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The Practice of Management
... In general, a variety of literature addresses characteristics of organizational contexts that must be in place to enable successful change. To Peter Drucker (2007), for example, management is the dynamic, lifegiving element in every business. He sees the quality and performance of the managers as determining the success of business, indeed determining its survival (Drucker, 2007). ...
... To Peter Drucker (2007), for example, management is the dynamic, lifegiving element in every business. He sees the quality and performance of the managers as determining the success of business, indeed determining its survival (Drucker, 2007). The vital role of management as regards bringing a company forward is also emphasized in the book Managing Corporate Lifecycles -How Organizations Grow, Age and Die by Adizes (2004). ...
... That goals are important for navigation and prioritization has been known to business for years. In 1954 Peter Drucker published the book The Practice of Management, being recognized as the first book to write about objectives, to define key result areas, to outline how to set objectives, and to describe how to use them to direct and steer a business and to measure its performance while looking at management as a whole (Drucker, 2007). The time dimension is essential in management because management is concerned with decisions for action, and action is always aimed at results in the future (Drucker, 2007). ...
We have investigated, in the form of a longitudinal study, practices aiming at ensuring survival and growth in an SME construction company. An outcome of the investigation is the SmallBuild+ Business Development Method (SmallBuild+) presented in this paper. Visualizing our findings into a method picture , SmallBuild+ expresses that a manager needs to juggle day-today activities, urgent issues and change endeavors all at once. As regards change endeavors we find support for classifying them into two categories (1) continuous incremental, and (2) discontinuous sporadic. We also find that company specific goal modeling is a useful technique to reveal relevant goals for business improvement. In general, SmallBuild+ evolved into being as a result of the construction company's need for a more holistic way to address business improvements, realizing that one cannot survive by merely being great at bricks, mortar and carpentry.
... Management guru Peter Drucker (1954) advocates that innovation and marketing are the two key functions that enable the firm to achieve its growth potential and competitive advantage. Brands respectively brand management play a significant and central role in contemporary marketing research and managerial practice (Louro and Cunha 2001). ...
... Fourth, Drucker (1954) states that the customer perspective depicts the business from the point of view of its final results. Accordingly, the ultimate judges of innovations and brands are consumers. ...
Studies indicate that brand and innovation management can benefit from each other. Still, there is little empirical evidence that integrates these two streams. This paper examines the innovation-brand-interplay of Google, Amazon, and Apple by considering five innovation types (product, service, process, market, and business model innovation). Structural equation modeling (SEM) was carried out for data analysis. Our research is the first to empirically measure varying degrees of influence of specific innovation types on brand equity. As can be shown, especially product innovations, process innovations, and partly business model innovations can be important determinants for driving brand success. Moreover, strong brand equity is a prerequisite for a desired innovation adoption behavior and thus a key factor for innovation success.KeywordsInnovation typesBrand equityBrand innovativenessInnovation adoptionBrand managementInnovation management
... Die verantwortlichen Akteure sollten das Instrument des Zielsystems zur Selbststeuerung im Sinne der Nachsteuerung infolge des Feedbacks durch die Zielerreichungskontrolle verwenden. Es ist bereits bei Drucker (1954) ...
... ). Peter F.Drucker (1954) entwickelte den Ansatz in den 1950er-Jahren vor dem Hintergrund der Erkenntnis, dass sich Manager nicht automatisch auf ein gemeinsames Ziel ausrichten, aber Ziele und Leistungsanforderungen brauchen. Die Ziele für einen Manager sollen sich aus den Unternehmenszielen ableiten. ...
Regionale Entwicklungsinitiativen nutzen häufig Governance-Instrumente, die aus der Privatwirtschaft übernommen werden. Dazu zählen beispielsweise die Mittelvergabe über Wettbewerbe, das Steuern über Ziele, Regionalbudgets und Management Boards unter Beteiligung öffentlicher und nicht-öffentlicher Akteure. Mit diesen Instrumenten sollen Entscheidungen unabhängig von kurzfristigen wahltaktischen Erwägungen getroffen, breitere Wissensbestände einbezogen, Innovationen initiiert, die Akzeptanz und Motivation der lokalen Akteure gefördert, Mittel sparsamer eingesetzt sowie regionalspezifische Strategien und der Aufbau eigenständiger Strukturen ermöglicht werden. Inwiefern die neuen Instrumente diese Erwartungen erfüllen, ist trotz teils jahrzehntelanger Praxis bisher wenig untersucht. Zur Erprobung der Instrumente Wettbewerb, Regionalbudget, Steuern über Ziele, Beteiligung von Schlüsselpersonen, Förderlotse, Ressourcenplan und
interregionaler Vernetzung führte das Bundesministerium für Ernährung und Landwirtschaft (BMEL) das Modellvorhaben Land(auf)Schwung mit 13 besonders vom demographischen Wandel betroffenen ländlichen Regionen in ganz Deutschland durch.
Die Begleitforschung zum Modellvorhaben hat im Themenschwerpunkt „Governance“ untersucht, inwiefern die Erwartungen an die erprobten Instrumente erfüllt wurden und welche unbeabsichtigten Nebenwirkungen aufgetreten sind. Auf dieser Grundlage wurden Handlungsempfehlungen zur Governance in ländlichen Regionalentwicklungsprozessen abgeleitet. Zur Beantwortung der Forschungsfragen wurden quantitative und qualitative Methoden kombiniert. So wurden Vertreter*innen der 37 Bewerberregionen und alle Mitglieder in den 13 Entscheidungsgremien standardisiert befragt sowie zu drei Zeitpunkten Gruppeninterviews und teilnehmende Beobachtungen in den Modellregionen sowie bei Vernetzungsveranstaltungen durchgeführt.
Die Ergebnisse zeigen beispielsweise, dass Regionalbudgets bei den regionalen Akteuren äußerst beliebt sind, denn sie werteten nicht nur die regionale Entscheidungsebene auf, sondern boten auch umfassende Flexibilität, um den baren Eigenanteil ressourcenschwacher Akteure in benachteiligten Regionen gering zu halten. Die in der Fachliteratur erhofften Effekte von Regionalbudgets auf die Effektivität, Effizienz und Legitimität von Regionalförderung lassen sich – abgesehen von einzelnen positiven Effekten – jedoch schwer nachweisen. Demgegenüber stehen negative bzw. potenziell negative Wirkungen wie bspw. hohe Transaktionskosten, Förderkoalitionen, Druck zur Mittelverausgabung oder fehlende Größenvorteile bei der Abwicklung. Darüber hinaus führten die Partizipationsprozesse in den regionalen Entscheidungsgremien dazu, dass die ressourcenstarken Akteure begünstigt wurden. Zudem konnten Schlüsselakteure identifiziert werden, die meist mehrere Funktionen auf wenige Personen vereinen. Einerseits bedeutet dies eine hohe Reputation für diese Personen, andererseits ist das auch ein Hinweis auf gewisse Abhängigkeiten, geringe Spezialisierung und eine begrenzte Einbindung der anderen Beteiligten.
Auf der Grundlage von beobachteten Governance-Mustern im Prozessverlauf wurde als ein Beispiel für eine Handlungsempfehlung ein Monitoringkonzept entwickelt, damit Fördermittelgeber frühzeitig regional bestehenden Unterstützungsbedarf oder Fehlentwicklungen, die ein Eingreifen in bestimmten Phasen des Prozesses erforderlich machen, erkennen können. Hierzu zählt z. B. die Erfahrung mit entsprechenden Förderinitiativen in der Region in der Initiierungsphase, die
Partizipationsintensität nach der Konzeptphase oder die Mittelbindung zwei Jahre nach Beginn der Umsetzungsphase.
Abstract
Regional development initiatives often use governance tools adopted from the private sector. These include, for example, the allocation of funds via competitions, management by objectives, regional budgets, and management boards with the participation of public and non-public actors. With these instruments, decisions should be made independently of short-term electoral considerations, include a broader stock of knowledge, initiate innovations, promote the acceptance and
motivation of local actors, use funds more economically and enable region-specific strategies and the development of self-sustaining structures. To what extent the new instruments meet these expectations has not been researched, despite decades of practice. To test the instruments of competition, regional budget, management by objectives, the participation of key persons, guide for
funding support, resource plan and interregional networking, the Federal Ministry of Food and Agriculture (BMEL) conducted the pilot program Land(auf)Schwung (rural up-swing) with 13 rural regions particularly affected by demographic transformation all over Germany.
The accompanying research for the pilot program has examined in the topic "Governance" to what extent the expectations of the tested instruments have been met and what unintended side effects have occurred. On this basis, recommendations for action on governance in rural regional development processes were derived. Quantitative and qualitative methods were combined to answer the research questions. Representatives of the 37 applicant regions and all members of the 13 decision-making bodies were questioned in a standardized way, and group interviews and participatory observations were carried out in the model regions at three times and at networking events.
The results show, for example, that regional budgets are extremely popular with regional actors because they not only enhance the regional level of decision-making, but also offer extensive flexibility in order to keep the own funds of low-resource actors in disadvantaged regions low. The hoped-for effects of regional budgets on the effectiveness, efficiency and legitimacy of regional development, mentioned in the literature, could be hardly demonstrated in the data. On the other hand, there are negative or potentially negative effects such as high transaction costs, funding coalitions, pressure to spend funds or a lack of economies of scale in administrating the funds. Furthermore, the participation processes in the regional decision-making bodies meant that those with strong resources were favored. In addition, key players could be identified, who usually combine several functions on just a few people. On the one hand, this means a high reputation for these people, on the other hand, it is also an indication of certain dependencies, low specialization
and limited involvement of the other participants.
As an example of a policy recommendation, a monitoring concept was developed on the basis of governance patterns observed in the course of the development process. Using such a monitoring allows funding bodies of rural development to identify at an early stage any regional need for support or undesirable developments that make intervention in certain phases necessary. This includes, for example, the experience with corresponding funding initiatives in the region in the initiation phase, the intensity of participation after the concept phase or the commitment of funds two years after the start of the implementation phase.
... The strategic management literature provides several theories about achieving effectiveness and efficiency. Transaction cost economics is concerned with achieving efficiency by reducing the costs associated with producing a product or performing a service [12][13][14]. ...
... Since there are costs associated with selling products or services (or generating a return on a loan or investment), reducing those costs should have a positive association with a firm's return, and in turn, firm performance. Such efficiency capabilities reduce costs and, through such contributions, should theoretically contribute to firm performance (e.g., [12][13][14]). ...
A dynamic capability view is used in this study to explain how organizational capabilities operate effectively and efficiently in stable environments and respond dynamically to changing conditions in their operating environments. Such capabilities enable organizations to both create and sustain their performance. When faced with a systemic change in the environment, such as a global economic crisis, organizational capabilities may no longer contribute effectively to sustain organizational performance or their survival. In this study, we examine the effectiveness and sustainability of organizational capabilities in response to a systemic economic crisis. We do so through examining these issues in a broad multiyear sample of U.S. credit unions through the global financial crisis. In this context, organizations utilized two types of competing capabilities: explorative capabilities to increase revenues and/or exploitative capabilities to reduce expenses. The effectiveness of these capabilities and the sustainability of the resulting performance implications of their combined deployment remains under-theorized and insufficiently examined, particularly under conditions of high economic uncertainty. We examine these issues using a sample of 1127 large U.S. credit unions collecting comparative data during a period of economic stability from 2001 to 2004 and during a period of economic instability from 2006 to 2009, before and after the 2008 global financial crisis. We perform multiple regression analysis to examine the contributions and sustainability of organizational capabilities to relative performance. Interestingly, we find that in stable times, the explorative capability to increase revenues appears to contribute more to performance, while in the crisis period, the exploitative capability to reduce expenses appears to contribute more to performance. Further, the combined effect of deploying both “competing” capabilities simultaneously is related to performance only when the environment is stable and can be detrimental during a crisis. The results suggest that using expense decreasing capabilities (but not revenue increasing capabilities or both combined) is better when facing an economic crisis.
... Дослідженню теоретичних аспектів соціальної відповідальності бізнесу у науковій літературі присвячено низку публікацій зарубіжних учених. Зокрема, у наукових роботах таких дослідників, як Г. Боуен [1], К. Девіс [2][3], П. Друкер [4], М. Фрідман [5], Р.Е. Фрімен [6][7][8][9][10][11], А. Керролл [12][13][14][15], Д. Баден [16], Дж. ...
У статті визначено, що в сучасному світі, де глобальні виклики стають дедалі більш актуальними, концепції соціальної відповідальності набувають нового значення для бізнесу. Соціальна відповідальність виходить за рамки благодійності та філантропії, перетворюючись на стратегічний інструмент, який допомагає компаніям не лише етично вести справи, але й досягати довгострокового успіху. Виокремлено ключові ідеї, які розкривають природу сучасного бізнесу, трактуючи його як відповідальний та етичний за Е. Фріменом, К. Мартіном та Б. Пармаром, ідеї Дж. Елкінгтона щодо розвитку соціальної відповідальності бізнесу у контексті сталого розвитку. Досліджено піраміду корпоративної соціальної відповідальності та основні положення концепції спільних цінностей. Розглянуті концепції стейкхолдерів, корпоративного громадянства, сталого розвитку, корпоративної стійкості, спільних цінностей визначені взаємопов’язаними і дозволяють забезпечити комплексне розуміння змістового наповнення поняття соціальної відповідальності бізнесу, що відповідає сучасним реаліям воєнного стану та дозволяє розглядати різні її аспекти у контексті формування адекватної відповіді на виклики середовища. Виокремлено, що особливістю трактування соціальної відповідальності бізнесу авторами даних концепцій є її розуміння як процесу створення спільних цінностей на засадах посилення етичності ведення бізнесу, що дозволяє йому забезпечувати прогрес та сталий розвиток на основі просування інновацій та швидкого реагування на запити та співпраці зі стейкхолдерами, що забезпечується імплементацією принципів соціальної відповідальності та сталого розвитку у корпоративну стратегію. Це дозволяє бізнесу забезпечити конкурентоспроможність, успішно долаючи та перетворюючи глобальні виклики на можливості. Звичайно, впровадження принципів соціальної відповідальності також пов'язане з певними викликами, такими як: необхідність у додаткових інвестиціях та ресурсах, зміна корпоративної культури та цінностей та потреба у вимірюванні та оцінці впливу.
... B. Management is the process used to accomplish organizational goals through planning, organizing, leading, and controlling people and organizational resources (Nickels, McHugh & McHugh, 1999). C. Management is a multipurpose organ that manages a business and manages managers and manages workers and work (Drucker, 1954.) D. Marketing management is a business discipline which is focused on the practical application of marketing techniques and the management of a firm's marketing resources and activities (Joshi, 2005). ...
The study analyses the role of professional marketing managers in a dynamic business environment. The researchers made use of secondary information of Henry
Mintzberg ten management roles in doing the explanation of the applications of individual role. The researchers grouped these roles into three categories into a
chart, and its role attached. The roles are categorized into interpersonal, informational and decisional respectively. The key objective of this paper is to improve
understanding and management skills of managers as per management roles of Mintzberg, its applications and change management of business environment.
The concept of dynamic environment were discussed, which involves management and change and two different situations which could produce the need for
change-the performance gap and change as a result of knowledge of in balance in the organization. ADKAR model that identified five building blocks of successful
change was presented and among others is awareness of the need for change management. The study reviewed that to respond quickly to jolts to the economy
or market change, organization must build sets of capabilities-One of it is the need for incremental improvement which helps managers to become better at
executing the current business model. The paradigm of changing in environment of business was clearly presented to form the basis of dynamism in organizationtraditional
and new organizations. The challenges of marketing managers often have to make do with limited resources was identified. The study based on the
review, recommended that the general applications to individual role should be strictly adhered to and it should be based on the marketing managers’ prevailing
situation(s).
... Management by objectives (MBO) is the idea of "management by objectives and self-control" first put forward by Peter Drucker, a management master, in his book "management practice" in 1954, and created the concept of "management by objectives". He has an accurate interpretation of "the so-called management by objectives is the management of objectives and the management based on objectives" (Drucker, 2006). The theory of MBO is developed on the basis of summarizing the previous theories. ...
As China’s higher education begins to change from the original elite education to mass education, it is required to establish and improve the quality evaluation system and mechanism as soon as possible. How to comprehensively evaluate the performance of higher education teachers based on the implementation of effective incentives has become the focus of governance and institutional innovation in higher education nowadays. How to fully mobilize the human resources of higher education institutions to work actively and give full play to their creativity is an important issue related to the realization of the strategic objectives of the university. In order to solve this problem, it is necessary to establish a scientific and reasonable performance evaluation system for human resources in colleges and universities. The paper draws out a new performance evaluation method by analyzing four existing performance evaluation methods and discussing their advantages, disadvantages and peculiarities. The importance and practical application of the fuzzy analytic hierarchy process method show that it is more suitable for the performance evaluation of teachers in Chinese colleges and universities than the previous four methods.
... As stated by Rosová and Balog (2012) and Horváthová and Mokrišová (2021), the system of measuring business performance began to be supplemented with non-financial business performance indicators, so the performance measurement system represented a multidimensional platform. These studies were based on Drucker's (1954) proposal to develop a balanced performance measurement system (Neely, 2005). However, this multidimensionality can cause various problems. ...
The prerequisite for businesses’ success, competitiveness, and non-bankruptcy is their performance. An effective performance measurement system is a suitable tool for measuring and improving business performance. The development in performance measures moved from financial measures focused on company profitability to measurement systems combining different methods, approaches, and tools. The paper aims to identify key performance indicators for Slovak heating companies based on the developed integrated performance measurement system. The analysis sampled 292 Slovak companies within SK NACE 35 (heating industry). The performance measurement system was built on balanced scorecard principles, while the least absolute shrinkage and selection operator (Lasso regression) method was used to select financial indicators. Based on the combination of the above methods, a performance measurement system framework for the analyzed sample of businesses was created. The results show that when managing performance, the analyzed businesses should focus on the following financial performance indicators: Receivables turnover ratio, Return on equity, Return on costs, Total debt to total assets, Material intensity, Labor to revenue ratio, Netto cash flow to assets, Net working capital to total assets, and Short-term liabilities to assets. When building performance measurement system based on balanced scorecard principles, financial indicators were supplemented by non-financial ones. In addition to the original balanced scorecard principles, the performance measurement system was extended by environmental constituents. Also, the paper’s deliverable combines Lasso regression and balanced scorecard principles in order to select key performance indices. AcknowledgmentThis paper is prepared within the grant scheme VEGA No. 1/0741/20 (the application of variant methods in detecting symptoms of possible bankruptcy of Slovak businesses in order to ensure their sustainable development).
... According to Drucker (1970), the sole asset in any organisation that is capable of expanding and evolving is the human being itself. The organisation should guarantee that its human resources plans, regulations, and practises are implemented and maintained in such a way that they meet all of its employees' demands in terms of employment, development, well-being, and the relationships that exist inside the organization . ...
... Determining the company's strategic goals is modified and based on Fotr et al. (2012) and Drucker (1954). The paper deals with the following areas of strategic goals: ...
The importance and benefits of strategic management in the business sphere are declared in studies worldwide. It represents an extensive area for research. The purpose of this paper is to evaluate the strategy formulation activities as well as the strategic management tools and techniques used by Slovak companies. Data on 365 manufacturing companies were obtained through an online questionnaire during 2020–2021. Selected methods of inductive statistics helped to analyze the data (the Pearson chi-square test and interval estimates for population proportion). The results show that the potential of analyzed strategy formulation activities is not filled in the Slovak companies. Enterprises only perform certain activities, and attention is focused mainly on setting strategic goals. It prevails a small orientation to sustainable development in strategic goals (only 22% of enterprises). The most used strategic management tools and techniques consist of an analysis of company resources, SWOT analysis, and customer satisfaction. From the point of view of the manufacturing area, no significant differences are defined in the use of the tools. The future management directions should include a variety of strategic management tools from the external environment. At the same time, the given tools should be supplemented with newer strategic tools ensuring flexibility and adaptation to dynamically changing conditions. AcknowledgmentWe wish to thank project VEGA: Scientific Grant Agency of the Ministry of Education, Science, Research and Sport of the Slovak Republic (Project No.1/0093/23 Research on the circular economy potential in the Slovak business environment in the production of innovative products based on recycled materials wood – rubber – plastic).
... The literature affirms that metrics encourage managers and employees to make the decisions that they believe are the best to achieve the goal (Kaplan & Norton, 1992;Drucker, 1954). If the metrics are chosen carefully, managers and employees enhance the chances to make better decisions, allowing the company to maximize its profits in a long term (Hauser & Katz, 1998). ...
Os portos são conhecidos por desempenharem um papel importante em sistemas de transporte multimodal e cadeias de suprimentos internacionais, exigindo eficiência operacional para fornecer valor aos clientes. A fim de garantir um serviço de alto nível, gerenciar uma organização com base em indicadores de desempenho é essencial para direcionar as operações ao plano estratégico. Terminais de contêineres estão inseridos nesse contexto, onde o esforço de gestão e os recursos financeiros devem ser equilibrados para alcançar a melhor utilidade de todo o sistema. Com isso em mente, esta pesquisa tem como objetivo estabelecer as dimensões dos indicadores operacionais mais relevantes dos terminais de contêineres brasileiros, aplicando o método multicritério Analytic Hierarchy Process (AHP), fornecendo um conjunto de indicadores como referência para os tomadores de decisão. Para alcançar esse objetivo, realizamos uma revisão sistemática nas bases de dados Scopus, identificando 38 indicadores operacionais que foram comparados em pares por gerentes que representam 7 terminais de contêineres brasileiros, responsáveis pelo movimentar 71% do volume total de contêineres do Brasil. Esta pesquisa tem contribuições práticas e teóricas, classificando os indicadores operacionais para ajudar os tomadores de decisão a gerenciar terminais de contêineres em direção à sua estratégia.
... Achievement organizations focus on standardizing outputs or management by objectives (Drucker, 1954) or even standardizing skills, depending on the organization. They could therefore be related to Mintzberg's (1989) diversified and professional configurations. ...
Purpose
The paper analyzes and develops Chiva's (2014) proposal on the common welfare HRM system and uncovers its relationship with innovativeness, using altruism as a mediator.
Design/methodology/approach
The common welfare HRM system implies a certain human and organizational development of the classic control and commitment HRM systems, and its main goal is to promote innovation through a prosocial approach. To this end, the authors investigated its HRM practices, developed a measurement instrument and provided initial illustrative evidence of some of its main implications for innovativeness and altruism. They tested these relationships on a sample of 269 Spanish firms using structural equations and bootstrapping to confirm the significance of the mediated effect.
Findings
Results confirm the study’s hypotheses, thus supporting the common welfare HRM system as a relevant tool for developing innovativeness through the power of altruism. This paper therefore provides empirical evidence of these relationships.
Practical implications
This study has implications that can help managers to increase innovativeness through a specific HRM system. The findings reveal that a coherent set of HRM practices based on common welfare principles and a high level of consciousness creates a climate of altruism that results in innovativeness.
Originality/value
This research shows that humanistic HRM practices also have an impact on performance variables such as innovativeness, through altruistic employees' behaviors. It also develops a measurement instrument for the common welfare HRM system and provides some initial illustrative evidence of some of its main implications.
... Desempenho pode ser entendido como o modo de executar uma tarefa que terá, posteriormente, seu grau de eficiência submetido a análise e apreciação, sendo assim inseparável do processo de controle (Jiaxing & Lijun, 2022;Drucker, 2001 A ideia de elaborar um modelo de gestão orientada para resultados, porém humanista, foi concebida por Drucker (1954), responsável pelos primeiros escopos de gestão por objetivos e autocontrole, apontando para a força e a responsabilidade individual em uma direção comum de visão e esforço que fomentassem o trabalho em equipe (Drucker, 1967;2001). Krysińska et al., 2018;Lacity et al., 2011;Luo et al., 2010). ...
Este artigo objetiva apresentar o desenvolvimento e a implementação de um sistema de medição de desempenho (SMD) para uma empresa brasileira de BPO (business process outsourcing), prestadora de serviço intensivo em conhecimento para o desenvolvimento de soluções em prevenção a fraudes. Metodologicamente é um estudo de caso de natureza empírica e qualitativa, cujos dados foram obtidos a partir de análise bibliográfica, documental e entrevistas semiestruturadas com os gestores da empresa, seguindo um protocolo de quatro passos: i) análise de indicadores pré-estabelecidos; ii) definição de fatores críticos de sucesso; iii) avaliação de indicadores preliminares; e iv) validação dos indicadores. Como principais resultados, a partir do diagnóstico e mapeamento de processos de gestão, fluxo de informações, organograma, estrutura operacional e cultura da empresa, estabeleceu-se objetivos e fatores críticos de sucesso para os processos decisórios em âmbitos estratégico, tático e operacional. Também foram identificados os indicadores de maior valia para a tomada de decisão e para os principais usuários dessa informação gerencial e realizou-se uma avaliação das características indispensáveis a estes indicadores e à sua aplicabilidade prática. Por fim, os KPIs (key performance indicators) foram validados junto aos tomadores de decisão, identificando barreiras de implantação e sua utilidade para o processo de gestão. O trabalho apresenta contribuições teóricas e práticas, tendo mostrado uma lacuna na literatura sobre SMDs para empresas especializadas em BPO, além de oferecer recursos para o desenvolvimento de futuros SMDs segundo critérios validados por gestores.
... Peter Drucker stated, "The purpose of business is to create customers [77]". In frontline customer service, positive attitudes from the salesperson have a more substantial impact on customers than negative attitudes [78]. ...
In recent years, sustainability has become one of the essential elements of corporate management. There are many ways retailers can influence and develop a sustainable environment. The Taiwanese retail sector accounts for 10% of GDP. The capital city Taipei has the world’s highest department store density (per capita). This study encapsulates retail expertise to generate ten dimensions from 46 retail service quality scale indicators: SNAKE ROSES. The study first adopts qualitative analysis by conducting semi-structured interviews with five experts in the industry. Fifteen Delphi technique experts were then consulted for both qualitative and quantitative analysis of the indicators. Based on the Analytic Hierarchy Process (AHP), the most important aspects of customer service were ranked. The study shows that service quality dimensions are Sincerity, Neatness, Attentiveness, Keenness, Empathy, Reliability, Optimism, Steadfastness, Expertise, and Store Policy. Sincerity and Keenness are the most crucial globally. Although numerous researchers have examined the broader topic of perceived service quality, studies have yet to explore the critical role of Eastern culture, and therefore this study introduces an innovative framework. Implications include a conceptual framework for the key factors influencing customer satisfaction, one of the most critical dimensions of perceived service quality and customer satisfaction in the Taiwanese retail industry. A specification for retailers is delivered, intending to improve their sustainability strategies.
... (Ricart, 2009). Para Drucker (1954), uno de los primeros autores en utilizar este concepto, un buen modelo de negocio debe conocer a sus clientes, tiene que tener identificado que es lo que estos clientes valoran, y debe además estar diseñado para lograr proporcionar al cliente este valor a un coste adecuado para la empresa. ...
A partir de la revisión y síntesis de la literatura existente, el presente trabajo realiza una aproximación al estado de la cuestión en las sinergias existentes entre el desarrollo de la RSE en turismo y la generación de valor en las actividades turísticas. A partir de la identificación de las dimensiones de la RSE y de los grupos de interés participantes en turismo, se muestra como la RSE contribuye a la creación de productos turísticos sostenibles y a la generación de valor para los turistas. El estudio concluye con la definición de modelos de negocios turísticos que incorporan el desarrollo de la RSE como estrategia de competitividad y sostenibilidad.
... The studies of Drucker (1954), Chandler (1962, Ansoff (1965), Learned et al. (1969) andGrant (1991) were based on the formulation and understanding of the concept of strategy and on the dissemination of the use of strategy as an organizational management tool. In the 1960s and 1970s, it was understood that the concept of strategy should provide managers (entrepreneurs) with a preview of the organizational goals to be pursued (PORTER, 1983). ...
The current research focuses on the relationship between four major constructs: entrepreneur-ship, economics, environmental responsibility, social responsibility (corporate social responsibility, or CSR), and how all this impact financial performance. Seven hypotheses have been generated (H1) mainly related to entrepreneurship and the other variables (in a direct relationship model), and three hypotheses (H2) in an indirect relationship model, as regards financial performance. We worked with confirmatory composite analysis (CCA), in a structural equation model based on cova-riance, where a con-firmatory factor analysis (CFA) is first generated. The results show all the raised hypotheses to be valid except for hypothesis H1 (direct relationship), that was not significant, which clearly denotes that the entrepreneurs in the sample do not see as relevant that entrepreneurial actions directly reflect on an increase in financial performance.
... The emergence of new technologies and the rise of the Internet have transformed the profitability of some enterprises, resulting in the birth of several new enterprises that rely on new technologies and the Internet to capture business value [38]. The issue of business model development has been aggressively pursued in the business world, and Drucker [39] defined a business model (BM) as a theory that guides business operations and functioning. Timmers' [10] first academic definition of a business model, as an architecture containing products, services, and information, was published in 1998. ...
Business model innovation (BMI) is a key performance driver for startups. Nonetheless, the reality is that new firms with new business models still face survival pressures. New institutional theory shows that legitimacy factors will affect the performance level of new ventures. Legitimacy is an important subject in the field of institution and organization, which refers to the extent to which an individual or organization’s behavior is accepted by the public and reflects the important influence of external institutional forces on the organization. Consequently, this study collected data from entrepreneurs in Eastern China and conducted a regression analysis, which revealed that novelty-based and efficiency-based business model innovation positively affects the performance of startups. Moreover, this study found that different dimensions of external legitimacy have different effects on the relationship between business model innovation and the performance of startups. Regulative legitimacy and normative legitimacy negatively regulate the relationship between novelty-based business model innovation and the performance of startups. In contrast, normative legitimacy positively regulates the relationship between efficiency-based business model innovation and the performance of startups. The study also found that cognitive legitimacy positively regulates the relationship between novelty-based business model innovation and the performance of startups. In summary, the study highlights the importance of considering the influence of different dimensions of external legitimacy on the relationship between business model innovation and the performance of startups. The findings suggest that legitimacy is a crucial factor affecting startups’ ability to improve their performance through business model innovation.
... They may seem as a part of routine or concern the future existence of organization and require years to systematize them. Management is always a process about taking decisions'' [3]. ...
From the point of view of one social organization a rational choice about an alternative for an action in a definite security environment is made on the basis of defining optimum of possible numbers of alternatives among which a choice is being fulfilled towards putting into practice a system of criteria in order to compare options of alternatives. For that reason taking a decision connected with a choice about a strategy for management of counteraction to encroachments on social organization is one of the most difficult management tasks that has ever been carried out on the circumstances of complex and dynamic fast-changing security environment.
... Around this problem, the improvement of identifiable and uniqueness of packaging design drives designers to rethink the intrinsic value of packaging design. As early as 1954, Drucker put forward in The Practice of Management that what customers buy and consume is not product, but value [1]. From this point of view, it is necessary that packaging designers, as coders who transform brand value into visual symbols, should consider the cognitive effects of consumers when they contact packaging. ...
... It is therefore of vital significance for people to understand and respond to the surrounding environment. As you cannot manage what you cannot measure (Drucker 1954), environmental monitoring is recognized as the pre-requisite to maintain a healthy, safe, comfortable, and productive environment. The monitoring results can, for example, inform how the environment should be controlled (Yang et al. 2021a), and identify contaminant source to minimize health risks (Kowadlo and Russell 2008). ...
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Environmental monitoring plays a critical role in creating and maintaining a comfortable, productive, and healthy environment. Built upon the advancements of robotics and data processing, mobile sensing demonstrates its potential to address problems regarding cost, deployment, and resolution that stationary monitoring encounters, which therefore has attracted increasing research attentions recently. To facilitate mobile sensing, two key algorithms are needed: the field reconstruction algorithm and the route planning algorithm. The field reconstruction algorithm is to reconstruct the entire environment field from spatially- and temporally-discrete measurements collected by the mobile sensors. The route planning algorithm is to instruct the mobile sensors where the mobile sensor needs to move to for the next measurements. The performance of mobile sensors highly depends on these two algorithms. However, developing and testing those algorithms in the real world is expensive, challenging, and time-consuming. To address these issues, we proposed and implemented an open-source virtual testbed, AlphaMobileSensing, that can be used to develop, test, and benchmark mobile sensing algorithms. AlphaMobileSensing aims to help users more easily develop and test the field reconstruction and route planning algorithms for mobile sensing solutions, without worrying about hardware fault, test accidents (such as collision during the test), etc. The separation of concerns can significantly reduce the cost of developing software solutions for mobile sensing. For versatility and flexibility, AlphaMobileSensing was wrapped up using the standardized interface of OpenAI Gym, and it also provides an interface for loading physical fields that were generated by numerical simulations as virtual test sites to perform mobile sensing and retrieving monitoring data. We demonstrated applications of the virtual testbed by implementing and testing algorithms for physical field reconstruction in both static and dynamic indoor thermal environments. AlphaMobileSensing provides a novel and flexible platform to develop, test, and benchmark mobile sensing algorithms more easily, conveniently, and efficiently. AlphaMobileSensing is open sourced at https://github.com/kishuqizhou/AlphaMobileSensing.
Electronic supplementary material esm:
the Appendix is available in the online version of this article at 10.1007/s12273-023-1001-9.
The article deals with the creation of a general scheme for managing the structure of an integrated association under the influence of a complex of external and internal factors. This is the basis for identifying development scenarios or alternatives to the development of associations such as the construction cluster. Also, the article presents a method for detecting construction cluster development scenarios by comparing different building cluster management systems. The described models can be the basis for conducting expert appraisal and calculating the quality indicators of the management of associations on the basis of public-private partnership. Â
Neste estudo busco uma visão que permita a avaliação de modelos de negócios sob uma ótica integrativa. As visões reducionistas entre construtos na área apresentam tamanha dicotomia entre si que dificultam a análise de sua eficácia, na prática. Esses grupos conceituais se valem de valores díspares entre alguns componentes em detrimento de outros e não a sua inter-relação. O presente estudo perpassa pelas novas fronteiras na área, sejam os modelos de negócios enquanto redes, sustentabilidade ou a avaliação da eficácia, na prática. No intuito de buscar integração, de forma a não nos atermos a determinados construtos ou sistemas em detrimento de outros utilizamos conceitos da teoria das cosmovisões , conceitos da filosofia reformacional e, em especial, na teoria dos aspectos modais de Hermam Dooyeweerd. Para contribuirmos para que as empresas alcancem modelos eficazes, desenvolvemos neste estudo um framework, sendo este embasado por um olhar integrativo, os quais permitem a comparação e avaliação de diversas empresas, na prática. A criação de vantagens competitivas e apropriação de valor está na relação sinérgica entre tais e suas inter-relações fundamental para entender o real valor aplicado de modelos de negócios.
This paper presents an ontological perspective that enables evaluating the effectiveness of business models from an integrative worldview. Different groups’ fragmented and reductionist views on this topic create a dichotomy that makes it difficult to compare and analyze them in practice. Such groups use different values for some components, which may result in neglecting others and their interrelationship. This study discusses a functional characteristic of business models that academia still needs to address. It explores new frontiers in the field, such as business models for networks, sustainability, and their practical evaluation. To achieve an integrative ontology and avoid focusing on specific constructs or systems at the expense of others, we draw upon the theory of worldviews from Wilhelm Dilthey, reformational philosophy, and Herman Dooyeweerd’s theory of modal aspects. Society should move beyond dualistic thinking and embrace practical and applicable solutions. To help companies develop effective models, we introduce a new business model framework based on an integrative worldview that enables comparisons and evaluations of companies in practice. Creating competitive advantages and value appropriations synergizes with essential aspects of reformational philosophy. Analyzing and interrelating such elements are fundamental to understanding the real applied value of business models.
Аnnotation. Consistent and persistent efforts of Ukraine to become a member of the European Union require a systematic approach to further improvement of management activities in the field of public administration. Forced or accidental mistakes of public sphere managers occur as a result of low management qualifications, they do not provide an opportunity to bring the efficiency of public organizations to a fundamentally new level. Among the functions of management, motivation and punishment of subordinates are the most problematic, due to low attention to these aspects in domestic and foreign scientific literature. Recent research and publications analysis. Problems of improving managerial activity are studied in the works of such leading scientists and practitioners as I. Adizes, A. Fayol, H. Ford, V. Tarasov, O. Friedman, B. Tracy, P. Drucker, R. Blake, J. Mouton. However, many questions regarding the effective influence of a manager on subordinates remain open to this day. The paper objective is the analysis of complex negotiations with a subordinate during the punishment procedure, identification of subordinates’ typical techniques to avoid punishment, offering optimal options for the manager's response. The paper main body. The mechanism of conducting complex negotiations between a manager and a subordinate during the punishment procedure is analyzed. The typical methods of subordinates to avoid punishment are determined, and the optimal options for the manager’s response during this procedure are distinguished. It is emphasized that punishment is an integral part of the manager’s professional competence. It was found that moral punishment should be considered the most effective, because it acts as a prevention of administrative punishment application, while simultaneously forming a model of subordinate behavior in accordance with corporate norms. Moral punishment is carried out through the subordinate’s recognition of the fallacy of his actions through internal rethinking and correction of his/her ”picture of the world”. It is accentuated that manager should be punished for the violation, not its consequences. It is proved that management should include the approaches of theory X and theory Y according to the views of David McGregor. It is revealed that the punishment of a subordinate should not be accompanied by rudeness, disrespect, humiliation, insult, accusation, revenge, etc. The sequence of stages in complex negotiations with a subordinate is substantiated, the purpose and content of each stage is determined. Negotiations with subordinates during punishment should simultaneously solve several tasks: satisfy the interests of the case, improve relations with team, strengthen authority of the manager. A significant difference between the concepts of “mistake” and “misdemeanor” in the employee’s activity was determined. The manager’s readiness to punish subordinates can be considered as part of demandingness: the ability to demand from the subordinate a model of behavior that the manager considers correct in relation to existing corporate norms. Conclusions. The theoretical approaches discussed in the article require practical implementation and consolidation as skills. For this, it is recommended: First, it is advisable for the manager to take a critical look at the level of his management competencies development: planning, delegation and control. It are these functions that have the greatest impact on the accuracy of tasks performed by subordinates. Secondly, when implementing the method of punishment described above, it is necessary to prepare in advance for difficult negotiations with a subordinate. Perhaps this work will seem boring to a practicing manager, but the methodology should be written down in a synopsis and learned by heart. At first, it is better not to improvise, but to clearly act according to the algorithm. Thirdly, no matter how rude it may seem, but in order to consolidate the skill of punishing subordinates, the manager needs practice. It is necessary to start training on subordinates who do not feel sorry. This category includes those who constantly violate discipline and corporate regulations, employees with a low level of performance, insufficient responsibility, or those who should have been fired yesterday.
Bu çalışma, yönetim biliminin uluslararası ve Türkiye'deki tarihsel evrimini karşılaştırmalı bir bakış açısıyla ele almaktadır. Yönetim bilimi, örgütlerin etkin işleyişini sağlamak için temel prensipleri ve yöntemleri araştıran kritik bir disiplindir. İşletmelerin verimliliğini, karlılığını ve sürdürülebilirliğini etkileyen bu disiplin, 20. yüzyılın başlarından itibaren hızla gelişmiş ve değişmiştir. Çalışmada, yönetim biliminin tarihsel evrimi beş ana dönemde incelenmiştir: İlk Dönem (1900-1940), İkinci Dönem (1940-1960), Üçüncü Dönem (1960-1980), Dördüncü Dönem (1980-2000) ve 2000 sonrası dönem. Her bir dönemde yönetim yaklaşımları, örgüt yapıları ve işletmelerin yönetim anlayışları farklılık göstermiştir. Ayrıca, çalışma Türkiye Cumhuriyeti'nin tarihsel gelişimi ile yönetim biliminin evrimi arasındaki ilişkiyi karşılaştırmalı analiz etmektedir. Türkiye'nin özellikle Cumhuriyet döneminde, Batı'daki benzerlerinden farklı örgütsel yapılar ve ekonomik koşullarla karşılaştığı vurgulanmaktadır. Bu durum, özellikle yönetim bilimi uygulamaları açısından önemlidir. Sonuç olarak, bu çalışma, yönetim bilimi ve Türkiye'nin tarihsel gelişimi arasındaki önemli ilişkiyi vurgulayarak hem uluslararası hem de yerel bir perspektif sunmaktadır. Akademik araştırmacılara ve uygulayıcılara, yönetim biliminin evriminin örgütsel yapılar ve işletme yönetimi üzerindeki etkilerini daha iyi anlama fırsatı sunulması hedeflenmektedir.
Research background: Since crises magnify differences and bring both challenges and opportunities, the current complex global setting makes the mutual interconnection a fundamental platform meant to create confidence and also to lead to a unique strategic advantage. Due to its inherent particularities, the fashion industry is a relevant sphere for performing a categorial reflective triangulation study about the understanding and employment of creating shared values (CSV) within the EU framework. Purpose of the article: The purpose of the article is to research, analyze and critically highlight how CSV is approached by archetypical fashion industry businesses from all three fundamental segments (luxury, fast, slow) and how this fits into the EU law framework. Methods: A categorial reflective triangulation study in four steps is performed while using a content analysis, empirical field observation, qualitative manual Delphi approach and critical juxtaposition with glossing and Socratic questioning. Firstly, 30 archetypical fashion industry businesses are identified and split into luxury, slow and fast fashion segments. Secondly, for each business, research is done on how it identifies its CSVs. Thirdly, the verification of these CSVs is performed in order to confirm or reject the genuineness. Fourthly, the results are projected into the EU framework. Findings & value added: Based on the performed study and its critical analysis, there appear extremely interesting dynamics in the CSV perception and strategies by luxury, slow and fast fashion businesses with a clear overlap in the EU sphere. In particular, fashion businesses from all three segments take into consideration sustainability and the fight against waste, but each segment has a different pro-CSV strategy to do so, and it is critical to contemplate which of these three strategies will become sustainable.
One of the uniqueness of man between the Angels, Jinn, and the brute animals is the development of our Brain and to use knowledge to conquer nature. Such ingenuities are borne out of the Classical Theories of Robotics and Drones, and the making of artificial Homosapien to reach places where humans cannot survive such as in space, underwater, terrible heat, clean up, containment of hazardous materials, and radiation and detection and deactivation of bombs. This study explores the etymology of robotics in helping humanity domestically, commercially, militarily, and in embarking on research. It traces the threshold to the period of King Solomon (970 B.C. – 932 B.C.), a Prophet, King, Judge, Knowledgeable, Wealthy, Wise, and Powerful that speak the language of humans, jinn, animals, birds, insects, ants, and others. The study unveils how King Solomon inspired contemporary robotics, through the control the wind to fly the first airplane; used the jinn to build monuments, and Al-Aqsa Mosque in Jerusalem; and to acquire gold, brass, copper, and other minerals for wealth from the sea; and controlled birds for courier services and explore other territories. In narrative form, this investigation exposes how the concept of modern robots are developed in the Classical Times of the Islamic Empire between 7th and 16th Centuries, as inspired by King Solomon. Apart from juxtaposing how robots help in human labor, the study concludes that the artificial humans are of great benefits to humanity in exploring nature and to complement in management of human and material resources that replaces the factors of production in the new age of economics.
Value co-creation for service innovation is a rapidly developing concept in the current competitive market. Prior studies emphasize the conceptual aspects of the value co-creation, with limited research focusing on the interactive effects between firms and their customers created in the process of value co-creation. We propose a framework for synthesizing the interactive concepts associated with service innovation based on the service-dominant logic. We recruited participants ( N = 448) from 11 sports clubs in Iran. Results indicated that openness and consumer engagement facilitate value co-creation, which in turn leads to perceived service innovation. Furthermore, perceived brand interactivity moderated the mediating role of value co-creation in the relationship between consumer engagement and perceived service innovation. Results from this research suggest openness and consumer engagement are key antecedents of value co-creation and highlight the significance of perceived brand interactivity and value co-creation in promoting service innovation at sports clubs.
This paper utilized a theoretical approach to examine the impact of corporate social responsibility on organizational performance. The paper notes that corporate social responsibility is an essential strategic component of several business organizations as they try to navigate the highly changing business environment. Some benefits of corporate social responsibility involvement identified includes assisting business firms to gain competitive edge over by increasing their reputation and acceptability, market share, improve profitability as against their rivals with less or unrecognised social involvement in their operating environment. The paper concluded that corporate social responsibility drives organizations profitability, and helps organizations gain competitive advantages over rivals in the market arena. It is recommended that managements should make social responsibility involvement a key strategic part of its business operations. Management should scan their environment to identify the appropriate need of their operating environment so as to understand what the people actually need, than just initiating and carrying out projects that may not be beneficial to the society, as this will put the organization in bad light, and their efforts may not be recognized and appreciated. Additionally, organizations should ensure that they disclose all their social responsibility actions to the appropriate stakeholders. This is because, the more people notice the positive social actions of an organization, their perception about such organization change, and this boost their images and reputation of the organization before the general public.
In this study, the machine break down pattern in Brewery “A” in Eastern Nigeria situated in Onitsha Anambra state has been considered. In the first step of this study, structured questionnaires were produced and administered to target audience for primary data collection. The brewery has limited newsletters, annual reports and bulletins that were used in addition for the reviews. The machines used in the packaging department and its breakdown data over a period of twelve months were gathered and from this, the frequency of breakdown of the machines were established and the data analyzed. The analysis was done by evaluating bottleneck machine breakdowns for different work stations in the production plant, and the effects of breakdown on system output. As a result of the study, critical rates of machine breakdown, which have affected system output, were determined. The frequency of machine breakdown, downtime and maintenance failure problems were also identified. Data collected were analyzed and model for optimization developed. Root cause analysis tools–fishbone and “5why” were used to eliminate the frequent occurring machine breakdown. Mean Time to Failure (MTBF), Availability, and Mean Time to Repair (MTTR) values for the various production lines were evaluated before and after root cause analysis. The result shows that a percentage increase of 13.66%, 10.62% and decrease of 46.42% respectively were obtained which indicated improved Factory efficiency, machine availability and compliancy to plan. Also, Exponential distribution model was used to calculate the failure rate and reliability of the machines using the reliability measures result obtained after root cause analysis technique was applied to each failure. A reliability of 99.7% was obtained.
This study investigated successful EFL (English as a Foreign Language) students’ learning strategies in Chinese universities and explored the classification system of English learning strategies, to guide EFL students how to learn English. A total of 24 successful English majors and non-English majors in Chinese universities were interviewed about their English learning strategies and experiences, which were coded in three stages with the grounded theory approach. About 767 items of specific strategies were identified and merged into 66 open codes which constructed four categories: self-management, cognitive, affective, and resource-using strategies. Furthermore, the core of successful English learners’ strategies was generalized: to comprehend and learn English comprehensively in whole contexts, briefly, holistic learning. This idea coincides with the global precedence effect.
This chapter explains that although the concept of transgression is a very helpful indicator of innovation, it was never formulated to explain how innovation occurs. For this reason, this chapter turns to literature on the practices that facilitate innovation in organisations and workplaces. Reviewing this literature, reveals three broad approaches to innovation. These approaches have been taken up in the fields of organisational studies, employee-driven innovation, and workplace learning. Three key interconnecting dimensions of innovation are identified from this review. First, the organisation of work and environments within and beyond the workplace can impact on innovation. Second, learning through the direct experience of work can influence innovation. Third, workplace culture-orders support or constrain learning and innovation. This review of literature also identifies learning processes, skills and dispositions that support innovation.
The study presents proposals and recommendations for the formation, development and use of criteria and methods for assessing the activities of local government bodies in Uzbekistan according to the system of key performance indicators (KPIs) based on international best practices. The study was carried out within the framework of a joint project of the Public Services Agency under the Ministry of Justice of the Republic of Uzbekistan, UNDP and the European Union "Improving the provision of public services and improving local self-government in rural areas of Uzbekistan."
If the solidarity economy can be approached as the project to democratize the economy, solidarity management is defined analogously as the project to democratize management. Thus, the relevant perspective for considering the strengthening of solidarity in organizations is that of democratic governance. It entails the consideration and the crossing of different forms of multi-stakeholders and inclusive governance. The (re)solidarization of organizations can also be the result of alliances, groupings, or solidarity-based territorial development. It favors the possibility of a reconciliation between the economic and the social. Examples from the ground show that reconciliation can be supported by social innovation, social currencies, or solidarity incubators.KeywordsDemocratic governanceMulti-stakeholders governanceInclusive governanceDemarketingSocial currenciesSocial innovation
In today’s competitive world, every organisation faces new challenges regarding productivity
and creating a reliable and committed workforce. Despite the immense importance of Human
Resource Management (HRM) practices towards realising employee productivity in particular
and organisational performance in general, many organisations do not prioritise its effective
utilisation to ensure organisational performance in developing countries like Nigeria.
Therefore, this study aims to assess the effects of human resource (HR) management practices
on construction workers’ productivity, specifically employee welfare packages, to improve
the industry’s productivity. The methodology used for the study is desk research, based on
past studies on theories and human resources management practices such as employee
welfare, employee performance, and employee satisfaction. The selection of literature was
informed through an online search engine for existing studies on human resources
management practices. The finding reveals that a set of mutually reinforcing, integrated
Employee welfare packages has a more significant effect on worker’s commitment than
individual welfare packages. Thus, the study concluded that construction firms should take
cognisance of the various dimensions of welfare packages by paying more attention to their
workforce welfare to spur the construction industry’s performance.
The aims of the present study were (1) to explore employee creativity-related differences and (2) to estimate the associations between employee creativity, transformational leadership, psychological empowerment, organisational innovativeness, and HRM practices. A sample of Indian IT employees (N = 187) took part in this study. They responded to the employee creativity scale, transformational leadership scale, psychological empowerment scale, organisational innovativeness scale, and HRM practises scale. Results indicated that high creative obtained the higher mean scores on psychological empowerment, organisational innovativeness, and HRM practices. All the correlations between the variables were statistically significant and positive, except for those between employee creativity and transformational leadership. It was concluded that those who consider themselves creative experienced greater empowerment and perceived organisational innovativeness and HRM practices more favourably.
The aim of the present study were to explore the interplay of transformational leadership, psychological empowerment, HRM Practices and organisational innovativeness. A sample of Indian IT employees (N =223) took part in this study. They responded to the organisational innovativeness scale, transformational leadership scale, psychological empowerment scale and HRM practices scale. Results indicate that HRM practices, transformational leadership, and psychological empowerment significantly predicted organisational innovativeness. The findings have implications for possible program and policy developments seeking to enhance organisational innovativeness in IT personnel in India.
Cascading goals and measures is a process of aligning organizational goals and objectives across various levels of an organization, from top-level strategic goals down to individual performance objectives. The process involves breaking down larger goals into smaller, more specific objectives and measures that can be tracked and monitored at each level. The cascading process typically starts with the organization's overall mission and strategic goals, which are then translated into specific departmental or functional goals. These goals are further broken down into individual objectives for each employee, which are then measured and tracked to ensure progress toward achieving the overall mission and strategic goals. Cascading goals and measures is a key element of performance management, as it ensures that all employees are working towards a common set of objectives and that individual performance is aligned with organizational goals. It also helps to ensure that resources are allocated efficiently and that progress towards achieving goals is tracked and reported on a regular basis...
The need to promote sustainable development generates a paradigm shift in the business world. The business strategies of the companies are reconfigured, the environment, social and governance issues being observed so that the interests of the stakeholders are promoted and not only the maximization of profit for the shareholders is pursued. Large corporations are the promoters of complex social responsibility programs and are increasingly concerned with reporting their environmental and social performances that are followed by stakeholders. Thus, on the capital market, portfolio investors do not make decisions exclusively based on financial performance, but also consider the social and environmental involvement of the issuers. In the corporate landscape, oil and gas companies stand out both for the negative externalities they generate, especially for the environment, but also for their efforts to improve non-financial performance. This chapter analyses the non-financial behaviour of oil and gas companies in Central and Eastern Europe. The chosen research method was the content analysis of the sustainability, CSR or non-financial performance reports as well as the content of the companies' websites that have different sections such as “Sustainable Development”, “CSR”. The results of the study demonstrate the increasing involvement of these companies in promoting the principles of sustainable development and the increase of their concerns regarding the attitude of stakeholders and the reporting of results regarding non-financial performance.KeywordsCorporate Social ResponsibilityEnvironmentPerformanceReportingOilGas
Over 50 years passed since Friedman’s famous doctrine that only individuals but not businesses have an obligation to be socially responsible. In the meantime, the concept of corporate social responsibility became a centerpiece of modern business ethics. It is undisputed that the license to operate requires businesses to be in line with society’s norms. Today, society expects from enterprises to meet their social responsibilities. Therefore, businesses need to measure their corporate social performance. With accurate measures, transparency increases, and information asymmetries shrink. Nevertheless, I argue that Friedman’s arguments are still valid, and, in the end, the most important corporate social responsibility is to increase long-run profits. This is no contradiction, however, as transparent reports on businesses’ activities serve profitability. I provide strong theoretical arguments for my standpoint based on a narrative approach.
In this study, we reviewed the relevant literature on leadership training programs. The used secondary research analyses as our method; from which we synthesized relevant literature on leadership training programs. We used Google Scholar, university libraries, scholarly books, and recently published peer-reviewed articles to gather information. As a result, we came to the determination that recurring leadership training programs are essential to competitiveness. We concluded that effective leaders are trained-and yes, not born. The literature revealed that managers value leadership training programs. Leadership training programs are essential to maintaining profits by formula. Therefore, based on our findings, we present four simple, easy to implement, recommendations for recurring leadership training programs.
The authors of the book have come to the conclusion that it is necessary
to effectively use modern management mechanisms and development
strategies of economic entities in order to increase the efficiency of their
activities. Basic research focuses on financial diagnostics of the enterprise,
assessment the quality of services, efficiency of business process
management and implementation of innovative projects, monitoring of the
labor market, diagnostics of the country‟s debt security, and research of the
country‟s investment image. The research results have been implemented in
the different models of development the commercial awareness,
smartization, production of functional food products, use of eco-innovation,
development of the e-commerce market, formation a new paradigm of work
motivation, crisis management of economic security, modern tools of higher
education management. The results of the study can be used in decision-
making at the level of international business, ministries and departments
that regulate the processes development of economic systems, ensuring
stability and efficiency. The results can also be used by students and young
scientists in modern concepts of the development of economic entities in the
context of institutional transformations of the global environment.
Die Neugestaltung und Fortentwicklung von Organisations- und Prozessstrukturen bedingen sich gegenseitig und können daher nicht losgelöst voneinander betrachtet werden. In diesem Kapitel werden sie darum als Gesamtheit aufgefasst. Organisations- und Prozessstrukturen werden in der Organisationstheorie auch als Aufbau- und Ablauforganisation bezeichnet:Beide Organisationsmodelle bilden das Unternehmen in einer hierarchischen, skelettartigen Struktur ab, die für unmittelbare Transparenz sorgt. Während sich die Aufbauorganisation der Frage widmet, wer etwas tut, beschreibt die Ablauforganisation, was getan werden soll. Diese transparente Grundlage ist essenziell für Organisations- und Prozessoptimierungen.
BRAZIL HAS A BIG TERRITORIAL EXTENSION, TO HAVE INSTRUCTIONS AND REGULATIONS THAT GUIDE THE ROUTINE AND ACTIVITIES OF THE COUNTLESS FEDERAL POLICE OFFICES THROUGHOUT THE COUNTRY, HAS BEEN CONSIDERED A DIFFICULT AND DELICATE TASK. THE PRESENT WORK BRINGS THE POSSIBILITY OF OFFERING TOOLS TO LEADERS AND CHIEFS ABOUT THE SERVICES PROVIDED IN EACH DECENTRALIZED, TAKING INTO CONSIDERATION THEIR PARTICULARITIES AND AVAILABILITIES OF WORKERS. DUE TO THE TENSE AND TROUBLED NATURE OF THE POLICE OFFICERS PROFESSION, PROVIDING THE MOST HARMONIOUS AND CLEAR ENVIRONMENT AS POSSIBLE IS THE BIGGEST CHALLENGE THAT THIS WORK INTENDS TO MEET, GIVING THE LEADERS PRE-DEFINED RULES TOGETHER WITH THE WHOLE TEAM AND INTEGRATING THEM INTO ONE GREATER PARTICIPATION IN YOUR PROFESSIONAL LIFE.
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