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Bogomolova, I. P., I. E. Ustyugova, and S. I. Polyakov. "The role of the Manager in the organization's personnel management system (ABC-Electro)." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 2 (September 18, 2020): 295–306. http://dx.doi.org/10.20914/2310-1202-2020-2-295-306.
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The management style does not characterize the Manager's behavior in General, but rather it is stable, invariant, and constantly manifests itself in various situations. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. The management style is characterized by a stable set of traits of the Manager, which are manifested in his relations with subordinates. The management style does not reflect the General behavior of the Manager, but rather a stable, invariant one that constantly manifests itself in various situations. In modern conditions, the success of the case is determined not only by the nature of the relationship between the Manager and subordinate and the degree of freedom that they are granted, but also by a number of other circumstances. This is expressed in "multidimensional" management styles, which represent a set of complementary, intertwining approaches, each of which is independent of the others. The search for and use of optimal management styles are designed to increase employee achievement and satisfaction, and, as a result, the level of productivity. When choosing management methods, you must adhere to the following requirements of the "Golden mean": an effective Manager must be able to balance between different management styles of his team, and then the motivation of employees will be much higher. The leader of the future should be focused on the market and customers, constantly strive for progress, set development directions, be a driving force for effective changes, be talented and develop leadership qualities and teamwork skills of employees. In modern conditions, in their practical activities, the Manager must constantly adjust their management style in accordance with changing internal and external conditions.
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Smachylo, Valentyna, and Taras Nalyvaiko. "DETERMINATION OF MANAGEMENT STYLE IN ENTERPRISES CONSTRUCTION INDUSTRY." Economic discourse, no. 1 (March 2020): 52–58. http://dx.doi.org/10.36742/2410-0919-2020-1-6.
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Introduction. Management style in many cases will determine the efficiency of the company staff. That is why studying the management styles that are characteristic of domestic business entities and, accordingly, adjusting them according to the objectives of the activity, is an important task in the field of personnel management of enterprises of any sphere. Accordingly, the purpose of the article is to investigate management styles at Kharkiv region construction companies based on the Blake-Mouton technique. Methods. Survey was conducted on the list of Blake-Mouton questions during the research, which used a point score, among management of construction enterprises of Kharkiv region, processing of survey and calculation of coordinates according to the managerial grid, determining the style of management. Results. As a result of evaluating management styles among small business entities in the Kharkiv region, based on the Blake-Mouton survey and positioning in the matrix (managerial grid), it has been found that commanding style with a greater production orientation is preferred. Discussion. Further research plans to increase the sample size and differentiate it by size of enterprise: small, medium, large to determine the impact of the entity's size on leadership style. Keywords: management, management style, Blake and Mouton leadership grid, enterprise.
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Ніфатова, Олена М., and Катерина Л. Ковальова. "ШЛЯХИ ПІДВИЩЕННЯ ЕФЕКТИВНОСТІ УПРАВЛІННЯ ПЕРСОНАЛОМ ГОТЕЛЬНО-РЕСТОРАННОГО БІЗНЕСУ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 119, no. 1 (May 23, 2018): 45–54. http://dx.doi.org/10.30857/2413-0117.2018.1.5.
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The paper discusses the ways to enhance the personnel management efficiency in hotel and restaurant business by suggesting an integrated method of traditional personnel management and new strategies and techniques affecting the employee motivation in the hotel and restaurant sector. The relevance and the need to implement the key personnel management tools in the hotel and restaurant business to increase its competitiveness in the services market have been grounded. It has been estimated that human resources management in the hotel and restaurant business employs a range of methods and managerial decisions which directly affect the overall business processes arrangements for hospitality industry personnel to attain the organizational objectives through ensuring high service quality. During the study, the following research methods have been applied: analysis and synthesis – to identify the strengths and weaknesses of personnel management methods and styles in the hotel and restaurant business; a method of statistical observations – to analyze the HoReCa hospitality industry development indices. Based on the study of best practices of HoReCa world market leaders, the most effective management styles have been identified. It is argued that successful and efficient use of primary, fundamental theoretical concepts in the personnel management context will facilitate further economic development and business stability under market uncertainty and volatility. Evidence is provided that the modern personnel management process in the hotel and restaurant business accumulates the major research findings on employee management and a set of contemporary mechanisms associated with their interaction, promoting creativity of staff, integration of efforts to achieve the goals set. Proactive employee-management interaction proves to be a positive indicator of hotel or restaurant effective performance.
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Madzuls, Juris. "APPLICATION OF PERSON PROFILING METHODS IN PERSONAL MANAGEMENT." SOCIETY. INTEGRATION. EDUCATION. Proceedings of the International Scientific Conference 6 (May 28, 2021): 359–66. http://dx.doi.org/10.17770/sie2021vol6.6204.
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The present study explores the specificity and implementation of person profiling methods applied in personal management. Conducting serious negotiations and signing contracts, selecting personnel and carrying out internal investigations – all these processes force today's managers to use law enforcement methods. The method of person profiling is becoming an indispensable tool in economy, in processes of transactions and managing personnel, selecting personnel and determining their motivation.The main aim of the paper is to clarify and scientifically substantiate the necessity for the introduction of profiling as a method in personal management, secondly to determine the content of the person profiling method as a component of personnel management. In order to increase a degree of reliability of the results obtained by the applied profiling methods, the author performed an analysis and evaluation of documents, scientific, personnel management and psychological literature. Based on the analysis, conclusions on the need to implement the profiling method and the possibilities of staff evaluation will be summarized.The study was conducted in the State Border Guard using scientific, pedagogical and psychological literature analysis and evaluation and document analysis research method. The author brought the forward conclusion that profiling methodology allows to receive information that shows not only the organization management problems in the personnel management system, but also allows to make immediate, appropriate and adequate solutions to the management style adjustment, which will undoubtedly lead to the increased efficiency of staff and the whole organization.
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Lukianykhin, V., O. Lukianykhina, and Ya Sorokolit. "FINANCIAL INCLUSION AS A DRIVER PROVIDING FINANCIAL SECURITY IN UKRAINE." Vìsnik Sumsʹkogo deržavnogo unìversitetu, no. 2 (2020): 79–89. http://dx.doi.org/10.21272/1817-9215.2020.2-9.
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The article explores and summarizes the approaches of scientists to the definition of "personnel management", forms the author's definition as a set of interrelated methods, principles and forms of organizational mechanism for the formation, reproduction, development and utilization of personnel, creating optimal work conditions and employee motivation. The application of personnel management methods in successful business entities is analyzed on the example of companies included in the rankings of the best employers of Ukraine, in particular, whose production facilities are located in Sumy region - "Mondelis Ukraine" (Trostyanets) and "Farmak" (Shostka). It is concluded that the successful implementation of personnel management strategy (HR-strategy) is possible only with the correct composition of tools of administrative and economic influence, which can be supported (depending on financial capacity, management sentiment, accepted business practices, etc.) by socio-psychological methods. According to Hay-McBerAssociates' approach, six leadership styles have been identified. The author's vision presents their evolution (from the use of mostly administrative to the most modern methods (including coaching). The personnel management system of the «Sumy Road Maintenance Department Branch» has been studied. An assessment of the capabilities of this company to improve the efficiency of the existing personnel management system was made. Proposals for modernization of personnel management policy within the framework of administrative and economic methods in their interconnection and effective interaction are given. The most appropriate style of personnel management at the current stage of development of the organization is "visionary", which contributes to the formation of a successful long-term development strategy and the creation of perspectives for staff. But in today's reality, this style must be abandoned with the prospect of moving to a democratic version, reducing the share of administrative methods and increasing the importance of economic methods as more progressive methods of stimulating labor. In addition, it is determined that to increase the efficiency of personnel management of the Branch it is proposed to use modern HR-software with the use of cloud technologies for application in management activities. The analysis of IT-operators and their products allowed to identify quite interesting proposals (Microsoft, SAP, Terrasoft), but the main limitation to the use of these programs in the activities of the Branch is the high cost of use (up to 50,000 UAH / month). That is why we offer to utilize the software product "PeopleHR" of the company "PeopleFource", which has not yet gained much popularity in the Ukrainian market. This is a fairly full-featured program aimed at medium-sized businesses. It was also decided to focus on the system of additional bonuses for staff depending on the length of service and compliance with labour discipline, as the most effective method of improving the efficiency of employees.
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KRAMAR, Oleh. "Theoretical principles of personnel management construction enterprises." Economics. Finances. Law, no. 2/2 (February 28, 2020): 11–14. http://dx.doi.org/10.37634/efp.2020.2(2).2.
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Human Resources Management (HRM), managing work and people to achieve their desired goals, is a fundamental activity of any enterprise or organization that employs people. HRM is the basis for their creation and development. There are a number of different HRM styles, ideologies, forms, and methods, but there are no universal models that can improve performance for each enterprise or enhance their relative effectiveness in specific strategic areas, such as the introduction of new production technologies, the use of advertising campaigns. or the purchase of real estate. However, it is impossible to question the necessity of the personnel management process itself, that is, rational attempts to organize work and manage people. The purpose of the paper is to outline the theoretical foundations of personnel management of construction enterprises. Over the last twenty years, the relationship between HRM and strategic management studies has deepened, significantly widening the socio-economic range and possible cause and effect. Getting acquainted with the scientific works of the founders on this subject allows us to distinguish three main areas: 1. Micro HRM - covers the subheadings of HR policies and practices that can be grouped into two main categories. 2. Strategic HRM deals with systemic issues and issues that have serious implications for the enterprise. 3. International HRM - less involved in the context of strategic human resource management, focused on HR management in multinational companies. In the construction field, the HRM is mainly focused on the adequate provision of projects with human resources with relevant experience, professional characteristics and the right skillsets for their successful implementation. Personnel managers should have the ability to identify and document project roles and responsibilities, developing planning with a detailed description of the intermediate processes required to complete the project (or projects) and identify its human resource needs. Construction, due to its specificity and versatility, is one of the most difficult areas for managing people. The operational realities faced by construction companies confirm the risks associated with the close relationship between employee needs and performance issues.
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Nalyvaiko, Taras. "FIELD OF LABOR IN CONSTRUCTION IN THE CONTEXT OF PERSONNEL MANAGEMENT: ANALYTICS AND FEATURES." Economic Discourse, no. 3 (September 30, 2020): 28–37. http://dx.doi.org/10.36742/2410-0919-2020-3-3.
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Introduction. Modern business conditions are characterized by variability and instability, which necessitates the introduction of adaptive management in all areas - production, finance, personnel. Adaptive personnel management involves adaptation to external business conditions, needs and requirements of the employer and employee. Therefore, when managing the personnel of construction companies, it is necessary to take into account both the state of the labor market and current trends in employment, which will determine the management decisions. Methods. Official statistics were used in the study; the method of time series was applied, the structure analysis and the comparative analysis of the indicators used in the field of work were carried out; cluster analysis of the regions of Ukraine in order to determine a homogeneous population in terms of construction volume / number of people employed in construction. Results. It is determined that construction significantly affects the GDP and labor market of Europe and Ukraine, has a regional specificity of dependence "volume of construction / number of employees in construction", imbalance in the need / supply of workers in both quantitative and qualitative characteristics. Discussion. Further research is planned to study the distribution of construction companies by their size, to explore the specifics of the organizational structure and management styles, the necessary competencies of staff in terms of the employer and the needs of potential employees. Keywords: management, personnel, construction, analysis, cluster, enterprise.
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Gavurova, Beata, and Matus Kubak. "The importance of evaluating inpatients? satisfaction with emphasis on the aspect of confidence." Oeconomia Copernicana 12, no. 3 (September 27, 2021): 821–48. http://dx.doi.org/10.24136/oc.2021.027.
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Research background: The patients? confidence in physicians, as well as in healthcare personnel in general, is an important determinant of the patients? satisfaction and their loyalty. The patients? confidence as well as their overall satisfaction is influenced by many determinants, which are in a causal relation.
Purpose of the article: The main aim of the study is to find out which socio-demographic factors influence the confidence of inpatients in physicians, nurses, other medical personnel, as well as in the treatment as such. The inpatients´ confidence is considered as an important dimension of the inpatients? satisfaction.
Methods: The questionnaire consists of 112 structured and semi-structured sur-vey questions. It was inspired by the HCAHPS survey. The questionnaire was distributed both on-line and in paper form in the Czech Republic. The dataset consists of 1,479 observations (899 females and 580 males). The descriptive statistics and binary logistic regression were used to process all data.
Findings & value added: The research revealed significant differences in the confidence of inpatients in physicians in relation to the physicians? communication styles regarding the inpatient?s gender. Males are more tolerant to the communication styles of physicians than women. There exists a relatively strong linear relationship between confidence in physicians, nurses, other healthcare professionals, and confidence in a treatment. Also, it was determined that in cases when a physician talks about an inpatient as if she/he is not there, the patient?s confidence in the medical personnel is reduced by 65%. Overall confidence in medical personnel is also gender biased i.e., in 87% of cases, women are more likely to have a higher confidence in medical personnel than men. The age of inpatients is not statistically significant and its impact on a confidence in medical personnel is neglectable.
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Rabinovich, N. S., and S. A. Kulagina. "Motivation of personnel at OJSC «BSW – Management Company of the Holding «BMC»." Litiyo i Metallurgiya (FOUNDRY PRODUCTION AND METALLURGY), no. 4 (January 20, 2020): 63–67. http://dx.doi.org/10.21122/1683-6065-2019-4-63-67.
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Motivation is based on the principle of providing employees with opportunities to realize personal goals through a conscientious attitude to work. Motivation at the enterprise is connected, first of all, with a skillful combination of management methods, formation of the most effective management style. It is implemented in the process and forms of recruitment, contract terms, the system of remuneration and incentives, training and is the foundation of any organization, largely determining its competitiveness.
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Prompitak, Pongsin. "Management of Eastern Farmers Association Community Radio and Ban Huakrok Community Radio, Chon Buri Province." Applied Mechanics and Materials 752-753 (April 2015): 1105–9. http://dx.doi.org/10.4028/www.scientific.net/amm.752-753.1105.
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This research aimed to study the management of Eastern Farmers Association Community Radio and Bann Huakrok Community Radio, to investigate the community’s participation in the two community radio stations, and to seek good management methods practiced by both community radio stations. The instruments used to collect data for this qualitative research included in-depth interview,document analysis, and non-participant observation.It was found that both community radio stations employed the same method in personnel management; that is, there was an appropriate proportion of the number of staff and radio programs and type of radio programs. Regarding the budget and supply management, so the management strategies had to be active all the time. Moreover, both radio stations had similar management systems in that they had careful budget plans which could be audited. Regarding audience management, both stations provided their listeners opportunities to request songs, share information, and be interviewed on air. Since both stations’ management styles were informal, the work was flexible. Regarding the community’s participation, both stations opened widely for any participation from the radio committee to the DJs. A recommended management strategy was the dynamic strategy which consisted of both proactive and reactive tactics, focusing on two-way communication.
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Nuzhna, Svitlana, and Kateryna Smetska. "ECONOMIC AND MATHEMATICAL MODELLING OF MOTIVATION METHODS OF PERSONNEL OF COMMERCIAL BANKS." Economic Analysis, no. 27(4) (2017): 161–69. http://dx.doi.org/10.35774/econa2017.04.161.
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The article is devoted to the research of modern methods of bank staff’s motivation. Authors analyse some aspects of functioning of a personnel motivation system, for example, PJSC СB "PRIVATBANK". The basic approaches of banking personnel’s motivation are revealed. Their characteristic features are considered. It is proved that the effective motivational mechanism in the bank is a system of economic, organizational and administrative, social and psychological methods of influencing motives of personnel work behaviour in order to develop their internal need for greater labour efficiency. As a result of the analysis, authors have constructed the economic and mathematical model for selecting the optimal motivation strategy for a staff. In the developed economic and mathematical model we have foreseen the elements that allow taking into account the status of bank employees, the level of their work evaluation, the use of social package’s elements and others. Such model can be used for analysis and making personnel rating for different periods of time, as well as for identification of peculiarities of motivation strategies in the work of personnel not only in the bank as a whole, but also in its individual units, branches, and units. In addition, this model can be modified both structurally and substantively. Results of analysis have been processed by Microsoft Office Excel spreadsheets office program. Data analysis has been performed using the "Find a Solution" tool in spreadsheets, which allows finding keys for optimization problems with almost unlimited number of variables. As a result, it has been confirmed that the application of economic and mathematical methods is very effective in assessing modern methods of staff’s motivation. Also it has been reasoned that a mechanism of regulating labour motivation must effectively combine strategic interests of a bank with interests of its staff, the style of bank’s management with a system of effective labour motivation.
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Солнцева, О., O. Solnceva, А. Чудновский, A. Chudnovskiy, М. Жукова, M. Zhukova, В. Жуков, V. Zhukov, Ю. Цунаева, and Yu Cunaeva. "Formation of International Teams in Hotel Business on the Basis of Development of Cross-Cultural Communicative Competences." Management of the Personnel and Intellectual Resources in Russia 8, no. 3 (August 19, 2019): 55–61. http://dx.doi.org/10.12737/article_5d1db6edd333d0.40115137.
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The modern period of development of tourist and hotel business is characterized by the further development of the processes of globalization and internationalization of markets. This article is devoted to the improvement of hotel personnel management processes in a cross-cultural environment. We consider cross-cultural relationships in the hospitality industry, an ethnocentric approach in the formation of a hotel chain culture, and cross-cultural aspects of personnel management that contribute to the formation of a corporate value system. The article discusses the problem of recruitment and effective management in a multicultural workforce. An analysis is made of the influence of national peculiarities of personnel from different countries on the formation of a corporate culture and, as a result, on the management style. The authors argue that the intersection of various national cultures in the conditions of the functioning of the international hotel chain leads to the formation of a new type of hotel personnel management. Based on the analysis of the problems existing in the hotel management of international hotel chains, a grouping of cross-cultural personnel competences was proposed using the reception and accommodation services as an example. Arguments are presented justifying the need to take into account the differences of each group in the work of the managers of the contact zone of the reception and accommodation services and in the process of serving the guest during their stay. Cross-cultural communication competences in the hotel industry are a new, higher level of personnel management. The expediency of applying effective methods of selection, continuous professional retraining and hotel personnel management that would take into account the cultural characteristics of employees, which is a key success factor for the organization of the hotel business, is argued. An algorithm for introducing cross-cultural competencies in hotel management through the use of educational management tools is given. The intercultural, interlingual competences used in hotel management represent the basis of a new approach to the high level of customer service of hotels. The authors come to the conclusion that this is one of the features and conditions for the safe existence of international chain companies of the hotel business.
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Munro, Jonathan L. T., Christine M. DiPompeo, Natalie E. Kress, and Timothy B. McDonald. "Continuity of Care in the Training Environment: Anesthesiology Residency in the Ambulatory Surgery Setting." Journal of Graduate Medical Education 6, no. 3 (September 1, 2014): 512–16. http://dx.doi.org/10.4300/jgme-d-13-00278.1.
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Abstract Background Anesthesiology residents acquire clinical skills and acumen primarily from experience providing anesthesia for procedural cases, with prior preparation maximizing learning. Ambulatory surgery and associated management styles create fluid anesthesiology staffing—reducing predictability for learners and disrupting continuity of care. Objective This prospective, observational study aimed to quantify anesthesia personnel changes in the operating rooms of a single teaching hospital. Methods For a 5-week period, Monday through Friday, we recorded the surgical schedule on the prior evening. After the day of surgery, tracking software provided a list of cases performed. We completed electronic health record review for each case, recorded the actual anesthesiology personnel involved, and compared that to the personnel originally scheduled. We also recorded the occurrence of any permanent transitions of care within a case, the type of operation, and the anesthesia start and end times. Results Anesthesia providers included 47 residents and 32 attending physicians. The study period included 1285 scheduled cases, 55% (n = 711) of which were started and finished by the originally scheduled resident and attending physician. Including canceled cases (126 of 1285, 10%) and added cases (207 of 1366, 15%), residents started anesthetics on patients and with attending physicians assigned to them from the day before 54% of the time. Transitions of care occurred in 19% (260 of 1366) of the cases. Conclusions Anesthesiology residents prepare for many procedures that do not eventuate and frequently start other cases without prior opportunity for preparation and study. Transitions of care further reduce continuity of care and fragment supervision.
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Shcherbak, Оlena V. "ЗАБЕЗПЕЧЕННЯ СТІЙКОСТІ ОРГАНІЗАЦІЙНИХ СТРУКТУР З УРАХУВАННЯМ ОСОБЛИВОСТЕЙ ІЄРАРХІЧНИХ ВЗАЄМОВІДНОСИН В ОРГАНІЗАЦІЯХ, ЩО РОЗВИВАЮТЬСЯ." Bulletin of the Kyiv National University of Technologies and Design. Series: Economic sciences 117, no. 6 (December 20, 2017): 91–98. http://dx.doi.org/10.30857/2413-0117.2017.6.11.
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The paper develops methods of environmental diagnostics for choosing a strategy for change in a company, along with the methodology for the evolutionary analysis of the effectiveness of changes. Quality-based econometric models to evaluate the effects of changes on the efficiency of enterprise functioning have been constructed. The proposed approach to organizational changes justification, subject to peculiarities of hierarchical relationships in a self-developing organization, enables to deploy methods of analysis of the need for change in organizational culture, leadership style and personnel relationships; to develop methods to evaluate the enterprise management system effectiveness, with regard to changes implementation and their dynamics.
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Sheralieva, Saida Azatovna. "THE ROLE OF M THE ROLE OF MANAGEMENT IN THE DEVEL T IN THE DEVELOPMENT OF THE T OF THE INVESTMEN INVESTMENT CLIMATE IN THE T TE IN THE TOURISM SY OURISM SYSTEM." Scientific Reports of Bukhara State University 4, no. 3 (June 26, 2020): 254–59. http://dx.doi.org/10.52297/2181-1466/2020/4/3/9.
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This article provides opinions on management methods for the development of tourism, as well as their socio-psychological properties. One of the approaches reflecting the attitude towards a person in the production process is “human capital”; accordingly, the labor force in an enterprise is represented in the form of capital, for example, money capital. Within the framework of this theory, situations and confirmations related to personnel management are presented to a businessman in the form of economic terms and categories that are understandable to him. Also, this management style is presented as one of the important factors in the development of the tourism industry.
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Doroshkevych, K., V. Ivasyuk, and I. Salata. "Factors that determine the mentoring activity of enterprises in the conditions of innovative development." Scientific Messenger of LNU of Veterinary Medicine and Biotechnologies 20, no. 91 (November 16, 2018): 79–83. http://dx.doi.org/10.32718/nvlvet9116.
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Mentioning is considered one of the methods of training and developing of employees (mentoring activities), during which a more experienced worker (mentor) shares knowledge with his colleagues (mentee) for a certain time. The subject of the study is the factors that determine the mentoring activity of enterprises in the conditions of innovative development. The purpose is to identify the groups of factors that determine the mentoring activity at enterprises in the conditions of innovative development in order to increase the level of processes of management of enterprises, the acquisition of new knowledge by workers and their practical use in the process of labor activity, management of personnel reserve and use of its potential, etc. Objectives: comprehensive study of the enterprise's mentoring activity, identification of factors influencing it and its groups. Common scientific methods of systematization, theoretical generalization, analysis and synthesis, statistical researches are used. It has been established that mentoring activity is conditioned by four groups of factors: socio-psychological (personnel reserve and potential of employees, process of reproduction of corporate culture, independence in acquisition of knowledge, personalized learning, process of development and transfer of knowledge in the enterprise), economic (turnover of personnel, low productivity of labor, high expenses for stimulation, inefficiency of methods of stimulation), innovative (updating of education, system approach, implementation of know-how in the strategic aspect), organizational (professional adaptation of new employees, the psychological climate in the team, organizational development, career planning process, individual style of management). The identified groups of factors influencing the mentoring activity of enterprises in the conditions of innovative development should be used in order to ensure systematization of the processes of assessing the level of their impact and the formation of the development of theoretical and methodological provisions and practical recommendations for the development of mentoring activities of enterprises.
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Fallah Jelodar, Mehdi. "Prioritization of the Factors Affecting Bank Efficiency Using Combined Data Envelopment Analysis and Analytical Hierarchy Process Methods." Journal of Optimization 2016 (2016): 1–7. http://dx.doi.org/10.1155/2016/5259817.
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Bank branches have a vital role in the economy of all countries. They collect assets from various sources and put them in the hand of those sectors that need liquidity. Due to the limited financial and human resources and capitals and also because of the unlimited and new customers’ needs and strong competition between banks and financial and credit institutions, the purpose of this study is to provide an answer to the question of which of the factors affecting performance, creating value, and increasing shareholder dividends are superior to others and consequently managers should pay more attention to them. Therefore, in this study, the factors affecting performance (efficiency) in the areas of management, personnel, finance, and customers were segmented and obtained results were ranked using both methods of Data Envelopment Analysis and hierarchical analysis. In both of these methods, the leadership style in the area of management; the recruitment and resource allocation in the area of financing; the employees’ satisfaction, dignity, and self-actualization in the area of employees; and meeting the new needs of customers got more weights.
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Avanesova, N., O. Getman, and Y. Sergienko. "Coaching as effective technology for forming emotional competence of future managers." New Collegium 4, no. 102 (December 25, 2020): 108–12. http://dx.doi.org/10.30837/nc.2020.4.108.
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Currently, in the field of management, various methods and approaches to work with personnel are used. Modern management in the style of coaching is a view of employees as a huge additional resource of the enterprise, where each employee is a unique creative person who is able to independently solve many problems, show initiative, makes choices, take responsibility and make decisions.
The theory and practice of training managerial specialists is undergoing serious changes in connection with the development of management as a science and practical area of production management and human relations. The nature of the training of specialists is determined by the actual needs of society and trends in the development of production.
In this regard, comparative management is becoming increasingly important. It consists in the study and analysis of the experience of various countries, including the study of the reasons that determine the differences in the level of productivity and the results of enterprises and the identification of the specifics of the activities of managers of these enterprises.
In general, in modern science, management is understood as a specific type of human activity, isolated in the course of the division and cooperation of social labor.
Within the framework of personnel training from the point of view of the traditional approach, it is important to form an organizational culture of management – the readiness of a specialist to implement managerial influences in the logic of the allocated management functions.
Within the framework of this direction, in the training of a manager, special attention is paid to his ability to organize the process of developing and implementing managerial decisions, to monitor their implementation by stimulating and motivating personnel.
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Faisal, A., and A. R. Aleemi. "Corporate Nietzsche: Assessing Prospects of Success for Managers with Master and Slave Moralities." Anthropological Measurements of Philosophical Research, no. 19 (June 30, 2021): 97–106. http://dx.doi.org/10.15802/ampr.v0i19.236045.
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Purpose. Nietzschean proponents classify people into seemingly two distinct groups: those possessing 'Master' moralities and those with 'Slave' moralities. Each type of person is characterized to have certain qualities, traits, ideologies, and methods of dealing with everyday situations. This paper attributes these moralities to the personnel working in the corporate sector of Pakistan to observe their prospects of success. Originality. A specialized survey instrument was designed to gauge different Morality Types of the study subjects by calculating a Morality Quotient. The respondents were then categorized into three categories possessing, Slave, Master and Neutral or Mixed traits. These traits are then contrasted to the position(s) held by the subjects to see which morality type was more prevalent in higher management levels and whether the association was significant. Conclusions. Our results prove to be contradictory to common wisdom and shows that despite the leadership-like qualities of those with Master moralities, the proportion of those with Slave moralities was significantly higher at senior management levels of the corporate sector in Pakistan. Moreover, a trend of declining Master morality traits is observed with the rise in managerial level. In addition, an association between work experience and Morality type was also observed indicating adaptability of cross morality traits with increasing job experience. These findings are in line with the increasing focus on democratic and adaptable leadership instead of autocratic leadership styles in contemporary organizations.
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Monty, Christopher S. "The Central Committee Secretariat, the Nomenklatura, and the Politics of Personnel Management in the Soviet Order, 1921-1927." Soviet and Post-Soviet Review 39, no. 2 (2012): 166–91. http://dx.doi.org/10.1163/18763324-03902003.
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This article re-examines early efforts to put into practice the nomenklatura system for assigning elite office holders adopted by the Organization Bureau of the Central Committee (Orgburo) of the Russian Communist Party in late 1923. Until recently, scholarly treatments of this issue have largely taken for granted Stalin’s ability to transform the formal authority this initiative concentrated in the executive agencies of the Central Committee into effective administrative power. This article challenges that assumption by looking past official regulations in order to examine the operational records of the body most closely involved in managing the assignment of responsible officials across the soviet political order, the Organization-Assignment Department of the Central Committee Secretariat. The working papers of the Organization-Assignment Department, the Secretariat and the Orgburo make it evident that the nomenklatura had not yet evolved into the central vehicle for managing elite office holding that it was intended to be prior to the Stalin Revolution. The evidence suggests the persistence of ad hoc improvisation in the management of personnel, which produced a hybrid order that relied on an unstable mix of bureaucratic, personalistic and campaign-style methods to extend communist influence over government and economic administration.
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Shelyuzhak, I. G., and Z. I. Kobelіa. "Application of Preliminaring Technology in the Search for Personnel of Enterprises." Business Inform 1, no. 528 (2022): 409–14. http://dx.doi.org/10.32983/2222-4459-2022-1-409-414.
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The purpose of the article is to study preliminaring (involvement in work through practical training and internship of promising young professionals) as the latest method of finding and selecting employees in enterprises. The scientific works of many researchers are analyzed, the main problems faced by managers of organizations in the field of personnel administration are considered, namely: staff shortages in many areas of activity, which leads to the search for new methods of recruitment. Analyzing the most popular technologies for finding personnel, it should be emphasized that, unfortunately, preliminaring is not a popular way of recruiting, as the labor market develops and becomes more saturated, and therefore companies want to lure only qualified workers with many years of experience who can quickly start working. Therefore, as a result of the study, the main advantages and disadvantages of preliminaring are outlined. The key stages of this process are described, as well as the main tasks that preliminaring solves, and the conditions under which it is advisable to use it. The authors determine in percentage terms the use of various recruitment methods by modern enterprises, among which should be highlighted the following: headhunting, direct search, screening, recruiting, and preliminating. The main actions on the part of both enterprises and educational institutions to accelerate the use of preliminating in most organizations are described. Ways to improve the use of preliminaring and prospects for its development are proposed. It is identified that this process is mutually beneficial for students and businesses who have the opportunity to train interns in accordance with their management style. Further development of preliminaring can improve the socioeconomic indicators of society, including the level of employment, wages, quality of life.
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Токарев and A. Tokarev. "INFLUENCE OF THE LEADER’S PERSONALITY TRAITS ON THE SOCIO-PSYCHOLOGICAL CLIMATE OF THE ORGANIZATION." Management of the Personnel and Intellectual Resources in Russia 6, no. 3 (July 14, 2017): 41–44. http://dx.doi.org/10.12737/article_5947e1039437e9.00478782.
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The problem of studying the influence of the leader’s personality on the social and psychological climate remains relevant because of the psychologization of socioeconomic systems and their dependence on internal processes and personal attitudes. The formation of systematic knowledge on the issue of personal influence is primarily related to qualitative changes in the personnel management strategy of the Russian Federation. The changes are caused by reorganization measures, the need to improve the forms and methods of personnel management (of trade and logistics enterprises). The subject of scientific research interest became the identification of the connection of certain personal qualities of the manager, which are a reflection of professional competencies, the employees’ attitude and their perception of working conditions during the period of the company’s reorganization. The study involves eleven groups of employees, who work for the trade and logistics company of Yekaterinburg, which happened to go through the process of reorganization. The total number of respondents is 98 people. Each team has its own structural manager with at least 5 years of experience. It was found out that the groups of employees with favorable psychological climate and collegial management style are satisfied with their choice of profession, their working conditions, the evaluation of their effectiveness and the system of motivation, the relationship between colleagues. They also demonstrate confidence in their leaders and respect to their management style. The groups of employees with an unfavorable climate tend to demonstrate mistrust in and rejection of newcomers, acceptance of the opinion of their authoritarian leaders. Among the personal traits having negative influence on the socio-psychological climate are rudeness, unscrupulousness in work, indecisiveness, meticulous exactingness and faultfinding. The leaders are recommended to participate in coaching sessions for managers. Each group of workers is offered trainings with the aim to improve the team spirit.
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Akhavan Tabassi, Amin, Mahyuddin Ramli, Abu Hassan Abu Bakar, and Abd Hamid Kadir Pakir. "Transformational leadership and teamwork improvement: the case of construction firms." Journal of Management Development 33, no. 10 (October 7, 2014): 1019–34. http://dx.doi.org/10.1108/jmd-01-2012-0003.
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Purpose – A need for effective leadership and adequate managing the personnel is vital for every construction organization. Meanwhile, the dynamic and complex environments of the industry may be caused that not much research has been conducted on leadership practices in the industry. The purpose of this paper is to study the leadership style of the construction leaders in Iran and explore the correlation of transformational leadership practices with teamwork improvement in the construction companies. Design/methodology/approach – The research analysis was completed on a sample population of 107 managers within nominated construction firms in Iran. The analysis methods in this research were mainly descriptive and regression-based analyses and the type of investigation was a co-relational study. Findings – The research found the level of the leaders’ orientation for people and task in their leadership style, their transformational leadership qualities, and the relationship of transformational leadership with teamwork improvement in the respondents’ companies. Originality/value – The study is the first to investigate the leadership style of the construction leaders in Iran, and weather transformational leadership practices effects on teamwork improvement in the industry.
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Токарева, Ю., Yu Tokareva, Т. Коваленко, T. Kavalenko, Т. Гафурова, and T. Gafurova. "Gender-Based Specifics of Intellectual Characteristics of Top Managers." Management of the Personnel and Intellectual Resources in Russia 6, no. 4 (September 27, 2017): 68–74. http://dx.doi.org/10.12737/article_59a543bc5aa2d4.01183506.
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and female managers. The study included methods traditionally used for intelligence diagnostics, and proved significant differences between general mental
capacities, intellectual and mnemic manifestations of male and female managers that eventually affected their management strategy and dynamics. Both men
and women over 50 years old were marked with the passivity of thinking and poor attention switch capability. Such persons hardly adapt to any changes of their
working practice, are not prone to change the stream of their thought, or switch from one type of activity to another. Their intellectual processes are sluggish,
Human resources practices give scientific credence for differentiation of management approaches, styles and behavioral patterns of male and female managers. It is proved that there are differences in social, psychological, and economic aspects of the management process for male and female managers. Although some gender studies are available, the question of comparison of intellectual characteristics of top managers still remains open. Such authors as T.I. Zaslavskaya, E.S. Balabanova, T.M. Dadaeva, I.A. Kovaleva and others insisted on mandatory consideration of management capabilities and skills of men and women.
The objective of our research was to identify gender-based specifics of intellectual characteristics of top managers, to determine intellectual resources of maleand the pace of work is slowed.
The emotional components of thinking and distractibility are mostly indicative to women at the age of 45 to 50 years old, which means poor commitment to the task. Perception speed and accuracy, attention distribution and concentration are indicative to male managers at the age of 40 to 45 years old which lets us make a suggestion about having an ability to work with various materials under pressure of time, to highlight the main contents, to compare symbols, numeric characters, etc. Knowing about gender-based specifics of the intelligence will ensure a psychological aspect of personnel management and promotion.
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Petrenko, V. P., S. Y. Kis, A. P. Andybur, and N. M. Guliy. "ABOUT NECESSITY AND CONDITIONS FOR IMPROVING THE USE OF TECHNOLOGY OF STRATEGIC PLANNING IN UKRAINE'S HIGHER EDUCATION STAFF." Scientific Bulletin of Ivano-Frankivsk National Technical University of Oil and Gas (Series: Economics and Management in the Oil and Gas Industry), no. 1(17) (June 30, 2018): 73–89. http://dx.doi.org/10.31471/2409-0948-2018-1(17)-73-89.
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The identification of conditions for improving the functioning of domestichigher education institutions by substantiating changes in the structure, relations and mentality ofdifferent categories of personnel using the well-known technologies of strategic planning oforganizational development is carried out.It is determined that the creation of an additional virtual structure within the institution ofhigher education in the form of a platform for the formation and achievement of collectiveconsensus will be aimed at creating an environment in which the improvement of the quality ofhigher education will become the central theme of social discourse, where the formation of anew professional ethos will become a unifying basis for the participants. , and new mediaplatforms will provide the necessary publicity and transparency. That is, as outlined in thestrategy for reforming higher education, the platform for achieving collective consensus will playa role of the "media platform" of higher education institution.It is proved that the large-scale introduction of strategic planning technologies requiresradical changes in the methods and styles of management of higher education institutionmanagement, the leaders of its main process and resource departments, leading executives -professors and academic staff. At the same time, the necessary, oriented to ensure the subjectsubjectiverelationships of change must be initiated and implemented in the practice of subjectsubjectiverelationship with subordinates, it is the leaders of all levels of the university hierarchy,which requires additional research on the problem of necessary changes in models leadership indomestic institutions of higher education, the main focus of which is the renunciation oftraditional leadership in favor of intellectual with the indisputable requirement of the ability ofany leader to combine collegial and managerial approaches in the management of highereducation institutions.
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Tsvetkova, Nadezhda A., Svetlana V. Kulakova, and Elena A. Volodarskaya. "Prospects for the professional and personal development of the penal system leaders reserve of the Russian Federation as a factor in the prevention of malfeasance." Perspectives of Science and Education 48, no. 6 (December 31, 2020): 384–96. http://dx.doi.org/10.32744/pse.2020.6.30.
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The effectiveness of penitentiary activities, assuming the authoritarianism of the management system, is largely determined by the individual and personal characteristics of unit heads of the penal system, who need to show their managerial abilities as fully as possible, but not every leader has a sufficient amount of such abilities. If he/she does, he/she cannot always demonstrate them to the fullest extent. In this case, there can be serious miscalculations, leading to certain socio-psychological and criminological consequences. Among them, the instability of the socio-psychological climate in a team, provoking a high employee turnover, which does not allow forming the key personnel of a unit, as well as a high risk that subordinate employees, projecting the style, manner of communication and affects of the management, begin to show socially disapproving and even self-destructive forms of behavior, such as various forms of aggression towards oneself and others, neglect of safety requirements at work and in everyday life, unlawful actions against convicts, etc. One of the most important factors in the prevention of these phenomena is the system of work with a personnel reserve for managerial positions. The arsenal of diagnostic tools for the study of 65 employees working in the penal system, who are middle managers in the personnel reserve, included a set of methods: a) analysis of documents; b) expert assessment of the employee’s personality; c) psychological testing, which allows obtaining a generalized psychological profile of a personality according to the estimates of five “traits of an adequate personality”, motivators of socio-psychological activity, the style of behavior self-regulation, levels of legal consciousness and faith in people, as well as self-assessment of professional development opportunities and career prospects. The generalized characteristics of the respondents show that 88% of them meet the requirements for penitentiary activities. The respondents have an average level of emotional intelligence development with a tendency to lower; their style of behavior self-regulation is accentuated due to their relatively poorly developed independence; 95% of respondents have a high and medium level of legal consciousness development; 70% of them are distinguished by their distrust of people; the leading motivator of their socio-psychological activity is success achievement. All surveyed employees see opportunities for their professional development, although about 30% of them have concerns about promotion opportunities in this system. Based on the results obtained, the resources of success and the four most important areas of work with the personnel reserve were identified.
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Zarzycka, Ewelina, and Marcin Michalak. "Measuring the Performance of Local Government Entities and Analysis of their Managers’ and Personnel’s Information Needs in the Context of "New Public Management"." Comparative Economic Research. Central and Eastern Europe 16, no. 2 (August 17, 2013): 123–47. http://dx.doi.org/10.2478/cer-2013-0015.
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Ways to make the public sector more effective and efficient have been vigorously discussed for more than thirty years by practitioners and researchers all over the world. Public sector reforms drawing on the paradigm of an entrepreneurial and market style of management are called New Public Management (NPM). However if the concept of managing public sector entities according to the best management practices in the private sector is to be implemented and used effectively, the necessary management-aid tools must be introduced. This particularly applies to the public sector’s accounting system oriented to external reporting, to which needs to be added a management accounting subsystem with cost accounting and budgeting based on responsibility accounting and a measurement, evaluation, and performance reporting subsystem.
The main research objectives of this article are the following:
- to identify the management accounting methods and tools currently used by the managers of sampled local government entities (LGEs);
- to identify the information needs of the LGEs’ managers and personnel related to the implementation and application of a management accounting system, and to find out what accounting methods and tools they would like to have at their disposal to improve management processes;
- to evaluate the usefulness, adequacy and effectiveness of performance measurement systems used in LGEs.
This article fits into the scope of world research on the implementations of the NPM concept and uses New Institutional Economy to better understand the implementation of management accounting in the public sector.
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Lutchenko, V. G., A. I. Khorev, L. O. Zhitinskaya, N. M. Parshin, and S. V. Ionov. "The role of personnel in the development of innovative processes of the enterprise." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 4 (January 20, 2021): 292–96. http://dx.doi.org/10.20914/2310-1202-2020-4-292-296.
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The article examines the role of personnel in the development of innovative processes. The following signs of the innovative potential of employees are distinguished: creativity, initiative, energy, ingenuity, persistence. Human resources at the disposal of an enterprise determine the nature and effectiveness of innovation processes. The most important resource of an enterprise is intellectual capital, not material resources. Unlike conventional assets, human resources as intellectual capital are largely invisible and therefore not reflected in the balance sheet. The organizational culture of an enterprise capable of attracting and retaining innovative workers must meet certain conditions. The factor of human resources is the most important factor associated with the search, recruitment, training, assessment of the effectiveness of employees, their certification and determination of competence and motivation is decisive for the formation of innovative development of the enterprise. The political factor is determined by the style of leadership, the nature of decisions made, the degree of control over orders, methods of punishment and rewards. Symbolic factor - associated with the way of forming a culture, teamwork, used existing values. The paper uses the four-factor model developed by Bolman and Deal to provide an enterprise with a workforce capable of generating ideas and innovating. The interaction of all segments of the innovation process at the enterprise is based, first of all, on personal communication and the generation of ideas by individual employees, which is supported by the enterprise management. In this regard, the personnel component of the innovation process is currently becoming key for the development of not only the analyzed subsidiary, but the entire Russian economy.
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Basińska, Beata, and Olimpia Reczek. "Psychosocial risks associated with the profession of train driver." Internal Security 8, no. 1 (January 30, 2016): 147–58. http://dx.doi.org/10.5604/20805268.1231548.
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Excellent competencies as well as a good physical and mental health are required in train drivers’ profession. Despite the changes in the structure of employment the train drivers above 46 years and job tenure longer than 30 years are the largest group. The generation gap is becoming more pronounced, and its fulfilment will not be easy. It is related not only to training of new personnel but also promotion of healthy work environment focus on reducing occupational stress. The aim of study was twofold. Firstly, identification of psychosocial risks and sources of occupational stress in relation to health of employees will be performed. Secondly, the methods of reducing with occupational stress in train drivers’ profession will be indicated. In study presented here the qualitative method was applied. We have conducted the focused group interview among train drivers and instructors. The results have shown that more important source of occupational stress were the failure of the material factor, workload, role conflict, working time and care of trainees. Results of our previous study based on the individual reviews have indicated that traumatic stress associated with fatal incidents and people under train were significant occupational risk in train drivers’ profession. Organizational resources such as competencies and knowledge of experience train drivers can be helpful in health promotion and development of methods reducing occupational risk. Safety climate, risk assessment, and the acquisition of new personnel require new actions and improvement. Management style more focused on the human factor should be preferred.
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Howlin, Claire, Suzanne Guerin, and Bendan Rooney. "Investigating the cognitive mechanisms of music listening interventions in pain management settings: A Scoping Review Protocol." European Journal for Person Centered Healthcare 6, no. 1 (April 30, 2018): 25. http://dx.doi.org/10.5750/ejpch.v6i1.1371.
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Aim: The aim of this review is to examine what is known from the existing literature about the characteristics of effective music listening interventions used in analgesic settings. Background: While meta-analyses demonstrate the effectiveness of music listening interventions, regardless of whether they are classed as music medicine or music therapy, it is not yet clear how the positive effects of music listening interventions (MLIs) are mediated. The absence of defined cognitive mechanisms coincides with inconsistencies in terms of how MLIs are delivered and evaluated with wide variability in terms of duration, frequency, style, genre, equipment, preparation, choice, rationale, personnel adopted and often a lack of suitable controls. Future improvement and refinement of MLIs depends on identifying the characteristics that mediate analgesic effects.Design: The protocol was designed using the principles from Arksey and O’Malley (2005) and Levac (2010).Methods: The protocol includes decisions about the review objectives, search strategy, inclusion/exclusion criteria, article selection process, data charting and synthesis and quality assessment.Discussion: The scoping review will help to identify what is known from the existing literature about the characteristics of effective MLIs used in analgesic settings and will contribute to guidance on optimal MLI design.
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Novak, Jonathan B. "Personnel Management: Personal Styles and Behavior Patterns." Journal of Information Systems Management 6, no. 1 (January 1989): 44–54. http://dx.doi.org/10.1080/07399018908960128.
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Czarska-Bonanaty, Aleksandra. "HEALTH SERVICE MANAGER MANAGEMENT STYLES ACCORDING TO WERK PERSON MANAGEMENT STYLE INVENTORY." Zeszyty Naukowe Wyższej Szkoły Humanitas Zarządzanie 21, no. 3 (September 30, 2020): 147–63. http://dx.doi.org/10.5604/01.3001.0014.4515.
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The goals of managerial personnel in Health Service include: defining duties for personnel teams, initiating and co-ordinating team work, care for development and improvement of potential of workers. Requirements for modern companies do not allow for forcing specific behaviour among personnel but praise the ability to communicate by partnership and co-operation and quality of co-operation between the managing person and personnel. Assuming a thesis that there are preferred goals in management by Health Service managers, an attempt to identify them was made with the model of the Inventory of Person Management Styles WERK. The research was conducted on a group of 60 Health Service managers performing functions on various organizational levels. Respondents were managers hired in the public and non-public health care facilities from the Silesian and Podkarpackie Provinces. The analysis of results points that for the largest group of managers, the managing styles model WERK did not define both the dominating managing style as well as a style least typical for management. The fact indicates that managers in the health care facilities probably use the management style adequate to the situation or have the ability to switch between management styles using the characteristics typical for many management styles or use two or more management behaviors which they consider effective. Probability of existing specific management styles can be assumed as well, which are used by the Health Service managers and which have not been defined by the management styles model WERK.
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Karamysheva, Anna, Anastasia Kolenova, Anna Kukulyar, Natalya Bessonova, and Dmitry Stroyev. "Coping strategies of the leaders of the agro-industrial complex of the Rostov Region." E3S Web of Conferences 273 (2021): 08022. http://dx.doi.org/10.1051/e3sconf/202127308022.
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Today, the agro-industrial complex is the most important factor in the formation and development of the Russian economy. In the modern market economy of Russia, special attention is paid to the personality of the head of the agro-industrial complex. In connection with the development of the economy and technological progress, society is increasingly in need of an increase in the number of qualified and successful representatives of the management apparatus of this industry. On the basis of which we conducted an empirical study, where the object was 40 managers of various pilot production enterprises of the Rostov region. In the course of the empirical study, the following methods were used: “The scale of basic beliefs” (in the modification of M. A. Padun, A.V. Kotelnikova), Proactive coping inventory in the adaptation of E. Starchenkova, “Methods of coping behavior “ by R. Lazarus and S. Folkman, the Life Style Index (LSI). These recommendations can be taken into account by managers and employees of personnel services of enterprises of the agro-industrial complex when forming systems of motivation and development of the highest needs of employees holding managerial positions in modern market conditions.
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Bravve, Yuri Iosifovich, Tatyana Aleksandrovna Shpiks, Jakob Kirsch, Elena Aleksandrovna Pushkareva, Stanislav Viktorovich Sokolov, Irina Dmitrievna Kiryakova, Kseniya Sergeevna Tolstova, and Olga Alexandrovna Latuha. "Evaluating the effectiveness of using Process Factory in the development of leader-ship competencies for healthcare managers." Science for Education Today 11, no. 5 (October 31, 2021): 43–56. http://dx.doi.org/10.15293/2658-6762.2105.03.
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Introduction. The paper presents the research findings of investigating the problem of training healthcare leaders in the management of sustainable development. The purpose of the article is to analyze the international practice of training managers in various industries and to assess the effectiveness of using ‘Process Factory’ in the development of professional competencies related to quality management of healthcare settings. Materials and Methods. The study used general empirical and theoretical research methods, general logical methods and techniques, as well as methods of system analysis, comparison and analogy, and generalization. The key criterion for selecting research papers was focusing on the problems of training healthcare managers in the quality of medical care in the context of sustainable development management. In order to solve this problem, a business game called ‘Quality management of medical care’ based on the ‘Process Factory’ was developed. The empirical data were processed using a standard software package. Results. The authors have identified the following problems in the quality of training healthcare managers: low involvement in the educational process, denial of the best experiences, and an authoritarian management style. At the same time, the research has shown that managers need professional competencies in the field of analysis of multifactor processes, team management, projects, skills to integrate strategic development tasks into the current activities of the organization. The business game developed by the authors is based on the model of training in ‘learning factories’ as the foundation for training in lean manufacturing. Using the business game has led to the following outcomes: the interest of trainees increased by 9 times, involvement in the educational process-by 20 times, mastering skills – by 2 times, performing skills – by 8 times, readiness to apply the obtained skills – by 17 times. Conclusions. The article concludes that the constant implementation of changes in the healthcare system requires non-standard solutions from the leaders. The conducted educational experiment showed that the proposed educational technology makes it possible to model various situations in the learning environment. In the process of conducting a business game, the leader acquires competencies aimed at conflict management, encouragement of personnel, and receiving reliable information about the activities of the healthcare organization.
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Душкин, Антон, Anton Dushkin, Кирилл Злоказов, and Kirill Zlokazov. "A psychological counseling police executives for effectively manage police teams and departments." Vestnik of the St. Petersburg University of the Ministry of Internal Affairs of Russia 2019, no. 3 (October 15, 2019): 204–14. http://dx.doi.org/10.35750/2071-8284-2019-3-204-214.
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The article examines the nature and content of the main directions of psychological counseling police executives. The relevance is justified by the need to determine the specifics of counseling for police leaders, systematize ideas about the types of psychological counseling of leaders by a psychologist. Psychological counseling is defined as a type of organizational counseling aimed at developing the managerial competence of a leader through the acquisition of psychological and pedagogical knowledge, skills and abilities. The domain of psychological counseling of the executives is determined in the context of the main areas of management of the staff.
Five directions of consulting a police executives are described: 1) organization of selection and appointmentof employees; 2) the organization and conduct of events of moral and psychological support; 3) the formation of a favorable socio-psychological climate in police teams and department, as well as issues of improving the style and methods of managing employees; 4) the participation of the leader in minimizing the consequences of emergencies and their prevention; 5) optimization of the operational activities of the police officer. The results of psychological counseling are divided into primary, associated with improving managerial competence and the effectiveness of managing subordinate personnel, secondary, associated with the realization by the head of the value of psychological and pedagogical knowledge in the field of management of the staff.
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Finlayson, Mary, and Antony Raymont. "Teamwork general practitioners and practice nurses working together in New Zealand." Journal of Primary Health Care 4, no. 2 (2012): 150. http://dx.doi.org/10.1071/hc12150.
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INTRODUCTION: Teamwork in primary health care has been encouraged in New Zealand and in the international literature. It may improve work satisfaction for staff, and satisfaction and outcomes for patients. Teamwork may be classified as being multi-, inter- or transdisciplinary and is likely to be influenced by the nature of the work and the organisational context. AIM: To describe and analyse teamwork between general practitioners and practice nurses in New Zealand. METHODS: Data were drawn from a survey of general practices and from interviews with primary health care staff and management. RESULTS: Doctors and nurses in general practice in New Zealand see themselves as a team. Evidence suggests that the nature of the work and the business context most often leads to a multidisciplinary style of teamwork. Some providers have adopted a more intense teamwork approach, often when serving more disadvantaged populations or in caring for those with chronic illnesses. DISCUSSION: Concepts of teamwork differ. This article provides a classification of teams and suggests that most general practice teams are multidisciplinary. It is hoped that this will help personnel to communicate their expectations of a team and encourage progressive team development where it would be of value. KEYWORDS: Teamwork; primary care; practice nurses; general practitioners
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Park, Hyunae, Youngcheon Yoo, and Hwansoo Lee. "7S Model for Technology Protection of Organizations." Sustainability 13, no. 13 (June 22, 2021): 7020. http://dx.doi.org/10.3390/su13137020.
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Given the importance of technologies to organizations, technology leakages can cause considerable financial losses and threaten the survival of firms. Although organizations use technology protection diagnostic models to prevent such leakages, most diagnostic models focus on cybersecurity, and the evaluation system is complex, making it difficult for SMEs to use it. This makes them unsuitable for the general technology protection diagnosis of companies. Hence, this study proposes a diagnostic model that assesses these technology protection capabilities of organizations from personnel and administrative perspectives. Drawing upon the individual elements of the 7S model—shared values, strategy, structure, systems, staff, style, and skills—our model analyzes the influence of the elements on the technology protection capabilities of organizations. To determine this influence, the study conducts a questionnaire survey among 435 employees from large, larger medium-sized, and small and medium enterprises. Using the partial least squares and the artificial neural network methods, the study determines the ranking of the relative importance of the 7s elements. The results show that the shared values element most significantly influences these capabilities. The remaining elements influence the technology protection capabilities in the following order from the greatest to the least effect: staff, strategy, structure, systems, style, and skills. These findings highlight the significance of developing an awareness of the necessity of technology protection among all the members of an organization.
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Nguyen, T. H. M. "Key Aspects of the Control Environment in the Context of Sustainable Development of Organisation." Accounting. Analysis. Auditing 8, no. 3 (July 1, 2021): 48–56. http://dx.doi.org/10.26794/2408-9303-2021-8-3-48-56.
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The integration of sustainable development into business, which is the development that meets the needs of the present without compromising the ability of future generations to meet their own needs, is one of the key trends of the beginning of the 21st century. The purpose of this study is to consider the effect of this concept on the element of internal control system: the control environment. The relevance of the work is confirmed by the correlation between the internal control system and the efficiency and effectiveness of the activities of organizations, as well as the increasing influence of social and environmental factors on managerial decisions of economic entities. In the process of scientific elaboration of the problem, general scientific research methods were used: comparative analysis, detailing and generalization, systematization. As a result, the author examined the main elements of the control environment: organizational structure, functions and duties of departments and employees; strategy, principles and goals of the organization, regulations for the implementation of operations; corporate culture, philosophy and management style, ethical values and rules of conduct; personnel policy — and the recommendations for their improvement from the sustainable development aspect. It is concluded that the introduction of the proposed innovations into the control environment will serve as the foundation for the remaining components of the internal control system.
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Miller, William C., J. Daniel Couger, and Lexis F. Higgins. "Person: Innovation Styles Profile of IS Personnel vs Other Occupations." Creativity and Innovation Management 5, no. 4 (December 1996): 226–33. http://dx.doi.org/10.1111/j.1467-8691.1996.tb00148.x.
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Usman, Nasir, Murniati AR, and Marzuki Marzuki. "THE INFLUENCE OF LEADERSHIP IN IMPROVING PERSONNEL PERFORMANCE AT TRADITIONAL ISLAMIC BOARDING SCHOOL (DAYAH)." Jurnal Ilmiah Peuradeun 4, no. 2 (May 28, 2016): 205. http://dx.doi.org/10.26811/peuradeun.v4i2.98.
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This study aims at determining styles of leadership in improving the performance of personnel, factors affecting the personnel performance, and inhibitors in improving the performance of personnel. This study used a qualitative approach with descriptive methods. Data collection techniques were done through observation, interview and documentation study. The subjects were principal, vice director, heads of division, and teachers of Dayah. The results showed that: 1) The leadership styles of dayah in improving the performance of personnel was a consultative, participative and instructive leadership style. 2) Factors that affected performance of personnel were the authority and charismatic of the principal in the presence of personnel, and democratic in decision making, and the religious environment, 3) The limiting factors in improving the performance of the personnel were the number of students that exceeds the capacity dormitories which were available, some of the personnel did not have the administration skill background, the minority of personnel who were less active, and were not able to provide financial support for the personnel.
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Filyasova, Yu. "Perfectionist Involvement in Social and Labour Relations Depending on Personnel Management Style." Management of the Personnel and Intellectual Resources in Russia 10, no. 1 (March 29, 2021): 30–36. http://dx.doi.org/10.12737/2305-7807-2021-10-1-30-36.
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Research into personal qualities of employees is acquiring relevance in the modern society as physical and material means and instruments of production are gradually being excluded from immediate interaction with people; their place is being taken by robotic technologies; whereas human labour is turning into intellectual creativity. Perfectionism is one of personal construct characteristics, which allows them to achieve high goals, overcoming different obstacles. The aim of the work was to consider the involvement of employees, characterized by perfectionistic personal construct, in social and labour relations under the authoritarian, democratic and liberal management styles. Perfectionists known for their struggle for high achievements are inclined to work individually and characterized by a low level of socialization. Under the authoritarian style, managers usually diminish individual achievements, focusing on the importance of goals and objectives rather than personality types of employees; therefore, perfectionists risk turning into reserved unsocial individuals. The democratic and liberal personnel management styles give the possibility to integrate perfectionists in teamwork, to activate their positive personal qualities and, in this way, enable them to meaningfully socialize. The democratic and liberal management styles provide conditions for successful combination of personal perfectionist interests and socially relevant objectives. In the age of information-oriented society, targeted at intensive intellectual development, contribution of perfectionists is indispensable; however, it is necessary to facilitate their social integration underlying inseparability of their individual goals and socially significant objectives.
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Vasiuchonak, L. "THE METHODS FOR THE CREATIVE CAPACITY OF ORGANIZATION’S PERSONNEL EVALUATION." Экономическая наука сегодня, no. 11 (June 5, 2020): 53–61. http://dx.doi.org/10.21122/2309-6667-2020-11-53-61.
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In view of the high importance of innovations in modern society, subjects of economic activity can not depend on the creative insights of outstanding personalities. Creativity has to become a sustainable resource of value increase. Three modern methods of structuring and assessing the creative capacity of personnel for innovative goals are considered in the article: the innovative-adaptive approach of M. Kirton, the profile of creative solutions to the problems of M. Basadur and the concept of mixed styles by J. Puccio.
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Bruns, Gilbert H., and I. Gayle Shuman. "Police Managers' Perception of Organizational Leadership Styles." Public Personnel Management 17, no. 2 (June 1988): 145–57. http://dx.doi.org/10.1177/009102608801700205.
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This study reviews the various leadership styles and their effect on productivity in the public and private sector. The general literature was related to police management and administration. A scale developed by Likert was administered to law enforcement personnel in the state of Arizona to determine their perception of their departments' organizational and performance characteristics. As a group, they characterized their organizations as being “benevolent-authoritative” while they were desirous that their organizational style be more participative.
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Cuny, Fred C. "Principles of Disaster Management Lesson 7: Management Leadership Styles and Methods." Prehospital and Disaster Medicine 15, no. 1 (March 2000): 78–86. http://dx.doi.org/10.1017/s1049023x0002495x.
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AbstractThis lesson explores the use of different management leadership styles and methods that are applied to disaster management situations. Leadership and command are differentiated. Mechanisms that can be used to influence others developed include: 1) coercion; 2) reward; 3) position; 4) knowledge; and 5) admiration. Factors that affect leadership include: 1) individual characteristics; 2) competence; 3) experience; 4) self-confidence; 5) judgment; 6) decision-making; and 8) style. Experience and understanding the task are important factors for leadership. Four styles of leadership are developed: 1) directive; 2) supportive; 3) participative; and 4) achievement oriented. Application of each of these styles is discussed. The styles are discussed further as they relate to the various stages of a disaster. The effects of interpersonal relationships and the effects of the environment are stressed. Lastly, leadership does not just happen because a person is appointed as a manager – it must be earned.
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Andrejić, Marko, Sonja Ketin, and Obrad Čabarkapa. "Methods and working styles of companies management." Tehnika 76, no. 3 (2021): 367–75. http://dx.doi.org/10.5937/tehnika2103367a.
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Privatization and change of ownership structure in organizations dealing with production and services, intense competition and accelerated technological development have emphasized the importance of holders of management functions in business systems. Consequently, managers have become the subject of great interest of both private owners and the state. The work of managers is essentially a reciprocal, psychodynamic and two-way process that affects the attitudes, beliefs, behavior and motivation of employees, as well as business success. What distinguishes successful managers from unsuccessful ones is the method and style of work and life of managers, attitude towards subordinates and other influential factors in the work process.
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Welch, Trish, Mary Tanke, and Gerald Glover. "Multicultural Human Resource Management." Hospitality Education and Research Journal 12, no. 2 (February 1988): 337–45. http://dx.doi.org/10.1177/109634808801200233.
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As America becomes more ethnically diverse and culturally pluralistic so do the employees and consumer's of the hospitality industry. To be prepared to meet the needs of these people management must have an understanding of the cultural basis for value systems, social and interpersonal interactions, the work ethic, motivation, and communication systems. An awareness in the hospitality industry of both personnel and consumer relations within a multicultural, multiracial and multiethnic society will provide individuals with a cross cultural perspective on management styles and skills.
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Saba Burjaliani, Saba Burjaliani. "The Management of Human Resources Focused on the Success of the Organization." Economics 105, no. 03 (April 15, 2022): 364–70. http://dx.doi.org/10.36962/ecs105/3/2022-364.
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In the article: "The management of human resources focused on the success of the organization" - is an example that if the human resources in the organization are properly managed, then the organization will be successful. This function is assigned to the personnel management service in the organization. The article emphasizes that personnel management services in Georgian organizations are very weak. Mostly non-professionals work there, as there is a large shortage of staff managers in Georgia. The author considers that such specialization doesn’t exist in Georgian higher education institutions. The article discusses the four styles of personnel manager-directive, persuasive, participatory, delegating, and gives managers advice on when, in what situations, to use them. It also lists the conditions on which each of them must be based. The author concludes that personnel managers need to believe that employees can do a lot of good for the success of the organization. All they need to do is respect their personal interests and appreciate the work they do. Keywords: Orientation on success; management of human resources; Personnel Manager; Employee interest.
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Darawong, Chonlatis. "Conflict Management Styles and Interpersonal Conflict Between Marketing and R&D Personnel During the New Product Development Process." International Journal of Innovation and Technology Management 14, no. 06 (November 9, 2017): 1750034. http://dx.doi.org/10.1142/s0219877017500341.
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This paper investigates the direct impact of conflict management style on two types of interpersonal conflict: task and relationship conflict between marketing and R&D personnel during the new product development (NPD) process. The findings add to the structural contingency perspective pertaining to the study of conflict and provide a wider view of the beneficial role of conflict at the interpersonal level. The results show that task conflict is positively influenced by dominating and integrating styles, but is negatively influenced by a compromising style. In addition, relationship conflict is positively influenced by a dominating style but negatively influenced by integrating, obliging, and compromising styles. Key implications for marketing and R&D personnel are that they should typically use an integrating style in order to gain benefit from task conflict. However, they should avoid or compromise with a dominating person in order to minimize destructive outcomes from relationship conflict.
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Moenaert, Rudy K., Dirk Deschoolmeester, Arnoud Meyer, and William E. Souder. "Information styles of marketing and R&D personnel during technological product innovation projects." R&D Management 22, no. 1 (January 1992): 021–40. http://dx.doi.org/10.1111/j.1467-9310.1992.tb00786.x.
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Hartana, Lucius Ardi, Jazuli Akhmad, and Muhammad Subkhan. "PENGARUH GAYA KEPEMIMPINAN TERHADAP KINERJA PERSONEL POLSEK SEDAYU." Jurnal Riset Akuntansi dan Bisnis Indonesia 1, no. 1 (September 30, 2021): 73–81. http://dx.doi.org/10.32477/jrabi.v1i1.321.
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The objectives of this study were to: 1) determine whether there is an effect of transactional and transformational leadership styles on the performance of the Sedayu Police personnel either partially or simultaneously. 2) knowing the most dominant leadership style on the personnel performance of the Sedayu Police. The research approach used in this research is quantitative methods using survey methods with descriptive analysis and multiple linear regression. The results showed that 1) There is a positive and significant influence between leadership style (X1) on the performance of the Sedayu Police personnel (Y). 2) there is a positive and significant influence between the leadership style (X2) and the personnel performance of the Sedayu Police (Y). 3) there is a joint influence of the variable variable transactional leadership style (X1) and transformational leadership style (X2) on the performance of the Sedayu Police personnel (Y). 4) The most dominant variable with the personnel performance of the Sedayu Police (Y) is the transactional leadership style