Готові списки джерел за темами / Managerial organisation

Добірка наукової літератури з теми "Managerial organisation"

Автор: Grafiati

Опубліковано: 23 вересня 2022

Оновлено: 28 січня 2023

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Статті в журналах з теми "Managerial organisation":

Kumar Singh, A. "Impact of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India." Agricultural Economics (Zemědělská ekonomika) 56, No. 8 (August 20, 2010): 379–86. http://dx.doi.org/10.17221/64/2010-agricecon.

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This study is in the light of the liberal global Indian economy that has led to a competitive environment. In a changing scenario of the global business environment with a highly competitive market economy, the HRM practices and organisation culture will provide an edge to an organisation. This study is an attempt to understand the effect of the HRM practices and organisation culture on managerial effectiveness in public sector organisations in India. This study revealed that the HRM practices and organisational culture are a strong predictors of the managerial effectiveness of the public sector organisations surveyed.

Otulia, Patrick Omutia, Isaac M. Mbeche, Gituro Wainaina, and James Njihia. "Influence of Organisational Resources on Performance of ISO Certified Organisations in Kenya." European Scientific Journal, ESJ 13, no. 34 (December 31, 2017): 119. http://dx.doi.org/10.19044/esj.2017.v13n34p119.

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This study aimed at examining the influence of organisational resources on organisational performance of International Organisation for Standardization (ISO) certified organisations in Kenya. The study was based on Total Quality Management (TQM) theory. A cross-sectional research survey design was adopted. Primary data was collected from a sample of 282 ISO certified organisations by use of a questionnaire, and secondary data was obtained from financial statements of 27 ISO certified organizations sampled. Descriptive statistics was used to analyze proportions of the variables and multiple regression model was used to estimate the effect of organisational resources on the performance of ISO certified organizations. The findings show that abundant organisational resources reduce performance. The study, therefore recommends that the management of ISO certified organisations should employ limited organisation resources available efficiently and train their staff in managerial skills in order to improve performance of their organizations.

Sheaff, Rod, Joyce Halliday, Mark Exworthy, Alex Gibson, Pauline W. Allen, Jonathan Clark, Sheena Asthana, and Russell Mannion. "Repositioning the boundaries between public and private healthcare providers in the English NHS." Journal of Health Organization and Management 33, no. 7/8 (November 7, 2019): 776–90. http://dx.doi.org/10.1108/jhom-12-2018-0355.

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Purpose Neo-liberal “reform” has in many countries shifted services across the boundary between the public and private sector. This policy re-opens the question of what structural and managerial differences, if any, differences of ownership make to healthcare providers. The purpose of this paper is to examine the connections between ownership, organisational structure and managerial regime within an elaboration of Donabedian’s reasoning about organisational structures. Using new data from England, it considers: how do the internal managerial regimes of differently owned healthcare providers differ, or not? In what respects did any such differences arise from differences in ownership or for other reasons? Design/methodology/approach An observational systematic qualitative comparison of differently owned providers was the strongest feasible research design. The authors systematically compared a maximum variety (by ownership) sample of community health services; out-of-hours primary care; and hospital planned orthopaedics and ophthalmology providers (n=12 cases). The framework of comparison was the ownership theory mentioned above. Findings The connection between ownership (on the one hand) and organisation structures and managerial regimes (on the other) differed at different organisational levels. Top-level governance structures diverged by organisational ownership and objectives among the case-study organisations. All the case-study organisations irrespective of ownership had hierarchical, bureaucratic structures and managerial regimes for coordinating everyday service production, but to differing extents. In doctor-owned organisations, the doctors’, but not other occupations’, work was controlled and coordinated in a more-or-less democratic, self-governing ways. Research limitations/implications This study was empirically limited to just one sector in one country, although within that sector the case-study organisations were typical of their kinds. It focussed on formal structures, omitting to varying extents other technologies of power and the differences in care processes and patient experiences within differently owned organisations. Practical implications Type of ownership does appear, overall, to make a difference to at least some important aspects of an organisation’s governance structures and managerial regime. For the broader field of health organisational research, these findings highlight the importance of the owners’ agency in explaining organisational change. The findings also call into question the practice of copying managerial techniques (and “fads”) across the public–private boundary. Originality/value Ownership does make important differences to healthcare providers’ top-level governance structures and accountabilities and to work coordination activity, but with different patterns at different organisational levels. These findings have implications for understanding the legitimacy, governance and accountability of healthcare organisations, the distribution and use power within them, and system-wide policy interventions, for instance to improve care coordination and for the correspondingly required foci of healthcare organisational research.

Vale, José, Rafaela Miranda, Graça Azevedo, and Maria C. Tavares. "The Impact of Sustainable Intellectual Capital on Sustainable Performance: A Case Study." Sustainability 14, no. 8 (April 7, 2022): 4382. http://dx.doi.org/10.3390/su14084382.

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Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the effect of SIC on the economic, social, and environmental dimensions of sustainable organisational performance. Evidence suggests that the stakeholders were not familiar with the SIC concept and overemphasised the environmental dimension when referring to both sustainability and sustainable performance concepts. Furthermore, it was found that the organisation’s sustainable performance was affected by all its SIC components (human, structural, and relational). This study contributes to the development of two different but complementing areas of research: IC and sustainability. It also provides important managerial implications for industrial organisations concerned with their performance. Finally, generalisation for other situations should only be conducted in a theoretical fashion.

Widianto, Sunu, Yetty Dwi Lestari, Beta Embriyono Adna, Badri Munir Sukoco, and Mohammad Nasih. "Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation." Journal of Organizational Effectiveness: People and Performance 8, no. 1 (March 9, 2021): 149–72. http://dx.doi.org/10.1108/joepp-02-2020-0028.

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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

David Rees, W., and Christine Porter. "The development of diagnostic skills by management coaching." International Coaching Psychology Review 8, no. 2 (September 2013): 80–88. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.80.

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In this paper the authors consider how psychological coaching can help those with managerial responsibility develop crucial managerial diagnostic skills. The paper refers to three organisational models that coaching psychologists could find helpful as they seek to help managers accurately diagnose the causes of organisational problems. These organisational models can be labelled as follows: (1) Systems approach; (2) Unitary and Pluralist Perspectives; and (3) Role Behaviours versus Personality Behaviours.The paper also explains how lack of effective diagnosis can lead those with managerial responsibilities to get involved in a range of activities better left to others. Given that organisations operate as systems (Millett, 1998) faulty diagnosis can arise because of a lack of understanding that problems which emerge in one function of an organisation may be caused by actions in other parts of an organisation. Managers need to anticipate the ‘knock-on’ effect that their decisions can have on other areas of organisational activity. Further causes of defective diagnosis explored include a failure of managers to distinguish between role and personality behaviour and the adoption by managers of a unitary as opposed to a pluralist frame of reference, leading to an inability to recognise conflicts of interest and deal with these in a constructive way. Practical advice is given on the development by coaching psychologists of managers’ diagnostic skills related to these models with reference to case studies.

Pronin, V. Yu. "Managerial problems of remote work in Russian organisations: a remote workers’ perspective." Vestnik Universiteta, no. 9 (October 30, 2022): 28–36. http://dx.doi.org/10.26425/1816-4277-2022-9-28-36.

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Remote work becomes an increasingly important way of organising labor, but its implementation requires significant changes both at the employees level and at the organisation level. Identification and response to key challenges organisations face when implementing remote work is now especially relevant given the significant expansion of remote working practices over the past two years. The article presents the findings from a sociological online survey conducted among Russian remote workers from various industries (N=402). The study shows that, in comparison with traditional models, remote work is estimated, in general, more positively, and is characterised by improvements in a number of characteristics important for management. The most problematic areas include: organisational and technical support for remote work, and problems related to social roles and social protection. The main factor contributing to the reduction of the severity of most problems is the accumulation of experience in working remotely. This indicates successful adaptation to the remote format both on the part of employees and on the part of the organisation.

Dunphy, Dexter. "Corporate Sustainability: Challenge to Managerial Orthodoxies." Journal of Management & Organization 9, no. 1 (January 2003): 2–11. http://dx.doi.org/10.1017/s1833367200004880.

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ABSTRACTThis paper addresses the issue of corporate sustainability. It examines why achieving sustainability is becoming an increasingly vital issue for society and organisations, defines sustainability and then outlines a set of phases through which organisations can move to achieve increasing levels of sustainability. Case studies are presented of organisations at various phases indicating the benefits, for the organisation and its stakeholders, which can be made at each phase. Finally the paper argues that there is a marked contrast between the two competing philosophies of neo-conservatism (economic rationalism) and the emerging philosophy of sustainability. Management schools have been strongly influenced by economic rationalism, which underpins the traditional orthodoxies presented in such schools. Sustainability represents an urgent challenge for management schools to rethink these traditional orthodoxies and give sustainability a central place in the curriculum.

Dunphy, Dexter. "Corporate Sustainability: Challenge to Managerial Orthodoxies." Journal of the Australian and New Zealand Academy of Management 9, no. 1 (January 2003): 2–11. http://dx.doi.org/10.5172/jmo.2003.9.1.2.

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Negi, Pooja Singh, and R. C. Dangwal. "Organisational Sustainability through Culture and Managerial Effectiveness: An Indian Perspective." Journal of Entrepreneurship and Innovation in Emerging Economies 5, no. 1 (January 2019): 22–36. http://dx.doi.org/10.1177/2393957518812529.

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Research on different aspects of organisational culture and performance or management capability among Indian firms remains limited. A vast number of previous studies suggest that every organisation should include culture and managerial effectiveness for sustainable development. To analyse this perspective, the article tries to investigate the relationship between organisational culture and managerial effectiveness in an Indian context. Our study provides a meta-analysis of 30 qualified empirical research articles published between 1967 and 2016. The main sectors were banking, pharmaceutical, manufacturing and education. The meta-analytical approach helps to generalise the relationship between organisational culture and managerial effectiveness. Asymmetry of funnel plots is evaluated using Begg and Mazumdar’s rank correlation and Duval and Tweedie’s trim and fill methods. The results revealed overall combined correlation ( r = 0.291) whereas, correlations in excess of 0.3 are rare in this context. The findings suggest that culture and managerial effectiveness are an important factor for organisation sustainability. These relationships indicate a positive relationship between organisational culture and managerial effectiveness. The major limitation of this research study is associated with the unavailability of empirical research papers. We also believe that our findings would have been more assertive if they were tested as hypothetical propositions drawn from the literature and through a consecutive research survey. The organisational culture explored in this study provides some innovative thoughts for building sustainable knowledge culture, particularly in an Indian context. These findings also highlight the importance of organisational culture in fostering managerial effectiveness.

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Дисертації з теми "Managerial organisation":

Makin, P. J. "Career development, personality, and commitment to the organisation." Thesis, University of Bradford, 1987. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.376690.

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Postiglioni, Renato. "Sales forecasting within a cosmetic organisation : a managerial approach." Thesis, Stellenbosch : Stellenbosch University, 2006. http://hdl.handle.net/10019.1/21980.

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Thesis (MBA)--Stellenbosch University, 2006.
Although most businesses require accurate sales forecasts in order to survive and to be successful, very little attention has been devoted to examine how sales forecasting processes should be managed, and the behavioural factors associated with the management of forecasting. Sales forecasting activities and research have by and large concentrated on the techniques or on the systems used, rather than on the forecasting management philosophy, which considers the organisational, procedural, and personnel aspects of the process. Both forecasting modelling and IT systems form the basis for the forecasting process, but the third element, namely the organisation, is potentially the most important one. Researchers have argued that improvements in this area could have a greater impact on the level of forecasting accuracy than improvements with regard to other aspects. After developing predetermined forecasting standards and principles, an audit on the author's organisation was conducted. This revealed that no formal forecasting --- existed, and that a number of business practices were in effect contaminating procedures and possibly affecting the integrity of the data. Very little forecasting knowledge existed, sales were predicted very sporadically, and simple averaging techniques were adopted. Life cycles of products, trends, seasonality or any other cyclical activity were never modelled. This obviously resulted in a very poor level of forecast accuracy, affecting a number of business activities. A decision was made to research the topic of forecasting management, develop a best practice model, and apply it to the organisation. The best practice model was based predominantly on the research work of Armstrong and Mentzer. This model requires the forecasting process to be developed in two specific phases, namely a strategic phase, in which the forecast is aligned to the organisation, the internal processes and the people, and the operational phase, in which more tangible aspects of the forecasting process are identified and constructed. This new forecasting approach and a dedicated forecasting software programme were successfully implemented, improving the overall accuracy level of the forecast.

Zheng, Yumai. "Internal Communication from a Managerial Perspective." Thesis, Halmstad University, School of Social and Health Sciences (HOS), 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-2283.

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The objective of this thesis is to conduct a research on Eleiko Sport AB’s internal communication from a managerial perspective. The focus of this analysis is to look at how the management and organisation are structured in Eleiko, how the members of the management team view and perceive internal communication, how the internal communication within this small organisation is organised, and which communication channels are being used and why.

Tamangani, Zivanayi. "The relationship between forms of organisation and managerial work : a study of service organisations in Zimbabwe." Thesis, University of Surrey, 1995. http://epubs.surrey.ac.uk/844402/.

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This study explores the link between forms of organisation and managerial work and seeks to answer questions which have hitherto been neglected in studies of managerial work: To what extent is what managers are expected to do and their intended functions influenced by organisational context in terms of institutional arrangements for the management of managers' work? To what extent are managers' work activities influenced by organisational context? The study adopts a comparative case study of unit managers in four organisations - two each from the hotel and retail sectors in Zimbabwe - using depth interviews, structured observation and activity sampling. The study shows that the configuration of institutional arrangements for the management of work, divided into planning/decision-making, allocation of work, motivation, coordination and control influences the management division of labour, in particular, the extent to which management and business responsibilities are divided between high and lower-level managers. Decentralised organisations devolve greater operational and business responsibilities to unit managers compared with a focus upon internal systems and processes in centralised organisations. The role expectations surrounding unit managers' jobs and work activities are shown to exhibit some generic characteristics relating to staff and information administration; a neglect of future developmental work aspects and a tendency to spend time on non-managerial work. The key effect of organisational form on unit managers' roles is to emphasise output or performance in decentralised organisation in contrast to processes and procedures in centralised organisations. The industry sector differences show an emphasis on service quality and self administration in hotels compared with customer and merchandise administration in retail operations. Overall, therefore, form of organisation is shown to impact primarily upon the formal management division of labour but in its effect on managers' role expectations and work activities is modified and refracted by commonalities in unit managerial work, industry sector and individual factors.

Thorne, M. L. "Engendering culture : The dynamics of organisation culture, gender and managerial behaviour." Thesis, University of Bath, 1988. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.383608.

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Thekiso, Thabo Abel. "Management performance measurement of business educated managers in the North West and Vaal triangle areas / Thekiso T.A." Thesis, North-West University, 2011. http://hdl.handle.net/10394/7613.

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The age of industrialisation in the nineteenth century and the subsequent emergence of large corporations called for new approaches to the way in which organisations are managed. Business today operates in a world of constant change. Technology and society are changing more rapidly than ever before. The workplace has become increasingly diverse, as pressure is mounting for the previously disadvantaged and women to ascend the echelons of organisations. Concern for the environment has forced companies to think about how their actions affect the quality of the air, land, and water. Competition is more fierce than ever, because companies from all over the world now try to sell their products and services to the same customers. All these changes not only require of those who manage these organisations to be in procession of relevant professional skills, but it also require of them to be competent in conducting their business of managing. The aim of the study was to construct a conceptual framework to measure the identified skills for management competence. The study builds a conceptual framework using identified skills and also presents the interrelationships between the skills. The primary theoretical background and concepts about skills for managerial competence for this study, range from the historical perspective of MBA education as it is the cutting edge of business education to management models identified from the literature. The extensive review of the literature and three different management models and the key common managerial competencies led to the development of an initial model based on the literature wherein the required skills for managerial competence were identified as self awareness skills (SA), self directed career planning skills (SP), general interactive skills (IS), planning and control skills (PC), organising skills (OS), leading skills (LS), and managing change skills (MC). The empirical study which followed was conducted among a sample of 395 business administration students from the three campuses of the North West University business school in Mafikeng and the Potchefstroom Business School. The empirical study based on the seven skills for managerial competence yielded results that measured the strength of each managerial skill and the interrelationship among different skills. The results were analysed by the process of factor analysis and it was clear from the analysis that there are a number of unreliable factors which led to a number of questions having to be discarded. As a result the original model had to be restructured to develop an alternative managerial skill model. After the initial model was restructured, the results wherein thirteen factors loaded heavily on the factor were realised. Of the thirteen factors, factor 1 had nineteen factors that loaded heavy and had to be restructured again in order to make sense of the data. Once a further restructuring was done the results were that factor 1 had three sub factors that loaded heavy on the factor which led to the conclusion that the alternative managerial skill model comprised thirteen factors wherein factor 1 had three sub factors. The value of the study lies in the fact that managerial models identified in the literature are orthodox in nature, and they do not progress further to explore skills for managerial competence. Given the orthodox nature of models identified in the literature, this study purports to suggest a framework that could be adapted to measure skills for management competence. This study further contributes to the discipline of organisational leadership and management, particularly with regard to practices regarding leader and manager development within the context of a dynamic, changing organisational environment.
Thesis (Ph.D. (Business Management))--North-West University, Potchefstroom Campus, 2012.

Lundqvist, Elin, Jiewen Cheng, and Elshani Kreshnik Fatos. "Occupational Burnout - An Organizational Challenge & Managerial Responsibility : A qualitative study on leadership and managerial factors’ impact on burnout. Case study conducted on four compulsory schools in Sweden." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-44312.

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Abstract Background Occupational Burnout is one of the greatest challenges affecting the labour markets today. It is mainly caused by prolonged stress exposure due to the psychosocial work environment and is nowadays the fastest growing cause of long-term sick leave in Sweden. It therefor affects both the society, organisation and individual. It is thus a managerial concern to manage and structure the organisations in a sustainable way that maximises the use of human resources, rather than burning them out. Purpose The aim of the thesis is to investigate the high level of sick-leave or burnout due to organisational and managerial factors in the Swedish educational sector, by focusing on the role leadership, organisational and psychosocial work environment plays in preventing/causing employees’ burnout. The authors attempt to contribute knowledge on why theory may not match reality in this case, as statistics of sickleave due to stressrelated illness remains high. Methods In this qualitative study principals, administrators, and teachers of four public compulsory schools in Jönköping and Öckerö are interviewed. Using semi-structured interviews, data is gathered, coded and analysed in relation to modern research literature on the topic of burnout as well as Swedish Work Environment Authority guidelines, to spot key elements of positive and negative factors which have affected the stress situations of the schools’ employees. Several factors from organizational and leadership perspective are examined to assist organizations to avoid or prevent burnout. Results Prevalence of high burnout rates in schools in the cases studied, was associated with recent large reorganization of employees and administration; weak and inefficient leadership which did not strive to build relationships and open communication with teachers; low integration between sectors and working groups; lack of support and monitoring of stressed employees; low ability of employees to contribute to their workplace environments; the shortage of budgets issued by municipality. Conclusions 1.The reason sick leave related to stress and burnout is high in the cases studied, is that implementation of research and policy guidelines is lacking behind in schools which suffer from employee stress related issues. As well as the current management model of the public sector may not benefit to prevent employee burnout. 2. It is possible to avoid employee burnout through adjusting the management and organizational structure, as adaptations toward dealing with employees’ stress are showing a positive sign on preventing the development of burnout.

Ables, Sharneigh. "The influence of organisational culture on organisational commitment amongst managerial and supervisory staff at a beverage bottling organisation in the Western Cape." University of the Western cape, 2016. http://hdl.handle.net/11394/5554.

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Magister Commercii (Industrial Psychology) - MCom(IPS)
At present organisations are faced with considerable changes in the business environment due to globalisation illustrated through specialisation and individualisation in the workplace (Rastegar & Aghayan, 2012). To stay abreast of these changes, organisations attempt to gain competitive advantage within the competitive business environments they operate. The competitive advantage referred to is, enhancing the organisation's culture, so as to ensure the employees in the workplace stay committed (Acar, 2012). Dwivedi, Kaushik and Luxmi (2014) further add that organisation culture is a fundamental element to any activity in the organisation. The authors also purport that a good organisational culture, which yields self-actualisation needs such as capability development, empowerment, achievement and recognition leads to a greater level of commitment between employees. The inverse, that is, poor organisational culture, leads to lower levels of commitment with consequences such as increased employee turnover and lower productivity rates (Dwivedi et al., 2014). The purpose of this study was to examine the influence of organisational culture (sub-dimensions being, mission, involvement, adaptability and consistency) on organisational commitment (sub-dimensions being, affective commitment, normative commitment and continuance commitment). The sample was chosen by means of convenience sampling. Two hundred and thirty – six supervisory and managerial staff who were employed at a beverage company in the Western Cape partook in the study. Three questionnaires were utilised to collect the data namely, a self - developed biographical questionnaire, containing six items which was used to collect information pertaining to the demographics of the sample. The second questionnaire utilised was the Denison Organisational Culture Survey, which contained 60 items and the final questionnaire administered was Allen and Meyer's (1990) Organisational Commitment Questionnaire, which contained 24 items. The data was computed using the Statistical Programme for the Social Sciences (SPSS) software version 23 using a multiple regression technique, yielding the following results: The results indicated that a significant proportion of the variance in organisational commitment was explained by mission, involvement, adaptability and consistency. The most statistical significance predictors of organisational commitment were mission and consistency, however, mission contributed to the highest variance. Additionally, the results indicated that a significant proportion of the variance in affective commitment was explained by mission, involvement, adaptability and consistency amongst staff. Involvement, adaptability and mission were found to be significant predictors of affective commitment with involvement accounting for the highest variance. Furthermore, the results showed that a significant proportion of the variance in normative commitment was explained by mission, involvement, adaptability and consistency. Moreover, the most significant predictor of normative commitment was found to be consistency. Further findings found that a significant proportion of the variance in continuance commitment was explained by mission, involvement, adaptability and consistency amongst staff. Moreover, the results indicated that the most significant predictor of continuance commitment was mission. Lastly, limitations for the current study were presented and recommendations for future research and for the organisation were offered.

Reilly, Michael T. "Corporate values, managerial behaviour and planned culture change - British Telecommunications plc 1991-1994." Thesis, University of Brighton, 1999. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.323406.

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Pettersen, Jostein. "Translating Lean Production : From Managerial Discourse to Organizational Practice." Licentiate thesis, Linköping : Department of Management and Engineering, Linköping University, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-18424.

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Книги з теми "Managerial organisation":

Seal, W. B. Accounting, management control, and business organisation: An institutionalist perspective. Aldershot, Hants, England: Avebury, 1993.

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Pfaff, Dieter. Kostenrechnung, Unsicherheit und Organisation. Heidelberg: Physica-Verlag, 1993.

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Föhr, Silvia. Ökonomische Analyse der internen Organisation. Wiesbaden: Deutscher Universitäts Verlag, 1991.

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McKinlay, Alan. Market structures, managerial strategies and work organisation. Birmingham: WorkOrganization Research Centre. Aston University, 1987.

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Rieder, Hans Peter. Organisation des Zentralbereichs "Finanz & Controlling" in einem Industrie-Konzern. Bern: Haupt, 1996.

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Callahan, R. E. Understanding organizational behavior: A managerial viewpoint. Columbus: C.E. Merrill Pub. Co., 1986.

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Daudi, Philippe. Power in the organisation: The discourse of power in managerial praxis. Oxford, OX, UK: Blackwell, 1986.

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Daudi, Philippe. Power in the organisation: The discourse of power in managerial praxis. Oxford: Blackwell, 1986.

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Whitley, Richard. On the nature of managerial tasks and skills: Their distinguishing characteristics and organisation. Manchester: Manchester Business School, 1987.

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Vernon, Guy. Work organisation and comparative historical statistics on the extent of the managerial hierarchy. [Coventry]: [SKOPE], 2001.

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Частини книг з теми "Managerial organisation":

Piscopo, Gabriella, and Margherita Ruberto. "The managerial and organizational perspective of healthcare." In Management, Organisation and Childbirth, 18–40. New York: Routledge, 2022. http://dx.doi.org/10.4324/9781003330097-3.

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Castellani, Lorenzo. "The Civil Service: Definition, Organisation and Historical Background." In The Rise of Managerial Bureaucracy, 1–29. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-90032-2_1.

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Iacoviello, Giuseppina, and Arianna Lazzini. "IS to Support Project Management: Implications for Managerial Accounting." In Lecture Notes in Information Systems and Organisation, 279–87. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35761-9_16.

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Tipurić, Darko. "Strategic Direction." In The Enactment of Strategic Leadership, 121–45. Cham: Springer International Publishing, 2022. http://dx.doi.org/10.1007/978-3-031-03799-3_5.

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AbstractIn this chapter, the focus is on a strategic direction which is the starting point of strategy and the foothold of strategic leaders. Strategic direction determines the space available for organisational action and major business decisions; it is a guide of sorts for interaction with the future environment. It is especially important when innovative and visionary actions require a special kind of leadership and managerial skills. Mission and vision are argued to be mutually connected and inseparable constructs that are both comprised in the category of strategic direction. Mission creates a context in which vision is shaped, strategic objectives defined, and strategic activities developed while vision gives a purpose of action and it can be viewed as both a rationale of the organisation and a foundation for building commitment and inspiring stronger engagement of the organisation’s members.

Iacoviello, Giuseppina, Arianna Lazzini, and Sara Nanetti. "Information Systems and Managerial Control in the Era of Globalization: Evidence from the Fashion Industry." In Lecture Notes in Information Systems and Organisation, 65–87. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-07905-9_5.

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Raissi, Nizar, and Henda Matoussi. "The Influence of ICT Adoption on the Development of Managerial Modes of Consulting Firms in France." In Lecture Notes in Information Systems and Organisation, 37–54. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-34269-2_3.

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Corsi, Katia, Daniele Rizzo, and Sara Trucco. "Integrated-Multi-Layered Information Systems in Engineer-to-Order Multinational Business Processes: Managerial, Accounting and Organizational Aspects." In Lecture Notes in Information Systems and Organisation, 249–77. Berlin, Heidelberg: Springer Berlin Heidelberg, 2013. http://dx.doi.org/10.1007/978-3-642-35761-9_15.

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Pettinger, Richard. "Organisational and managerial performance." In Introduction to Management, 47–68. London: Macmillan Education UK, 2007. http://dx.doi.org/10.1007/978-1-137-21899-5_3.

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Whiston, Thomas G. "Introduction: Internal and External “Integration”." In Managerial and Organisational Integration, 1–5. London: Springer London, 1992. http://dx.doi.org/10.1007/978-1-4471-1839-8_1.

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Whiston, Thomas G. "So You Really Want Integration? The Ten-by-Three Recipe." In Managerial and Organisational Integration, 213–24. London: Springer London, 1992. http://dx.doi.org/10.1007/978-1-4471-1839-8_10.

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Тези доповідей конференцій з теми "Managerial organisation":

Mitrofanova, E. A. "Complex Strategy Of Differentiated Development Of Managerial Staff Of Educational Organisation." In RPTSS 2017 International Conference on Research Paradigms Transformation in Social Sciences. Cognitive-Crcs, 2018. http://dx.doi.org/10.15405/epsbs.2018.02.158.

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Wognum, P. M. "Designers in Organisations." In ASME 2002 International Design Engineering Technical Conferences and Computers and Information in Engineering Conference. ASMEDC, 2002. http://dx.doi.org/10.1115/detc2002/dtm-34028.

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Design processes in current industrial contexts require integration between different disciplines and functions, not only within an organisation but also across organisational and even national borders. Many barriers to integration can be observed, however, in multi-disciplinary and multifunctional design projects. One of these barriers is the lack of organisational, management, and social knowledge and skills, on the level of team members as well as on the level of project management. To achieve a sufficient level of integration technical knowledge and skills are necessary but not sufficient. Organisational, management, and social skills are necessary too. In our research on organisation and management of business processes we have found that this last category of knowledge needs improvement for the largest part of design team members and managers. As designers are professionals who have been employed because of their knowledge and skills, gained through prior academic or professional education, the question can be asked to what extent organisational, management, and social knowledge is included in this education. One way to answer this question is by studying the knowledge and skills deemed important for performing design tasks. An important source of this knowledge can be found in journal articles in the area of engineering design. The authors of these articles are in most cases also the ones transferring this knowledge to future designers. In this paper, a study of 94 recently published journals articles is described, which reveals, that organisational, management, and social skills are not yet a major focus of attention. In particular the number of empirical studies on the organisational, social, and managerial behaviour of designers in practical contexts is scarce in the engineering research community. These results will be confronted with results from management and social sciences research. We argue that the gap between these two fields of research needs to be bridged to better prepare designers for their task in current industrial contexts.

Sibilla, Maurizio, and George Blumberg. "Exploring Blockchain in the Realm of a Network of Positive Energy Buildings." In 4th International Conference of Contemporary Affairs in Architecture and Urbanism – Full book proceedings of ICCAUA2020, 20-21 May 2021. Alanya Hamdullah Emin Paşa University, 2021. http://dx.doi.org/10.38027/iccaua2021136n6.

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Positive Energy Blocks (PEBs) is a paradigm useful in the transition to a low carbon economy. This novel approach makes use the collective ownership of renewable energy generation and storage system to optimise their use. In addition to the networking of devices, PEBs also require a suite of managerial systems that can be used to integrate data with the network. One possible solution to this integration is by using Blockchain technology, which has the potential to resolve several issues in data management, security, and community integration. However, the use of Blockchains within PEBs has not been fully engineered or tested, and this paper presents the results of an exploration into possible solutions. The methods adopted in this research are descriptive and exploratory approaches in modelling a network of PEBs. This research points out how Blockchain technology would be used in the organisation process within a network of PEBs and would be useful for academics and professionals interested in delivering a new generation of buildings and services and in promoting collaborations.

Kamrádová, Lucie, and Marie Sciskalová. "The difficulty of an official performing in public administration with a focus on the Czech Republic." In Contemporary Issues in Business, Management and Economics Engineering. Vilnius Gediminas Technical University, 2019. http://dx.doi.org/10.3846/cibmee.2019.047.

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Purpose – the paper aims to present public administration as a managerial organisation which puts many requirements on its employees, respectively on officials in public administration. In today’s globalised society, the boundaries between the public and private sectors are mutually intertwined. The difficulty of official’s profession, both in terms of knowledge and psychology, is often wrongly criticised by civil society. The paper intends to point out the particular requirements and specify the risks carried by this profession. Research methodology – the basic methods used are from the area of qualitative research. These are methods of analysis, induction and deduction. The method of description is used in the whole paper. Findings – the result of the article is the identification of the principal risks and threats in the exercise of official activity. Research limitations – the authors of the article see a certain limit that it is impossible to assess the demandingness of the official’s performance in terms of the quantitative, as the structure of executive positions within the Czech Republic is problematic. Practical implications – the identified risks can be beneficial for human resources management in public administration, to avoid frequent burnout in this profession. Originality/Value – the paper presents the new perspective of a public servant

Bulgaru, Ionut. "Managerial Communication In School Organisations." In EduWorld 2018 - 8th International Conference. Cognitive-Crcs, 2019. http://dx.doi.org/10.15405/epsbs.2019.08.03.264.

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Chambers, T. N. "Decommissioning of a Shielded αβγ Pie Facility at Harwell". У ASME 2003 9th International Conference on Radioactive Waste Management and Environmental Remediation. ASMEDC, 2003. http://dx.doi.org/10.1115/icem2003-5022.

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Building 393.6 at Harwell was constructed and commissioned in the mid 1950’s as a remote handling facility used for the post irradiation examination (PIE) of a variety of radioactive materials. The facility contained a number of lead shielded cells, fume cupboards, gloveboxes and a block of three concrete shielded cells. A particular feature of the facility was a suite of ten lead shielded cells arranged as a cell line with interconnecting shielded tunnel sections, used for PIE of irradiated fuels. Operation of the plant continued until the mid-1990s supporting a variety of commercial programmes for the nuclear industry, including the assessment of fuel performance and metallurgy of a variety of cladding materials. Decommissioning of the facility commenced in 1995 with the objective of removing all radiological and toxic materials, dismantling of containments and removal of the building fabric, to enable release of the land for alternative uses. The key challenges encountered in decommissioning were: • B393.6 was the first Category 1 shielded facility to be decommissioned at the Harwell Site; • The hands on decommissioning team was divested from UKAEA to a contracting organisation part way through the decommissioning; • Development of remote decontamination techniques to ensure operator doses were ALARP; • Remote decontamination of heavily contaminated shielded enclosures to permit disposal of waste to Drigg as Low Level Waste; • Reducing the volume of Intermediate Level Waste into either Low Level Waste or free release material; • Decontamination of large volumes of lead to enable disposal of approximately 95% of lead arisings as free release. The paper will discuss the technical and managerial challenges encountered, and provide details of the solutions adopted in successfully reaching the radiological endpoint.

Freund, Bożena, and Roman Dorczak. "PREPARATION OF POLISH NURSES FOR MANAGERIAL ROLES IN HEALTHCARE ORGANISATIONS." In 13th International Technology, Education and Development Conference. IATED, 2019. http://dx.doi.org/10.21125/inted.2019.1534.

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Shakarishvili, Dato. "Business Intelligence Management and its Impact on Economic Security." In Challenges in Economics and Business in the Post-COVID Times. University of Maribor Press, 2022. http://dx.doi.org/10.18690/um.epf.5.2022.40.

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This paper describes the influence of business intelligence management and economic security at all levels of the business sector. The paper reflects the analysis of various data, literature reviews and organisational statistics. Based on the data comparison, the paper provides formulas, indicators and recommendations to bring managerial levels closer to business intelligence management. In the modern era, states’ top priorities are areas of political power and balance, diplomatic influence and mediation, guarantees of economic growth, military and defence policies. The main principle is not to stagnate in the optimal phase of state but rather to keep up continous improvement.

Usoh, Elni. "Managerial Approaches and Leadership Styles for Educational Leader: Motivating staff towards the achievement of organisational goals." In Proceedings of the International Conference on Social Science 2019 (ICSS 2019). Paris, France: Atlantis Press, 2019. http://dx.doi.org/10.2991/icss-19.2019.45.

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Sandagomika, N. M. G. H., and Y. G. Sandanayake. "A MODEL FOR HUMAN CAPACITY BUILDING OF LARGE-SCALE CONTRACTORS TO FOSTER LEAN CONSTRUCTION IN SRI LANKA." In The 9th World Construction Symposium 2021. The Ceylon Institute of Builders - Sri Lanka, 2021. http://dx.doi.org/10.31705/wcs.2021.2.

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People are at the core of lean implementation more than a set of tools and techniques. Several studies reflect that implementing lean to the construction industry heavily relies on the knowledge and skills of the people and how they respond to changes. Several studies have reflected that building human capacities as one of the most prominent considerations to foster lean concept in construction industry. However, there is a lack of empirical investigation on human capacities and strategies to build human capacities for successful lean construction implementation of large-scale contractors. Therefore, the purpose of this paper is to investigate the human capacities to be built in order to implement lean concept and propose organisational level strategies to build those capacities in large-scale contractors of Sri Lanka to foster lean construction. A qualitative approach was adopted as the research approach and case study was the selected research strategy. Fifteen respondents from three cases were interviewed to gather in-depth input to the study and collected data were analysed using code-based content analysis with NVivo 12 Software. The study identified positive attitudes, values, commitment, trust, adopt to cultural change, physical fitness, technical skills, and team building as human capacities necessary for unskilled and craft level workers. Positive attitudes, managerial and technical skills, team building, communication skills, knowledge, commitment, social skills and interest in new concepts were recognised as human capacities of administrative and professional and managerial levels. Several strategies that can be used by the contractors to build the above capacities have been summarised into a model. The final model presents the unskilled, craft, administrative, and professional & managerial level human capacities to be built by large scale contractors and strategies to be used for building those capacities to foster lean in construction industry.

Звіти організацій з теми "Managerial organisation":

Butler, Nadia, and Soha Karam. Key Considerations for Integrating COVID-19 Vaccination Services: Insights from Iraq and Syria for the MENA Region. SSHAP, September 2022. http://dx.doi.org/10.19088/sshap.2022.034.

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With the COVID-19 pandemic well into its third year, governments and response partners are recognising that it no longer makes sense for COVID-19 services, including vaccination, to exist in isolation. There is growing recognition of the potential for integration with other services as the way forward for COVID-19 vaccination. This has recently begun to occur in various countries, but until now, there has been little evidence available as to the success of these initiatives. Service delivery integration occurs where “managerial or operational changes to health systems bring together inputs, delivery, management, and organisation of particular service functions in ways that are contextually appropriate and person-centred with the aim of improving coverage, access, quality, acceptability, effectiveness, and cost-effectiveness” (Haldane et al. 2022) This brief draws on evidence from academic and grey literature and consultations with partners working in the COVID-19 response to review current integration efforts (as of August 2022) and explore potentially effective ways to integrate COVID-19 vaccination into other services in the Middle East and North Africa (MENA) region. Recent guidance on integration from WHO has also been cross-referenced where relevant. Iraq is taken as a detailed case study due to the efforts already made there on integration of COVID-19 and routine immunisation (RI) services. Global integration experiences and a brief discussion of integration efforts in Syria are also included. The brief is part of the Social Science in Humanitarian Action Platform (SSHAP) series on social science considerations relating to COVID-19 vaccines and was written for SSHAP by Nadia Butler supported by Soha Karam (Anthrologica). Verbal consultations and reviews of the draft were provided from response partners in Iraq and other locations within the region (IFRC MENARO, Iraq MoH, UNICEF Iraq, UNICEF MENARO, UNICEF Syria, WHO EMRO). The brief was requested by the UNICEF Middle East and North Africa Regional Office (MENARO) and is the responsibility of SSHAP.