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Organizational Management - Science topic

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Ethics is a neglected point in organizational management and organizational culture Morality or the correct intellectual and behavioral foundation of a person's interaction with himself, society and organization is an underlying point that can lead to the benefits of a broad attitude. Based on the existential angles and inner knots with the nature and the absolute existence of human beings, we look at it based on the education, teachings, perceptions and instincts of society. Man will be a society of organization and an indisputable and undeniable link without Taro Poodi black and gray morality. The person will manage the organization and the organizational culture with a healthy ethic and a correct representation of the growth and movement of human beings towards a healthy society. What is your opinion in these cases? Management ethics Organization ethics Organizational Culture Ethics of management #Organizational-ethics #Organizational-Culture #Organization_Excellence #Cosmic_ethics #keivan_reisi_pourashraf
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Kindly visit the article, if any benefits your research.
All the best,
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I am a researcher doing research in Organizational Management. I would like to participate in an international conference on The Effectiveness of Risk Management Techniques in MSME Sector.
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It is a good opportunity to enhance your knowledge by participating international conferences organized by other universities.
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Does your organization currently leverage the principles of Leader-Member Exchange?
I am looking for a medium-sized organization using LMX theory to conduct a doctoral study on the Experiences of Demographically Diverse Mid-Level Managers in Leader-Member Exchanges. I need 10-15 volunteers for an hour interview conducted via Zoom. If interested, please contact me at jlarks@email.phoenix.edu or (302) 824-9257.
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@Khristian Edi Nugroho Soebandrija thank you for volunteering your organization to participate in my study. Please send your contact information to jlarks@email.phoenix.edu so I can send you the forms to initiate the process.
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Most Organizations manage pretty well the latter but have hard time to cope with the first. Breakthrough invention collapses paradigm, and challenges established wisdom that made the Entity successful. We cannot return in the past and fix what lead to the present culture. We can wait for the slow but more and more brutal death by obsolescence or irrelevancy. We can set up skunk works so should the path to be scouted leads to a dead end it doesn't compromise the entire Organization and portfolio management mitigates the risk. We can embrace the world and pray charismatic decision makers don't let their hubris doom all of us. But in fine, better lucky than smart. Open minded expertise, hard work and courageous decision making process help and make our chances.
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Extreme Breakthrough
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Agent-oriented models
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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.
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Are new, innovative concepts of organization management proposed in recent years in scientific publications implemented by the management and managers in enterprises?
Do you know examples of companies, corporations, financial institutions or other business entities, which in recent years have implemented and developed new, innovative concepts of managing organizations, developed and described in scientific publications in recent years?
What kind of entities are the business entities that the business sector represents? What new concept, new style, management system has been implemented and why?
What positive effects on the functioning of specific business entities have been achieved through the application of a specific new style, model or concept of organization management?
I invite you to the discussion
Best wishes
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In the context of the above considerations, the following question is also current:
Does the scope of cooperation between science and business increase in the current technological revolution of Industry 4.0?
Please reply
I invite you to the discussion
Thank you very much
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In the era of information globalization, the technological revolution known as Industry 4.0 and the growing importance of implementation to business models of the principles of sustainable development, modern market management systems for operating business entities are being improved.
The current technological revolution described as Industry 4.0 is motivated by the development of the following technologies of computerized, advanced information processing:
Big Data database technologies, cloud computing, machine learning, Internet of Things, artificial intelligence, Business Intelligence and other advanced data mining technologies.
In the context of the development of contemporary national knowledge-based economies and the development of information services made available via the Internet, the importance of innovative startups is growing, in which new categories of economic goods are created based on the application of innovative technological solutions.
In the second half of the twentieth century, various new conceptual elements developed (Benchmarking, Outsourcing, Reengineering, SMART, Just in Time, Poka Yoke, Kanban, Kaizen, Brain-storming, ...) and new business management systems (Business Continuity Management, Lean Management, Knowledge Management, Time Management, Risk Management, Total Quality Management, Virtual Organization Management ...), thanks to which the production processes, logistics, marketing, personnel management were improved, new participative management styles were developed, etc.
Therefore, please answer the following question:
What modern concepts of business management are adequate for currently developing innovative technology companies?
Please reply
Best wishes
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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.
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Leadership
Organization
Management
Psychology
Education
Behavioral_Sciences
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-Leaders are developed, not born
-Leadership happens at all levels
-Charisma is not a prerequisite quality for leadership
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I am a student of business administration, with the interest in doing research on organizational management in small informal companies in my region, many of these small companies are family, I want to investigate other publications about this topic, to have better knowledge .
thanks for your help
I am speaking, my English is still not good, I offer apologies, if I can not make myself understood.
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Try looking papers about PhD Dagoberto Páramo. He is one who research in the field you need to.
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What is the best instrument to measure knowledge use at individual and/or organizational level?
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This paper aims to develop a knowledge audit (KA) model with the focus on knowledge assessment:
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The question reflects my thoughts, aimed at identifying new content that can and should be included in educational programs, especially technical universities, in connection with the challenges of modern times. I have practical experience related to presenting to students of all levels of education at the Faculty of Organization and Management at the technical university of issues, which is a peculiar environment of the "classic" teaching content of future engineers. In relation to issues falling within such concepts as innovativeness, Industry 4.0, BIG DATA or SMART CITY, I appreciate the importance of education in such issues as identification and assessment of needs (in terms of "Needs Engineering") or assessment of the effects of universal availability of new technology and products (in terms of "Technology Assessment"). The means and ways to include such issues in education, not just engineers, remain to be considered.
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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.
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Can the perceptions and values of employees and managers affect a firm’s effort to green its supply chain?
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Maybe this can help you:
Best regards,
Pedro Correia
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I have studied various methodologies aimed at auditing and assessing records management systems in organizations, but not those aimed at diagnosing organizations that do not have a records management system implemented.
Is there any diagnostic tool that can be applied in this type of organization?
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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
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Hi, I would appreciate if you could reccomend a sotware for organizational network analysis. I am thinking of UCINET, but I would like to consider alternatives, too. Softwares which offer training would be a better option. This software will be used to examine the organizational network in migration management in a province. 
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Thanks for including Polinode in your answer Faizul! I wanted to add a brief answer here though as I saw the spelling was not quite right. You can find more details at https://www.polinode.com but essentially Polinode is a very general platform that allows you to collect, analyze and visualize connected data - it's specifically designed for organizational network analysis but extends to many varied use cases. Regarding the follow up question - we do offer training for both partners and enterprises and we offer support for all users. You may also find our tutorial videos helpful in this regard: https://www.youtube.com/watch?v=g2IriWIcClk&list=PLrpL4N9n4AK51KKGWSjMYZ3B4pz91j82W.
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Nowadays, every fundamental concept used in organizational and management activities has several empirical definitions, more or less different. Documentation for the answer: https://www.ijsr.net/archive/v6i8/ART20176394.pdf
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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
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I am currently researching the presence of cognitive bias in decision making and financial regulation. My research analyses the failure of prominent financial institutions using a behavioural finance/economics/psychology perspective. My research indicates a number of cognitive illusions and group-related biases, which I argue undermined banks prudential stability throughout 2007-2009
After reading the works of Schein (Organisational Culture and Leadership) I understand that leaders are a key element in both the creation and shaping of an organisations culture. Indeed, as I understand, at the outset, a leader or founder (or both) of a group will have beliefs, values and assumptions. In order to solve the groups problem of internal integration and external adaptation, the leader will impose his beliefs upon the group. If the leaders beliefs values and assumptions are proven successful, this leads to a shared learning experience within the group.  At this juncture, the beliefs assumptions and values of leaders steadily attain the status of truth, over time becoming what Schein classifies as non-negotiable assumptions.
Further, I understand leaders can reinforce their beliefs through a variety of reinforcing mechanisms, all of which communicate to the group the right way to think, feel and behave. 
At present, the literature recognises that overconfidence/ overoptimism is a problematic feature of an organisations "risk Culture". As such. my question comes down to this:
Is it possible for the cognitive biases suffered by managers to be transmited to the rest of the group or reinforced, so to speak? Because after all, the optimism bias, biases our beliefs, but they remain beliefs in any event, however flawed, and so should therefore be capable of being imposed upon the group.
Whilst this might appear as fallacious reasoning, I would welcome any comments or guides that might perhaps steer me in the right direction/tell me where i'm going wrong. 
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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.   
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i am looking for a research gap in stress related topics. i am interested in what characteristics (such as optimism) positively influence stress management but i am finding it hard to see a gap in what type of characteristic has little research based around it. Does anyone know of any ideas which i could consider?
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Stress is negatively correlated to exposure to nature:
Is this relationship moderated by any personality traits?
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There is evidence in the literature that managers involved in implementing large-scale organisational change tend both to employ management consultants to help implement the change and to use project management methods to support the process. I am keen to identify any academic literature that sheds light on how far the prevalence of project management methods in implementing organisational change (and the choice of particular project management methods that are used) is influenced by encouragement of these methods by the management consultants whom those managers appoint.
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The tools like Result based M&E ,SWOT, Value chain analysis may be useful for the management  consultant for the said purposes  
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Tell me the research methodology that i need to follow to calculate the effect numerically
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You should apply the BSC method involving the Linear Regression.
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In order to be innovative, organizations need employees who are psychologically connected to their work. Is nursing staff in public hospitals are engaged in their work?
I am searching for a survey based literature that assess the clinical nurses engagement in work and its role to their innovative work behavior. Moreover, what can be possible mediators and moderators in (Work engagement-Innovative work behavior) relationship?
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Dear Farhat Shaheen,
There was an old book (see  a link enclosed) with a good description of clinical nurses' behavior.
Success!
Igor Gurkov
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Employee voice is positively related to job satisfaction 
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Herzberg’s motivator-hygiene theory 
This theory has been addressed by many scholars in order to examine job satisfaction (Temple, 2013; Steingrímsdóttir, 2012; Zaid Alfayad1*, Lily Suriani Mohd Arif, 2017)
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.
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I need at least 5 of the top, best, most comprehensive research papers on workplace relationships. 
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Thank you so much for everyone's contributions. I appreciate it! :D
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Performance of an organization in the critical situation of the economy is the most important subject for all countries in which the approach of "Cooperation" and it's terms of working may help the organizations to resist in recession and depression.
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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.
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In most of the world, training in any surgical branch of medicine is quite like a chain of command in military.  
Some of this rough handling of the surgeons against each other is tolerated during education.
Agressive behaviour due to the stress of surgery on the senior surgeon is also tolerated to some extent in many clinics.
However, there are and there should be limits. 
I would like to have the opinions of the surgeons of the different countries.
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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.
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on other side is there any relationship between the  knowledge sharing behaviour dimension and strategic thinking ?
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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
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I am seeking relevant literature and testing methodology for a concept. 
a.       Does one see their selves – more or less as a leader able to regulate work emotions?
    i.      Test the executives degree of perceptions about their utilization of the construct interpersonal emotion regulation;
   ii.      Quantifiably identify a profit variable to examine relationship to emotion regulation construct; and, 
   iii.      Examination determining relationship between executive’s perceptions and organizational profits exits.
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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.
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I will be interested in any empirical research papers on this or authors that you can direct me to? If anyone has carried out any work in this field I am open to suggestions and relevant information.
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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!
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Product-centric and geographic-centric organizational structures are the most common forms of organizational structure. Yet, several companies have made the shift towards a customer-centric structure. It is however dificult to determine to what extent a company has such an orientation. Which sources should be consulted to that end?
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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.
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I am working on measuring organizational support perceived by University Staff. would somebody tell me about such scale?
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Mediator identification
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I agree with Mr. Riess and Mr. Kulchitsy. you can can also consider safety culture as the  possible mediator in this case.
Regards
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i want to justify my findings that employees are more concern about their career opportunities than the favorable image of the firm.
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Hello Yasir. Congrats for choosing an interesting question. I hope a paper of mine can be of some use to you. Congrats once again.
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I am keen to identify recent literature that examines ways in which downsizing and organisational restructuring can contribute positively to strategic organisational change. I am particularly interested in examinations of how it can change the behaviours and competencies of a workforce by changing its membership. I am also keen to find recent literature that examines the risks and uncertainties associated with such efforts, including ways in which downsizing and restructuring may itself disrupt efforts to bring about organisational change.
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Yes, downsizing/organisational restructuring contribute positively towards strategic organisational change. We have adopted a similar strategy with the assistance of BCG group. 
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In order to manage rising external complexity organization should develop its internal complexity in order to achieve match of varieties. I am interested in studying how the internal complexity is constructed within organization and how this variety match is achieved on practice. If somebody has ideas on suitable empirical setting and methodology for research, or any literature recommendations, please share. 
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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...
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How Organizational innovation mediate the relationship between the performance of project portfolio and different dimensions of organizational flexibility?
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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
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Can anyone suggest good scale for organizational performance ?
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thanks sir
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I intend to write a research proposal as part of an application to a PhD in Management & Organization. I just wanted to gather more insights of contemporary topics in the area that worth researching in graduate business schools. Would you share some insights and resources? Thanks
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A number of previous contributors to this thread have already articulated the important thing here - choose something that interests you, as you will be living with the subject for at least three years (longer if you are doing a part-time PhD).
For this reason alone, you MUST develop your own ideas, and find a gap in the body of knowledge that can sustain you, and which can develop into a dissertation that produces new or novel findings that add to that body of knowledge.
This sounds daunting, but adding something new or novel to the BoK in your chosen area is like adding a new brick on top of a wall, not necessarily building a whole new wall...
Finding a gap to fill requires a comprehensive knowledge of the field, and lots of reading of relevant and recent papers in that field.  This is not wasted effort, as you will need to do a comprehensive literature review as part of your dissertation, and at the conclusion of that LR, you can identify the gap(s) that you intent to investigate, and at least partially fill...
Others here have suggested ways that you can get 'ideas', including looking at the literature, journals, and other dissertations that have recently been published.  Many universities now essentially 'publish' dissertations online, and this can help to identify areas that are currently topical or 'hot'.
Good luck, and enjoy the process of carrying out new research in an area that is meaningful to you.
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What strategies can one employ to increase access to organizations where the gatekeepers have got a low perceived value of research and are generally reluctant to let academic researchers access their organizations?
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How can one overcome the difficulties of gaining access to organizations for research when gatekeepers have got a low perceived value of research?
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:
  1. Try to understand why the organization gatekeeper not appreciating your research to be conducted in his / her organization e.g. disruption to the staff during working hours, wrong timing i.e. peak period for the staff, accidental leaked of confidential information, more works for the gatekeeper, sometimes can be rivalry / competition driven i.e. the gatekeeper has intention / is conducting the similar research etc.  Try to secure a face to face meeting with the gatekeeper to understand & resolve / address his / her concerns.
  2. Try to sell to gatekeeper the value of your research e.g. how your research can contribute to knowledge, how your research outcome can help the gatekeeper's organization etc.
  3. Try to get your university senior management / prominent stakeholders like Dean of Graduate Studies etc. to email / formally write to the organization's gatekeeper for approval to conduct research - sometimes this can help vs you as researcher to interlock with the gatekeeper directly.
  4. Try to accommodate / comply / meet the gatekeeper expectation e.g. s/he might want to email the questionnaire to his / her organizational staff to fill up instead of letting you to email to them directly (to protect the confidential information e.g. email address of the staff etc.).  Another example - s/he might committed only to email 1 or 2 reminders instead of 4 - 5 reminders to encourage more staff to respond.  Other examples include s/he might want to dictate who are the staff that you can interview which might not be the ideal informant for you etc.
  5. If after trying all the approaches, you might need to explore other organization(s), or changing your research methodology e.g. adopt other method or mixed methods etc.
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As most are familiar with the concept of micro and small enterprises, which works with many challenges like, lesser hierarchy, limited employees, issue relating to finance where the affordability of higher pay is an issue. In this situation how to motivate an employee with higher qualification ( say Post Graduation and above) and experience with more than eight years.  You can give your suggestions by considering the above said challenges.  
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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.
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I have searched Scholar, Google, and various databases; naturally I came across several nonverbal annotation manuals, yet none focus specifically on natural leader-follower interaction occurring in real-life organizational settings (e.g. supervisor-led staff meetings, day-to-day work floor interactions).
I am asking the ResearchGate community in the hope that someone could point me in the right direction!
Thank you.
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Thank you Ian and Camille for you helpful suggestions!
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Organizational support theory, assumes employees form belief regarding their organizational values, their contributions and organizations cares about their well-being.
o Can this theory be measured?
o Specifically can employee’s perception of self-worth relationship to a leader’s style of leadership be measured?
o If so what are the appropriate validated measuring instruments?
o What literatures are there related to this topic?
o Are there any literatures or research studying a competency model approach related to employees self-worth relationship to leadership styles?
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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.
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It has been observed in a number of relationships that management of 'ego' is a very difficult issue. Often  people stick to their stand, sometimes unreasonably, even when they know that they themselves are in wrong or at fault, This often happens in boss-subordinate, social, familial and other inter-personal relations.
In India, several deaths are reported in road rage cases, where in case of even very minor accidents, out of ego the situations have reached to severe attacks on the weaker side and even killing the other side. And, the killer repents the loss of emotional intelligence in that moment while in jail, the whole life.
How can the malaise of excessive ego be controlled or minimized? Are there any research on this issue?
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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. 
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Does anyone have evidence on health about Long working hours (12 h day)
Thank you very much
Ingrid Rosian-Schikuta
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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
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examples of successful organizations in developing and developed countries
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Dear Colleagues, thank you very much for interesting information.
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It has been observed that managers have a general aversion to reading research-based management books, which if read, could have made them understand more comprehensively the causality of the malaise in their department or organization. They many times make mistakes in understanding the dynamics of the complex problems they face in their organization. For example, this often happens in managing group conflict and employee relations issues. Whose duty is it, you think, to make them read the management research-based books and use that knowledge in correctly understanding the problems? How can this be ensured that they make use of the existing research for which so much money is being spent globally?
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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.
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Can it be true under most circumstances?
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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.  
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Dear all, Is it recommended to use a best practice guide that is made on other organizations, as a means to devise a conceptual framework on which to guide data analysis in an organizational level case study research? Thanks.
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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.
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Over-qualified candidates are more likely to contribute more to the given jobs. Over-qualified candidates are also more likely to quit your organisation as they find better opportunities elsewhere giving significant rise to employee turnover. Can you kindly share your opinions and your country-specific experiences in this issue?
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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.
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At our university we currently built up a new research strategy. Therefor we are considering some measures to motivate colleagues, to build up adjuvant organizational structures as well as a productive atmosphere.
Which are the most effective measures in your experience? Do you know about successful examples?
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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
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1. comparative contingency theory with other theories.
2. is the contingency theory adequate for management accounting research.
3.can the management accounting practice improve the performance.
4. models related with this subject. 
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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.
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developments that have occur due to the reforms/changes from Traditional Administration to the New Public Management
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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
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I am working on leadership issues in developing psychological contract. kindly suggest some measure to imporve psychological contract. 
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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.
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can we improve the project risk identification quality with the help of flexible organizational strategies. 
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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
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Can anyone help me by pointing me to a theory/ theoretical paper/ review that helps integrating inconsistent findings when comparing psychological (e.g., emotional exhaustion) and physiological/endocrinological (i.e., cortisol) data?
Thank you very much in advance!
Best wishes,
Judith
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Thank you very much Dr. Salim Aljubori,
I will check these references!
Best regards,
Judith
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What kind of indicators are used to measure the impact of the transfer and knowledge management in organizations?
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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.
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Universities from organisational culture perspective. Academic culture. I am looking for good international practices and would be grateful for hints.
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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 
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I am particularly interested in identifying recent literature that sheds light on this question.
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 "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.
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Looking for recent example of Meta-Analaysis within the broad field of Management and Organisational research. I am specifically looking for example where the process of variable selection and exclusion is clearly explained and how heterogeneity in original data is factored into the analysis.
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A fascinating issue have you identified and put up for discussion. Congrats
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How to measure effect of lean management/lean practices on organizational performance? model, methods, etc.
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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. 
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For accountants and managerial academics
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Yes, certainly. I am agree.
Intergrated reporting don't change directly the structure. In fact, I must say that they don't change.
But, if you have integrated reporting it is because the structure allow that or it is a change with one futur impact on the structure, formal or informal impact.
We know that the best is to have coherence between structure and tools of management. If we have not that, we have more problem. Then if we have not direct impact, we can observe change in the management and more communication between the division. 
I think we have an informal impact and maybe an other informal structure.
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How can we develop a list of micro foundations for organizational capabilities? is such a list different for different capabilities?
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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.
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I am currently pursuing a dissertation on this topic, and the main aspects of downsizing that I am investigating are the effects of employee downsizing programs on the attitudes, job satisfaction and commitment of the surviving workforce.  
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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.
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a. How can we create an educational institute a learning organization?
b. What support is needed for becoming a learning organization?
c. Testing of management role in educational organization?
d. Setting organizational goals in educational institutes?
e. Assessment of student satisfaction level?
f. Recommendations for a knowledge based organization?
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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
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'Negligence' is a kind of tort used in law. 'Negligence' is of two types in law 'Advertent and inadvertent' means intentional and non intentional. There are five theories of Negligence; Austin's theory, Hollande's Theory, Subjective theory, Objective theory and Reconciliation theory.
Regards
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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.
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it has been proved that High performance work practices can affect organisational performance through different mechanisms I intend to study this relation in different context by suggesting mediation role of justice at individual level.. I have concerns about using quantitative approach as the level i am studying usually embrace lower educated employees so they might misunderstand some research terms. Also it is not known yet which dimension of justice is more influential in the research population.
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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.
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Pinder and Harlos (2001) defined silence as the absence of voice as it
has its own form of communication, involving a range of cognitions,
emotions or intentions such as objection or endorsement. 
Silence is most of the time employee's own decision to not to speak due to several reasons. whereas in case of silenced the employee voice is  suppressed and he is compelled to not to speak. 
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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.   
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I am thinking of a paper which measures the attitude of employees on a change management initiative implemented in a public organization 6 years ago. So it would be appreciate it if someone can point me to a survey instrument which can I adapt/adopt it for my paper
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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.
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After applying a short scale to measure the transformational leadership of rectors (principals), we found that this variable was not a significant determinant of the perceived impact of cooperation with firms. One possible explanation for this result, in addition to that of the distributed leadership in universities, could be the existence of ‘social desirability’ or leniency biases (Podsakoff et al., 2003: 881-882) in responses (by heads of departments or deans). Therefore, we are going to use some objective measures.
If you had to assess the characteristics of university managers that can be more influential on the impact of university-industry partnerships using objective measures, which ones would you use?
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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.
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I have difficulties on finding research articles that tells about the relationship or impact of managerial/management expertise on org. performance. I hope someone can help me on this.
Thanks in advance and God Bless..
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I am looking for a measure dealing with lock-in or the last stage of the path dependency as defined by Schreyögg. Has anyone of you come across such a measure, or has seen a good proxy?
Thank you so much.
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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.
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Does anyone know a good paper/research on the "role of government R&D organizations" and/or "strategic management of government R&D organizations"? I am specifically looking at functions of government R&D organizations.
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Might be this paper title useful for you :
Cuervo-Cazurra, A. and Annique Un, C. (2010) 'Why some Firms Never Invest in Formal R&D'. Strategic Management Journal 31 (7), 759-779
And for basis perspective, you also can get from Book of Osborne and Gaebler (1992). Reinventing Government How enterpreneurial spirit is transforming the public sector. From schoolhouse to statehouse, city hall to the pentagon.Addison-Wesley Publishing Co.
Goodluck Kadir.
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Conventional mobility continues to reign, hardly little research has been undertaken to pinpoint the inner influences and perceptions of how organizational management actions come together to create opportunities for change over into real green mobility (i.e., electric).
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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
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I would like to know the advantage and disadvantage of the Rule of thumb method given by F.W taylor?
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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),
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Servant leadership—the concept that effective leaders and managers need to serve their people—not to be served by them.
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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.
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Organizations are searching for excellence but only some of them have been able to achieve it.
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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.
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Is it possible to use them interchangeably?
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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.