Organizational Management - Science topic

Soft computing

Are you an organization with expatriate management policies that govern managing your expatriates?

I am seeking an organization to participate in my doctoral research study on international workers/expatriates, expatriate managers who have completed international assignments in other countries for at least 6 months to one year or longer, and international human resource managers that partake in expatriate management. The research is on how organizations manage expatriates before, during, and upon repatriation (expatriate management practices & policies) of their overseas assignments. The study requires at least 15 to 20 participants (international workers, expatriates, and international human resource managers) to volunteer for a 30 to 60-minute interview.

Please note that all information obtained from participants for the research study will be kept confidential.

If you are interested, I can be reached at scabean@liberty.edu.

Thank you in advance.

Kindly visit the article, if any benefits your research.

All the best,

It is a good opportunity to enhance your knowledge by participating international conferences organized by other universities.

Extreme Breakthrough

Thank you very much. I am familiar with the article. I would like to get acquainted with the simulation model of the organizational structure, if such a model is available.

In the context of the above considerations, the following question is also current:

Please reply

I invite you to the discussion

Thank you very much

Best wishes

Innovations shape the global landscape and modern concepts of business management should consider the disruptive implications of the digital economy. It is evident that digital technologies influence management operations, production, and marketing. Hence, modern concepts of business management should focus on creating value through innovation without relegating the sustainable development framework.

-Leaders are developed, not born

-Leadership happens at all levels

-Charisma is not a prerequisite quality for leadership

Try looking papers about PhD Dagoberto Páramo. He is one who research in the field you need to.

This paper aims to develop a knowledge audit (KA) model with the focus on knowledge assessment:

THIS WORK 'The Essential Skills and Attributes of an Engineer: A Comparative Study of Academics, Industry Personnel and Engineering Students'" by Duyen Q. Nguyen maybe useful. Fulltext is attached.

Maybe this can help you:

Best regards,

Pedro Correia

There are several tools that continue to be developed based on maturity models including RMCAS and IMCC in the report by McLoed et al 2009. Recent efforts include GARP and the ECM maturity model. For an elaboration in the health sector see

Constantin,

It is an interesting question. However, I am not sure what a fundamental law of organization could possibly mean. That there exists a fundamental law of business and economics goes back to Erich Gutenberg. For more details, please also see this preprint:

Especially for the questions of organization (central/decentral) it can be shown that the administration grows with the square of the operative workers. Therefore, big organizations (= many employees) are always better if organized decentral. For some details, please see (unfortunately in German):

Another often discussed “number” for organization is the span of control. In the 1990ties it was assumed that it should be as big as possible in order to have the least number of employees. Meanwhile it has been proven that there is an optimal span of control. Above and below one needs more employees in total. Detail can be found in my book:

Management Methods and Tools, Gabler 2007, p. 98-105

So far for my knowledge of a quantitative analysis of organizations. I hope this has been helpful to you.

Best regards,

Michael Grabinski

A major unstudied reason is the dark secret of managerial ignorance which is especially common among "jumper" (outsider) executives, ignorance that they often not knowing how much their decisions suffer of it, especially whe they conscript or promote deputies according to loyalty rather than competence, often as they fail to discern incompetence due to covertly concealing own ignorance. Read about it i my new book 'Mismanagement, "Jumpers," and Morality' (Routledge, New York, 2017) and in the attached articls.   

Stress is negatively correlated to exposure to nature:

Is this relationship moderated by any personality traits?

The tools like Result based M&E ,SWOT, Value chain analysis may be useful for the management  consultant for the said purposes  

You should apply the BSC method involving the Linear Regression.

Dear Farhat Shaheen,

There was an old book (see  a link enclosed) with a good description of clinical nurses' behavior.

Success!

Igor Gurkov

Hygiene aspects are important and essential in order to avoid the bad and negative feelings at the workplace. In contrast, motivational aspects being the actual factors, which motivate employees at the workplace (Herzberg, 1966).

This theory basically determined different aspects cause job dissatisfaction and satisfaction, also by emphasizing on recognizing the individual’s needs along strengths they identify with the purpose of satisfying these need, therefore which can be fruitful for study's  outcomes regarding employee voice towards job satisfaction.

Thank you so much for everyone's contributions. I appreciate it! :D

Organizations must be resilient if they are to survive and thrive in turbulent times. On Resilient Organizations, available at https://www.researchgate.net/publication/266476961_On_Resilient_Organizations, argues that investments in leadership and culture, networks, and change readiness can help them move from denial and paralysis to acceptance and practical solutions.

I would like to use the word as development rather than training. Managing stress in any high risk profession like surgeons became a vital issue in various discussions across the globe. Therefore, psychological development in such professions is very important for managing high stress.

Dear Maram,

I am very in tune with Ray, You can observe and next can measure the behavior itself and the factors that affect it if you distinguish four types of knowledge sharing

-- with bosses

-- with colleagues

-- with subordinates

-- with business partners.

In the first three cases you must deal with power, time, necessity, teaching skills, the proportion between codified (possible to be expressed in written or oral form) and non-codified (possible to be transmitted only through direct observations and action learning) knowledge to be transmitted and, indeed, acceptance in the specific culture of particular actions (like acceptance of teaching your boss). The the last case (knowledge sharing with business partners) you must create win-win situations for your business partners to absorb your knowledge.

Once you figure out which one of the four types of knowledge sharing you wish to study, you will be able to develop your own metrics, without looking at sometimes very strange "pseudo-academic" sources.

Bests,

Igor

 Dear Abdulfatah Khamis, 

following research paper may be usefull to you in developing the construct

Dear Donta, maybe these papers can help you.

Anyway, it is possible that you will have to create a specific measure to your purpose. It is very specific the relationship between perception, interpersonal relationship and performance, focus in leadership. These studies can provide you a very good theoretical elements for you develop your own theoretical basis.

It seems very rich what you want to build. So, good luck and have a nice work! I'll want to read it. I hope I have helped.

Based on my own observation, I would like to mention here ten ways of taking place fakes and corruptions which are given below:

1. To steal money by showing false expenses (through the use of false vouchers).

2. To get appointed to various positions by showing fake educational and experience certificates.

3. To offer positions and advantages to various relatives and friends by showing fake certificates and documents.

4. To use common properties by giving various reasons or forwarding various documents (illicitly).

5. To tell various lies in order to cover corruptions done.

6. To abuse his/her competitors (for promotions or elections etc.) by presenting fake accusations or charges.

7. To receive a high commission on the basis of purchasing various assets or properties at higher prices for government or organization.

8. To receive various gifts and gratifications by assigning contract work to relatives, friends or associates.

9. To falsify various documents and reports in order to escape from the law after having done crimes and unlawful acts. To make false amendments in reports or prepare bogus reports by giving bribes or due to friendships or influences.

10. To present fake communications and inaccurate data and information to the public or relevant authority in order to cover the truth (by influencing).

This information might be useful for you if you expect to develop your own instrument.

Best wishes!

you may want to use the PMS to evaluate to what extent  the company uses the customer centric culture (Customer perspective). I recommend to use the Balanced Scorecard. Secondly, the usage of EFE (External Factor Environment) might help you to find out on the extent of the customer centric structure being used by the company.

You can also see the following link on various versions of perceived Organizational support scales:

http://classweb.uh.edu/eisenberger/perceived-organizational-support/ 

I agree with Mr. Riess and Mr. Kulchitsy. you can can also consider safety culture as the  possible mediator in this case.

Regards

Hello Yasir. Congrats for choosing an interesting question. I hope a paper of mine can be of some use to you. Congrats once again.

Hi Anna. We studied a similar question in a single-case study setting:

You can find more references in our reference list.

I think that the question concerning empirical settings is not specific to requisite variety, the answer to your question is more general in organization studies: both large-n quantitative studies and small-n qualitative case studies can bring up interesting insights, there are advantages and disadvantages to both types of research designs (and there are intermediate options in the middle of those extremes...). If you chose a quantitative survey in a deductive research design, you should carefully integrate extant research to base your hypotheses on good foundations. What counts a lot is how you measure requisite variety precisely, what indicators you choose for measurement. But whatever your choices will by, I think that it is very positive and insightful to conduct empirical research on those topics. I'm already interested in your results! :-) Best regards, Anne.

PS Another paper that might be interesting for you...

which type of innovation you talk about? continuous innovation or radical innovation?  however, innovation is required to enhance short-term returns through optimization of existing products, services and business models

thanks sir

If you can access to journals / publishers like ProQuest, EBSCO, Emerald, Springer etc. that your university's Library has subscribed (or the university's theses database), then you can do a search based on these 2 keywords i.e. management & organization.  There will be many articles / theses appear & you can read their abstracts, research limitations & future research recommendations that can be your research interest.  The completion of their research is the beginning of your new research.  In case you can't access to those journals / publishers / theses database, you can do a "google scholar" search on the same 2 keywords.  Wishing you all the best.

Sorry for the awkward situation you are in.  If possible this situation should be considered / addressed during initial stage of research i.e data collection availability.  Suggesting the following approach:

though my fellow friends have given very useful insights but we should not ignore the scenario at the backdrop i.e. India. In India micro or small enterprises are started at domestic level with few workers e.g. we did a survey in Ludiana small scale industry, where the working conditions are very shabby and no one will like to stay for longer period. the management can retain high qualified employees only by developing affective commitment (emotional attachment) among such employees as it develops emotional bonding between employee and the organisation.

Thank you Ian and Camille for you helpful suggestions!

Dear Donta!

We are currently applying the method of Markoczy & Goldberg (1995) in order to measure differences between mental models of managers. You can similarly apply this method and measure employees' beliefs concerning, e.g., a manager and check whether there are any significant differences. 

Sincerely,

Eugene

PS. The formula is in the paper of 1995.

According to Einstein, education can help.

"Ego=1/Knowledge More the knowledge lesser the ego, lesser the knowledge more the ego.”.     - Albert Einstein 

People who are truly knowledgeable on a broader scale, picking up useful and interesting information here and there, understand the vastness of the universe and how insignificant humans really are. 

Dear Martin,

thank you very much for your quick response. I need it as in Austria there is discussion on prolonging working hours. Bannai I have already found.

Liebe Grüße aus Wien

Ingrid

Dear Colleagues, thank you very much for interesting information.

Dear Debi! You raised a question that expresses the relationship between the experts in the field of theory and practice, science and commerce. Scientist spends his whole life in search of truth. Management activities are aimed at making a profit in the implementation of relations "buying and selling". If the manager is constantly starts to read a lengthy statement of scientific hypotheses, the manager of "die of boredom" or lose his job. On the other hand, it is the implementation of breakthrough hypotheses scientists in practice there are great opportunities for profit in business. Therefore, in the commercial area should be a group of professionals who have to study carefully the possibility of commercial discoveries scientists. On the other hand, in research institutions must be unique specialists, which should reflect the commercial component of the discoveries scientists.

I just shared the following article with a team I am currently supporting...take a look.

Transformational, Transactional, and Laissez-Faire Leadership Styles: A Meta-Analysis Comparing Women and Men - Psychological Bulletin  2003, Vol. 129, No. 4, 569–591.  

I am assuming you are a PhD student trying to write a dissertation.  I assume this, because that's the group that commonly asks this kind of question.

Rather than answer it, I will point out that most "conceptual frameworks" have little theoretical value and are hard to publish.  Gregor calls such "Type I" theories and they are the least worthy of the theories.  Gregor argues such should only be considered worthy if one is working in an area with little theoretical development.

Gregor, S. 2006. "The Nature of Theory in Information Systems," MIS Quarterly (30:3), September, pp. 611-642.

How should data analysis in a case study be done?  There's a lot written about this.  See for example 

Yin, R.K. 2003. Case Study Research: Design and Methods. Beverly Hills, CA: Sage Publications.

Eisenhardt, K.M. 1989. "Building Theories from Case Study Research," Academy of Management Review (14:4), pp. 532-550.

Walsham, G. 1995. "Interpretive Case Studies in Is Research: Nature and Method," European Journal of Information Systems (4:2), pp. 74-81.

Strauss, A.L., and Corbin, J. 1990. Basics of Qualitative Research: Grounded Theory Procedures and Techniques. Thousand Oaks, CA: Sage Publications.

My own thinking is as follows.  The researcher should first have a good general question in mind.  The researcher should read and be sensitized to the issues in the phenomenon being studied.  If the researcher is an interpretivist, the researcher should also have some kind of familiarity with the standard sociological theories (structuration, ANT, institutional theory, etc.)

The researcher then gathers data.  While the researcher gathers data, the researcher is sensitized to emerging issues in the data and constantly compares such data against existing theory.  Over a relatively short period of time, certain theories will emerge as particularly salient.  The researcher then shifts interview questions/analysis of archives etc. to focus on a mapping between the salient theories and the collected data.  Invariably something interesting will emerge.

Basically, the real way of doing this is a messy one that isn't amenable to step-by-step thinking.  You need to be sensitive to both theory and what is happening in the field and match one to the other.  Think of driving a car- yes, there are principles, but the real act of driving is about adapting the principles to the present road conditions.

I'd be happy to have a chat about it.

In general, It depends of the time term: in short terms, it could be a very good idea, since an overqualified person has expectations that could enrich de job, and expands the vision to others; but in long term,it could be very destructive, because people feel unappreciated and can start being careless about the job and arrogant with their co-workers.

There are many different factors that increase research productivity and motivate faculty such as leadership, organizational culture, technical skills in developing/writing grant competitive research proposals, time granted from teaching to research, graduate research support, facilities & equipment. Not all can be measured. In addition, researchers are motivated differently. They all desire autonomy and shared governance. Most researchers at my organization are self-driven or curiosity driven. To help them be more productive and possibly motivated you do need to provide release time from teaching, internal startup or matching funds, recognition/awards, and the organizational leadership that communicates with word and deeds that it truly values that research.

I am currently working as an external evaluator for a Primarily Undergraduate Institute (PUI) to build their research productivity. This means faculty have a large teaching load. I have decided to conduct a process evaluation measuring 5 broad areas:

1). Research & Faculty Development (ie. incorporating research into the culture, organization's strategic plan, visible focus or high level of communication of executive level leadership, , professional development opportunities, etc.)

2). Administrative Support & Resources (ie. Faculty led committees to determine research needs, review research related policies and procedures, establishing research policies, internal funding or allocation of resources for research, building collaborations with other research organizations, community engagement, and industry).

3). Providing pre-award administrative services (i.e.  additional research support for identifying external funding sources, developing and templates or peer review of proposals with constructive feedback, assistance in drafting itemized budgets and budget justifications,

4). Providing post-award services - setting up financial accounts, tracking expenditures, invoicing, hiring research staff, compliance support, etc.)

5). Policies & Procedures related to research (i.e.. having a joint committee of researchers, faculty administrators, and staff review all policies for accuracy, relevancy for different disciplines, up to date with mandatory research regulations, review of database systems to track productivity, management of awards, most of all make sure that a bureaucracy is not put in place that is perceived as a barrier, but processes, procedures, and policies that facilitate and support ethical research)

A few examples of possible outcome measures (not motivators):

# of hours released for research endeavors

# of proposals submitted

# of proposals awarded

# of "first time" proposal submitters

# of peer reviewed publications

# of patents

# of clinical trails

# of products licensed

# of students involved in research activities

# of opportunities for professional development

# of industry partnerships and/or other research collaborations

You will find Management Accounting and Control Systems: An Organizational and Sociological Approach, 2nd Edition. Norman B. Macintosh, Paolo Quattrone and Wickramasinghe, D., and Alawattage, C. (2007) Management Accounting Change: Approaches and Perspectives. Routledge: London, UK very useful. I have attached some papers that you may find useful.

Greetings Sabatini:

Regarding your question (and from a different perspective) you might enjoy scanning my dated but interesting dissertation titled "The ethical role of the public administrator." It can be found and downloaded at my site on Research Gate.

Enjoy the journey ... Dr. Jay

Thank you:)

Employment is a contract between employer and employee.While employment is a physical contract, Psychological contract exists in the mind. Psychological contract is established through a sense of belonging and loyalty  to the organization, which leads to commitment. In psychological contract, employees view fulfillment of their personal aspirations through achievement of organizational goals. In an organizational structure, positional authority may extract compliance but not commitment. Progressive leadership which inspires, empowers, motivates and recognizes human potential can only receive employee commitment, which arises out of Psychological contract.

Strategic flexibility is the ability of firms to respond and successively adapt to environmental change (Chakravarthy, 1982 and 1986; Evans, 1991; Greenley and Oktemgil, 1998).

I doubt if there is any link direct link between the quality of risk identification i.e, improving the ability to identify project risks .... and strategic flexibility. Strategic flexibility will as a result of understanding environment changes... impact organizational risks some of which may be project related risks (assuming these risks have been identified) i.e., known unknowns, but I don't see how understanding the environmental changes directly impacts the quality of project risk identification. Perhaps indirectly, where the organization is good at risk identification due to external factors hence this skills and knowledge filters down into the management of projects and the to project management. But that's it.

Hope this helps

Robert

We have a paper on change management:

Indicators of performance differ according to the knowledge management initiative. Learning Lessons in ADB, available at https://www.researchgate.net/publication/266912468_Learning_Lessons_in_ADB, contains in Appendix 8 lists of common knowledge performance metrics and knowledge performance metrics by knowledge management tool. Picking Investments in Knowledge Management, available at https://www.researchgate.net/publication/241801666_Picking_Investments_in_Knowledge_Management, may also be of interest. That article is culled from Auditing the Lessons Architecture, available at https://www.researchgate.net/publication/266912396_Auditing_the_Lessons_Architecture.

Hi Karolina,

I think that you need to take a broad look at organizational cultures as there are common elements found within all organizational cultures which can relate to the academic environment. You will find organizational cultures within departments and student organizations so there will be no one culture that you can solely identify as academic. You will also find that all organizational cultures, and subcultures, will develop independently due to those that contribute. Ethnicity, religion, personal morals and organizational pressures and expectations will also be contributory factors. You will find some articles on my page that may be of value to your inquiry.

Brian 

 "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. For the reformer has enemies in all those who profit by the old order, and only lukewarm defenders in all those who would profit by the new order, this lukewarmness arising partly from fear of their adversaries … and partly from the incredulity of mankind, who do not truly believe in anything new until they have had actual experience of it," said Niccolò Machiavelli.

Transformational change initiatives have a dismal record, with a staggering 70% failure rate that has been constant over decades. Most large-scale programs assume that (i) change starts from neutral, (ii) change managers are impartial, (iii) change can be managed, (iv) change can be mapped out, and (v) change per se is a worthy goal. Repeatedly, they turn a blind eye to reality: change will not take place if individuals do not agree to change their values, beliefs, and attitudes. So, why—exactly—should they? And in whose interest? From this perspective, such supposedly "key" levers of change management as leading, measuring, communicating, involving, learning, and sustaining may seem ineffectual (if not absurd). What criteria and processes are used to select members of teams set up to manage organizational change ought to matter; they should be a function of the nature of the proposed change, assuming change managers can actually make a difference. (Naturally, much depends on the magnitude of the change effort.) Rarely, however, are such criteria and processes transparent. Forestalling Change Fatigue, available at https://www.researchgate.net/publication/238600582_Forestalling_Change_Fatigue, makes the point that people will help build what they create. This suggests that the selection of change managers should be democratized and that their terms of reference should reflect concerns that are not just those of senior management. Future Search Conferencing, available at https://www.researchgate.net/publication/286440317_Future_Search_Conferencing, describes a system-wide strategic planning tool that can enable diverse and potentially conflicting groups to find common ground for constructive action.

A fascinating issue have you identified and put up for discussion. Congrats

The process of achieving organizational performance through lean management is similar to that of human body shredding extra fat to become lean, healthy, fit and active. The aim of lean management is to eliminate waste in every area of organization. Goal is continuous improvement through reduction in human effort, material, inventory, time, space; and improvement of customer satisfaction through improved quality & lower cost. Therefore the effect of lean management on organizational performance may be measured by measuring the achievements in above mentioned areas. 

I think that it is changing how the organizational structure works as a whole in terms of the composite needs of various units. I don't think it requires an organizational reset, but I do feel that integrated change will cause disruption in areas that are typically otherwise comfortable operating in isolation.

Interesting differentiation - I appreciate the clarification. There seems to be an interesting parallel between foundations at various levels. Starting with foundations for structures - they must be inter-connected to be useful. Similarly, on another level, assets must be interconnected to be effective (must be able to draw on funds, access organizational efficiency, etc.). And, for mental models, the same is also true.

There is a study using "integrative complexity" that shows a correlation between managerial success and the level of structure of their mental models. That is to say, when we have mental models whose concepts are more complex and interconnected, we have a better understanding of the world, and are therefore able to make better decisions and be more successful.

reference provided in the attached paper.

It is not possible to conclude that voluntary redundancy programs are detrimental to the long-term organizational performance. Redundancy (alternatively retrenchment) is defined as the permanent termination of the service of an employee or the services of employees due to a surplus of employees within the organization.  Retrenching any employee who is redundant, i.e., who is in excess of the employee requirements of the Company is done in order to reduce the cost so as to survive the business or to run the business activities more efficiently and effectively through rationalization or automation. The redundancy may occur due to a closure of a branch or a factory of the Company, need to survive during a recession, loss of a market for the product, use of capital intensive production methods, or rationalisation or restructuring.

a. How can we create an educational institute a learning organization? I think by promoting a culture of continuous learning throughout the organization and providing incentives for all levels of staff to continue learning.

b. What support is needed for becoming a learning organization? Provide the flexibility for all levels of staff to continue learning so that they do not feel stressed coping with a full workload and continuous learning

c. Testing of management role in educational organization? You can survey staff to determine to what extent they feel management has a significant role in developing a learning organisation and what are some of the ways they can fulfill this role.

Best regards,

Debra

There may be an interesting parallel here with the four stages of competence (or conscious competence) learning model that some trainers have structured learning and development courses with. That model purports to explain the process and stages of learning a new skill (or behavior, ability, technique, etc.). Put simply, learners (or trainees) are assumed to begin at Stage 1 – "unconscious incompetence". They then pass through Stage 2 – "conscious incompetence", next Stage 3 – "conscious competence", and ideally end at Stage 4 – "unconscious competence". Comparing, negligence would imply that a subject willingly opts to remain at the level of "conscious incompetence". What might drive him or her to do so is a possible function of many variables. It is easy to discern willful negligence where, say, contracts or clear (and implementable) terms of reference have been drawn, hence the place that the subject holds in law. But the boundaries of managerial negligence will always be more difficult to circumscribe where there is a distance between cause and effect, and plenty of opportunity for excuses. This said, an organization that routinely turns a blind eye on managerial negligence can, at the simplest level, be said to condone the lack of penalties for not learning, this for a host of reasons including organizational structure, undiscussables, knowledge inaction, etc.

Hi Ahmed,

I think you may need to reframe or clarify your question a bit. I cannot clearly decipher some variables you are making case for, for your work. For example, what are the 'Human Resource Management' practices you want to look at? HRM practices, for example, include high levels of delegation of decisions, extensive lateral and vertical communication, high reward system etc which are often linked to multiple performance indicators, and other practices that either individually or in various bundles are deployed to achieve high levels of organizations. So what are the perceived HRM practices you want to use, plus task performance, to mediate organisational justice? When all these are clearly framed, I think your methodological concern will be reduced. I am afraid, I do not think that only qualitative approach will be ok for this kind of research. You may need to use both quantitative and qualitative approaches.

To me employee "being silenced" does the more harm to the organisation in contrast to employee silence. In fact keeping silence could be employee's own trait and which is natural when we compare the attributes of introversion and extroversion. But being silenced cannot be treated as healthy organisational practice as it affects organisational creativity, innovation and and above all health adversely.   

Much would depend on the nature of the change initiative. A model that frames learning was change was articulated in Learning for Change in ADB, available at http://www.adb.org/publications/learning-change-adb. The results of a related survey are reproduced in Seeking Feedback on Learning for Change, available at http://www.adb.org/publications/seeking-feedback-learning-change. (The full results of the survey are in the 2010 Learning for Change Survey, available at http://www.adb.org/publications/2010-learning-change-survey.) A short article on Fast and Effective Change Management is at http://www.adb.org/publications/fast-and-effective-change-management.

I think that the question may be confounded by the variability of the backgrounds of what you have called "university managers." When I became a university president, I had been a full professor of philosophy with tenure for many years. I think that backgrounds vary from folks who come from other sectors, like government or the private sector, and administrators who are academics and have spent their working lives within universities. While I don't know of any objective measures to use for this type of study, I think you are going to have to control for the variability of the backgrounds and experiences of your subjects.

Best,

Deborah.

The concept of the learning organization may provide a different window through which to view strategic lock-in. Provided—of course—it is actually aware of changes in its external environments, the ability of an organization to learn, adapt, and perhaps even shape a changing environment, hinges on ability to exert strategic decision making, which depends in turn on its resources and the "embeddedness" of its routines. The article on Overcoming Roadblocks to Learning, available at http://www.adb.org/publications/overcoming-roadblocks-learning, identifies a good dozen obstacles to learning for change (in a certain type of public sector organization). Given the number of roadblocks that may be at play, many of which often have to do with history, it is not easy to flag one particular measure or proxy. But defining roadblocks, however numerous they may be, is half the battle to removing them—it might make them part of the solution instead of part of the problem.

Thank you very mcuh Cesar. Is there a report in English?

Hi Eric,

You could find lot's of infomation about the policy for emobility in Germany on the link:

From this side you can find additional links. Unfortunately most of them in German.

Best regards,

Georg

First. They develop a science for each element of a man’s work, which replaces the old rule-of” thumb method.

Second. They scientifically select and then train, teach, and develop the workman, whereas in the past he chose his own work and trained himself as best he could.

Third. They heartily cooperate with the men so as to insure all of the work being done in accordance with the principles of the science which has been developed.

Fourth. There is an almost equal division of the work and the responsibility between the management and the workmen. The management take over all work for which they are better fitted than the workmen, while in the past almost all of the work and the greater part of the responsibility were thrown upon the men.

It is this combination of the initiative of the workmen, coupled with the new types of work done by the management, that makes scientific management so much more efficient than the old plan.

Principles of Scientific Management, Frederick Winslow Taylor (1911),

Bardeh, M., & Shaemi, A. (2011). Comparative study of servant leadership characteristics in management texts and Imam Ali's tradition (Case study: Najaf Abad Branch, Islamic Azad University, Isfahan, Iran). Interdisciplinary Journal Of Contemporary Research In Business, 3(2), 129-141.

Blanchard, K. (1995). Servant leadership. Executive Excellence, 10, 12

Donghong, D., Haiyan, L., Yi, S., & Qing, L. (2012). Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction. I-Business, 4(3), 208-215. doi:10.4236/ib.2012.43026

Doraiswamy, I. (2012). Servant or Leader? Who will stand up please?. International Journal Of Business & Social Science, 3(9), 178-182.

Greenleaf, R.K. (1977). Servant Leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press

Sendjaya, S. & Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership & Organizational Studies (Baker College), 9(2), 57-64.

Thurston, L. D. (2006). Business guru calls for more servant leaders. Caribbean Business, 34(44), 29

Walker, J. (2003). A new call to stewardship and servant leadership. Nonprofit World, 21(4), 25.

Excellence in an organisation starts with the structure of an organisation. The structure of an organisation should have the following properties:

1. coherence: the structure of an organisation must hang together (be coherent).

2. relation: there should be an obvious relation that induces the organisational structure. For example, those parts of an organisation that conceptually close to each other should be grouped together in a sub-organisation.

3. threads (paths): Viewed from the outside, there should be an obvious way to find a thread leading from one part to another part of an organisation.

A major obstacle in the governance of community organisations is ensuring the Governing Body and Managers are able to delineate their different responsibilities. "Governance" is the strategic task of setting the organisation's goals, direction, limitations and accountability frameworks. "Management" is the allocation of resources and overseeing the day-to-day operations of the organisation.

One way to think about this is that Governance determines the "What?" - what the organisation does and what it should become in the future. Management determines the "How?" - how the organisation will reach those goals and aspirations.

(http://www.actcoss.org.au/oik/infosheets/governance/boardnEOresponse.html#vs). Look also at this link: http://siteresources.worldbank.org/EXTGLOREGPARPROG/Resources/grpp_sourcebook_chap12.pdf