding problems, formation of a holistic vision and responsible implementation of the business model of the organization's development, and obtainment of the planned result. An organization's strategy is a set of measures aimed at introducing personnel to the goals of the organization and means to achieve the goals in a certain period of the organization's functioning.

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20

Parshak, Olexander. "Training Program "Psychology of the Commercial Organization Staff's Attitude Towards Money"." Організаційна психологія Економічна психологія 4, no. 21 (December 23, 2020): 82–96. http://dx.doi.org/10.31108/2.2020.4.21.8.

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Introduction. Commercial organizations' efficiency can be improved, among other ways, through the formation of staff's harmonious attitude towards money and staff's active participation in the development and implementation of the organization's monetary policies. Aim: to develop the content and design of the training program for the formation of commercial organization staff's harmonious attitude towards money. Methods. The technological approach by L. Karamushka and a number of interactive techniques (unfinished sentences, "brainstorming", small-group work, group discussions, role-playing games, work with Internet resources, psychological workshops, creative homework, etc.) aimed at organizing trainees' joint activities and communication. Results. The author has proposed a 56-hour-long training program "Psychology of the Commercial Organization Staff's Attitude Towards Money", which includes the following five training sessions: "The Concept of Money and Their Role in Commercial Organization Staff's Life", "The Impact of the Commercial Organization Staff's Organizational and Psychological Characteristics on Staffs' Attitudes towards Money", "The Commercial Organizations' Organizational and Psychological Characteristics that Affect Commercial Organization Staff's Attitudes towards Money", "Commercial Organizations' Monetary Policy: it Content and Organizational and Psychological Problems", "The Main Directions of Commercial Organizations' Monetary Policies." Conclusions. The proposed training program can be used for commercial organization staff's psychological training as well as in shaping and pursuing monetary policies of commercial organizations.

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21

Yusof, Muhammad Suhaimi Mohd, and Abd Rahim Romle. "Exploring the Elements of Organizational Inertia and Impacts on Organization." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 13, 2020): 4243–51. http://dx.doi.org/10.37200/ijpr/v24i2/pr200747.

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22

Pratiwi, Ema Suci, and Dian Marlina Verawati. "Strategi Kepemimpinan Pada Organisasi Mahasiswa Sebagai Upaya Mewujudkan Ketercapaian Program Kerja." Entrepreneur: Jurnal Bisnis Manajemen dan Kewirausahaan 2, no. 2 (July 22, 2021): 252–63. http://dx.doi.org/10.31949/entrepreneur.v2i2.1130.

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Student organizations play a role in the development of students' managerial and leadership abilities. Human resources in student organizations include leaders and members of the organization. Every student organization certainly has a work program (proker) where this work program is a guide for every step of the organization and also becomes a direction for leaders and members to run the organization's wheels. To carry out this work program, a leadership strategy is needed because this strategy will later provide direction on how the organization can achieve the work program it has set. This study aims to determine how leadership strategies are applied to organizations in order to realize work programs in student organizations. This research uses descriptive qualitative research methods and data processing techniques using SWOT analysis techniques. The population in this study were 15 students who joined the organization at the Faculty of Economics, Tidar University. Based on the results of the study, it was stated that the leadership strategy applied by organizational leaders in directing their members to realize work programs, among others, by providing opportunities for members to participate in decision making, motivating members, directing members to work, and coordinating However, in reality, this strategy still poses obstacles for the organization in the form of delays in carrying out work programs due to lack of discipline among members of the organization.

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Efendi, Erwan, Dwi Larasati, Sapriyani Hasibuan, Rizky Padli Harahap, and Randy Gumala. "Sistem Informasi Sebagai Peluang dan Tantangan Dakwah." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 5, no. 3 (June 29, 2023): 809–15. http://dx.doi.org/10.47467/elmal.v5i3.3672.

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Application of a management information system to the Da'wah Organization Management Organization, which entails knowledge of the management information system, its goals, benefits, and features, as well as the Da'wah Organization Organization's management information system, from which we can learn how to apply this In missionary organizations, there is management, which starts with data processing and ends with data programming. Information systems need to be capable of offering useful information to managers, especially for users, in order to support operations and management within an organization in an integrated manner. Today's organizations need the involvement of many more internal parties than they did in the past when it came to their role and involvement in the development and management of information systems. Keywords: development, information systems, management

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Larasati, Dwi, Erwan Efendi, Sapriyani Hasibuan, Rizky Padli Harahap, and Randy Gumala. "Sistem Informasi Sebagai Peluang dan Tantangan Dakwah." El-Mal: Jurnal Kajian Ekonomi & Bisnis Islam 5, no. 3 (February 7, 2024): 1122–27. http://dx.doi.org/10.47467/elmal.v5i3.624.

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Application of a management information system to the Da'wah Organization Management Organization, which entails knowledge of the management information system, its goals, benefits, and features, as well as the Da'wah Organization Organization's management information system, from which we can learn how to apply this In missionary organizations, there is management, which starts with data processing and ends with data programming. Information systems need to be capable of offering useful information to managers, especially for users, in order to support operations and management within an organization in an integrated manner. Today's organizations need the involvement of many more internal parties than they did in the past when it came to their role and involvement in the development and management of information systems. Keywords : Information System, Opportunities, Dawah

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Halaj, Martin. "HOW TO MEASURE THE SAFETY CULTURE OF ORGANIZATIONS." CBU International Conference Proceedings 5 (September 23, 2017): 622–26. http://dx.doi.org/10.12955/cbup.v5.996.

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Every organization has an interest in protecting its assets and increasing its profit. To preserve the integrity, organizations generally ensure their assets are safe. Today, especially in large organizations, asset security is a chief priority in decision-making. A factor affecting the level of an organizationâ€™s security is its safety culture. This factor is measured by the level by which the organization and its employees adopt and comply with security rules and principles. The status of a safety culture can have a positive or negative impact on the organizationâ€™s security, which directly affects its development. The aim of this article is to describe approaches for assessing the safety culture of different organizations. The study results can be used to compare several organizations, and it is possible to identify differences in the level of safety culture after applying innovative changes.

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Rajeshwaran, Mr N. Raja, and Dr U. Syed Aktharsha. "Organizational Role Stress in Telecom Organization." IOSR Journal of Business and Management 18, no. 09 (September 2016): 52–58. http://dx.doi.org/10.9790/487x-1809045258.

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27

ŞAHAN, Seda. "Organization and Organizational Commitment in Nursing." Turkiye Klinikleri Journal of Medical Ethics-Law and History 28, no. 1 (2020): 122–27. http://dx.doi.org/10.5336/mdethic.2019-66152.

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28

Setiawan, Hendra, Liliek Nur Sulistyowati, and Siska Diana Sari. "ORGANIZATIONAL CITIZENSHIP BEHAVIOR TOWARD ORGANIZATION EFFECTIVENESS." Jurnal Ilmiah Bisnis dan Ekonomi Asia 16, no. 2 (August 3, 2022): 345–55. http://dx.doi.org/10.32815/jibeka.v16i2.1076.

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This study aims to examine the effect of organizational citizenship behavior (OCB) on organizational effectiveness based on the employee's perspective. The study took a sample of 30 (thirty)employees of BPJS Employment in Madiun City. Determination of the number of samples based on the Central Limit Theorem approach. The analytical technique used to answer the research objectives is a simple linear regression analysis model. The conclusion obtained from the research is that organizational citizenship behavior (OCB) has a positive and significant effect on organizational effectiveness. OCB has an effect on organizational effectiveness by 78.9%.

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Tunal Santiago, Gerardo. "From organization theory to organizational studies." Gestión y Estrategia 28 (July 1, 2005): 9–20. http://dx.doi.org/10.24275/uam/azc/dcsh/gye/2005n28/tunal.

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30

McLaren, Robert I. "Organizational culture in a multicultural organization." International Review of Administrative Sciences 63, no. 1 (March 1997): 57–66. http://dx.doi.org/10.1177/002085239706300105.

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Rusu, Raluca, and Alexandru Baboş. "Organizational Citizenship Behaviour In Military Organization." International conference KNOWLEDGE-BASED ORGANIZATION 21, no. 1 (June 1, 2015): 272–76. http://dx.doi.org/10.1515/kbo-2015-0046.

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Abstract This paper is intended to be, first of all a review of theoretical literature on Organizational Citizenship Behavior (OCB) and for that, we tried to define the concept and to separate it from other similar concepts, and to analyze the dimensions of this type of behavior. Secondly, we identified the dimensions of Organizational Citizenship Behavior in military organizations, in order to see how OCB could influence the organizational performance.

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32

Nicotera, Anne Maydan, and Donald P. Cushman. "Organizational ethics: A within organization view." Journal of Applied Communication Research 20, no. 4 (November 1992): 437–62. http://dx.doi.org/10.1080/00909889209365348.

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33

Kumar, Kamalesh, and Mary S. Thibodeaux. "Organizational Politics and Planned Organization Change." Group & Organization Studies 15, no. 4 (December 1990): 357–65. http://dx.doi.org/10.1177/105960119001500402.

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Santos, Filipe M., and Kathleen M. Eisenhardt. "Organizational Boundaries and Theories of Organization." Organization Science 16, no. 5 (October 2005): 491–508. http://dx.doi.org/10.1287/orsc.1050.0152.

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35

Rebelo, Teresa Manuela, and Adelino Duarte Gomes. "Organizational learning and the learning organization." Learning Organization 15, no. 4 (May 23, 2008): 294–308. http://dx.doi.org/10.1108/09696470810879556.

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Hult, G. Tomas M., and Ernest L. Nichols. "The organizational buyer behavior learning organization." Industrial Marketing Management 25, no. 3 (May 1996): 197–207. http://dx.doi.org/10.1016/0019-8501(95)00077-1.

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Hoogendoorn, Mark, Catholijn M. Jonker, Martijn C. Schut, and Jan Treur. "Modeling centralized organization of organizational change." Computational and Mathematical Organization Theory 13, no. 2 (September 1, 2006): 147–84. http://dx.doi.org/10.1007/s10588-006-9004-5.

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Sahin, Sevilay. "Mediator role of organizational justice in the relationship between learning organization and organizational commitment." International Journal of Academic Research 5, no. 6 (December 10, 2013): 57–67. http://dx.doi.org/10.7813/2075-4124.2013/5-6/b.11.

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Astafeva, N. "Research and development of needs organizations in information." Management and Business Administration, no. 4 (December 20, 2021): 145–56. http://dx.doi.org/10.33983/2075-1826-2021-4-145-156.

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In today's rapidly changing environment, the ability of organizations to sense these changes and respond appropriately to them in order to maintain successful functioning is relevant. An important role in any organization is played by the information management process, which provides the organization with timely and reliable data. The basic capabilities that support the organization's ability to search, acquire, process and use relevant information for the organization are investigated. The technology of development of the subprocess of managing the need for information and a set of proposals for their implementation in the organization are proposed.

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Syamsuriadi, SYAMSURIADI. "LINGKUNGAN DAN MANAJEMEN PERUBAHAN DALAM ORGANISASI." Adaara: Jurnal Manajemen Pendidikan Islam 8, no. 1 (February 1, 2019): 816–34. http://dx.doi.org/10.35673/ajmpi.v8i1.420.

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Abstract. Every organization in this modern era experiences challenges of change due to the uncertainty of the organization's environment. In the view of an open system, the organizational environment is described as everything that is around the organization that may influence and be influenced by the organization. Organizations cannot live without the environment, because both are inseparable entities. Thus changes in the environment must be followed by appropriate adjustment steps by the organization in order to maintain its effectiveness. One way to make adjustments appropriately is it requires management with planned management of change. A planned change process will be able to minimize the risks that will be caused. Whereas the unplanned process of change will have an adverse impact on the life of the organization. Therefore, in managing change it is necessary to apply various approaches, and change management models, so that organizations are able to lead strategic changes.

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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.

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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.

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Yaniieva, Daria. "Application of tools for effective development of organizational culture in the digital economy." Ukrainian Journal of Applied Economics and Technology 8, no. 2 (March 20, 2023): 160–64. http://dx.doi.org/10.36887/2415-8453-2023-2-23.

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The emergence of the Internet, the generation of millennials, and the publicity of everyday life in social networks have played a role in changes in organizational culture. The world became a single information space, and business followed the same path. Organizational culture has now become one of the critical pillars of the transformation program of most companies. This is because many organizations have realized that to reach the next level of growth, beyond simply focusing on results, they need to develop influential and courageous leaders supported by a culture that aligns with strategic goals. Organizational culture is an integrated complex of worldview axioms, values, and signs shared by most of the organization's employees, interconnected and hierarchically structured. Each organization identifies itself in the external environment and understands itself and all the events only in the form of ideas of the people who make up this organization. Organizational culture determines practically the entire life of the organization: what motivates people to work, opportunities for corporate development, how the organization is perceived in the external environment, and much more. That is, organizational culture is one of the key factors influencing the effectiveness of the organization's functioning and development. Managing the company's corporate culture is especially relevant in today's unstable, dynamic conditions. Often, organizations must solve problems and tasks related to adaptation to the environment, in fact - the problem of survival, and in this connection, there is a need to mobilize all the resources available in the organization, naturally primarily human. It is only possible to do this with a properly built organizational culture that would meet the organization's and the market's needs. Conversely, a corporate culture that does not correspond to the organization's goals and processes can seriously hinder its development. Organizations must define digital priorities, transform organizational culture using information and communication technologies, and improve the personnel management system. Keywords: tools, technologies, culture, organization, employees.

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Marques, Maria da Conceição da Costa. "PERFORMANCE APPRAISAL: THE CASE OF A PUBLIC ENTITY IN PORTUGAL." Problems of Management in the 21st Century 17, no. 1 (December 20, 2022): 48–62. http://dx.doi.org/10.33225/pmc/22.17.48.

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In the past, the attempt by organizations to establish a system for evaluating their employees has shown some inconsistency. This arose, essentially, due to the lack of objectivity at the time of classification, a process that always involves strong subjectivity. In the current paradigm, more and more organizations need to implement performance evaluation models based on strategic competencies, to fulfill established objectives to cement the creation of an organization's value. In most companies and organizations, the performance appraisal process is a tool used annually, serving only to monitor the performance of employees. If a company or organization wants to go beyond the control function, it must see the performance evaluation process as a component of performance management throughout the year. This should create conditions so that the activities carried out by the employees and the results of these, effectively contribute to achieving the organization's objectives. For the same author, it is a process that seeks to identify, observe, measure, and develop the performance of individuals, having as focus the agreement with the objectives of the organization. The purpose of performance appraisal is to obtain better results in the organizations or teams and individuals within the organization, understanding and management performance within an agreement, the structure of planned goals, standards, and competence requirements. Keywords: Performance appraisal, evaluation, human resources, organization, management

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Bednarska-Wnuk, Izabela. "Strategic approach for Polish organizations to implement intraorganizational mobility of employees." International Journal of Contemporary Management 58, no. 3 (September 1, 2022): 1–10. http://dx.doi.org/10.2478/ijcm-2022-0008.

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Abstract Background The importance of intraorganizational mobility of employees (IME) is one of the challenges currently faced by modern organizations, especially in the face of a changing and unpredictable environment. This situation requires organizations to re-code and re-focus on building an employee-friendly environment. One element of this environment may be IME, which, if included in the organization's strategy, gives it an opportunity to use and enhance the potential of its employees. Research aims The aim of this paper is to present the relationship between intraorganizational mobility and the intraorganizational mobility strategy of modern organizations. The article also includes a search for answers about the organization of such a strategy in terms of its scope for planning and evaluation. It was assumed that a strategic approach to the use of intraorganizational mobility is linked to the nature of the organization and the existence of such procedures. Methodology This study is empirical in nature. The research was conducted in 2020 in 401 Polish organizations (medium and large). The research method included a diagnostic survey using an on-line questionnaire. Persons holding the position of HR Specialist or HR Manager in a given organization were directly responsible for completing the questionnaires. Findings The results revealed that only one-third of the organizations surveyed have a strategy in place for intraorganizational mobility. Those organizations that have procedures in place embedded in a strategy are far more likely to make such decisions in a planned manner. Furthermore, it was found that having a strategic approach to intraorganizational mobility is not related to the nature of the organization. Originality This article makes a significant contribution to the area of research on the importance of internal employee mobility in an organization and its relation to the organization's strategy.

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Begolli, Gent. "CULTURAL MANAGEMENT AND STAFF COMMITMENT IN ORGANIZATION." Knowledge International Journal 28, no. 5 (December 10, 2018): 1553–56. http://dx.doi.org/10.35120/kij28051553g.

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The paper aims to present the importance of managing culture and employee engagement in productivity and contribution to the organization's success. Engaged employees express themselves physically, mentally and emotionally in carrying out their roles in the organization. There has been extensive dissemination and extensive literature support for results that strongly support the idea that engaged employees have a positive impact on the organization's performance and sustainability.Organizations traditionally relying on financial measures such as profitability, revenue, and spending control are raising interest in so-called "soft" human capital measures such as employee attitudes, turnover, level of engagement or non-engagement of employees as determinants organization's efficiency and timely sustainability of competitiveness advantages.Employee engagement and its culture in the organization is defined as a positive attitude and attitude towards work and being fulfilled, characterized by a high level of energy, dedication and absorption.Definition and understanding of employee engagement often seems to overlap concepts such as job engagement, civic organizational behavior, and commitment to the organization. However, academic literature has been defined as a clear and unique construct that consists of cognitive and emotional components of behavior and that are associated with performance of an individual role.Assessing employee engagement rates determines employee productivity and is key to improving the productivity of the company. Employees are committed when organizations have a working culture and communication practices are healthy when they work in an organization where strategies are developed to express their concerns and find opportunities to grow and develop their potential. Competitors today can be measured by the performance of the service they offer but they can not repeat perfectly the energy, dedication and absorption of their employees at work.By increasing passion, dedication and alignment with the organization's strategies and goals, they will enable the achievement of new heights of excellence for their organizations. Engaged employees will demonstrate increased confidence in their organization and will be driven by a sense of loyalty in a competitive environment. The positive environment through engaging and energizing employees in the organization will affect business growth and provide a competitive edge.

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Häkkinen, Reija A. "Effectuating Person-Organization Fit - Effectuation in Organizations." Journal of Entrepreneurial and Organizational Diversity 4, no. 2 (2015): 1–21. http://dx.doi.org/10.5947/jeod.2015.009.

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Hammond, Thomas H. "Intelligence Organizations and the Organization of Intelligence." International Journal of Intelligence and CounterIntelligence 23, no. 4 (August 31, 2010): 680–724. http://dx.doi.org/10.1080/08850601003780987.

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Besio, Cristina, Paul du Gay, and Kathia Serrano Velarde. "Disappearing organization? Reshaping the sociology of organizations." Current Sociology 68, no. 4 (March 10, 2020): 411–18. http://dx.doi.org/10.1177/0011392120907613.

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This monograph showcases some recent developments in the sociology of organizations, mapping out the most productive relationships between current social scientific work on organizations and core theoretical and empirical concerns in the discipline of sociology.

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Albers Mohrman, Susan, and Mary Ann Von Glinow. "High technology organizations: Context, organization and people." Journal of Engineering and Technology Management 6, no. 3-4 (May 1990): 261–80. http://dx.doi.org/10.1016/0923-4748(90)90013-w.

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Parker, Martin. "Post-Modern Organizations or Postmodern Organization Theory?" Organization Studies 13, no. 1 (January 1992): 001–17. http://dx.doi.org/10.1177/017084069201300103.

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