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Основную цель управления человеческими ресурсами можно определить как повышение производительности посредством создания благоприятных для деятельности сотрудников организации условий... (подробнее...)
Всего публикаций в данном разделе: 1104

Опубликовано на портале: 09-01-2003
John Cooper Journal of European Industrial Training. 1989.  Vol. 13.
An account of continuous workforce training in small French firms is presented, based on an examination of 16 industrial companies. The organisation of training, associated problems, its effectiveness and use of supporting agencies are commented on. The possible relevance of the French experience to future governmental planning in the UK is suggested.

Опубликовано на портале: 09-01-2003

Москва, 2001
Рассматриваются современное состояние и тенденции в отдельных дисциплинах учения об управлении предприятием, делается попытка выяснить, в каких направлениях пойдет их возможное развитие в будущем. В области стратегического менеджмента отмечаются ослабление ориентации на плановость стратегических систем и усиление акцента на компенсирующих организационных методах. Институциональный и ресурсные подходы все более ориентируют маркетинговые исследования на экономическую суть рыночных процессов, в то же время формирование сетевых образований ведет к распространению интерактивного и виртуального маркетинга. В условиях динамизации внешней среды особое значение приобретает вопрос, каким образом управление персоналом может стимулировать способность предприятия к изменениям и содействовать расширению базы знаний. В ходе организационных преобразований, направленных на снижение различного рода координационных издержек, постепенно складывается тенденция концентрации усилий предприятий на ключевых видах деятельности, что ведет либо к созданию стратегических альянсов, либо к использованию сетевых организационных форм. Главная задача контроллинга заключается в обеспечении рациональности управления, а основными направлениями развития предприятия, значимыми для него, являются усиление рыночной ориентации, расширение кооперационных связей, управление знаниями, устремленность в будущее. Издание предназначено для студентов, аспирантов и преподавателей вузов и факультетов экономического и управленческого профиля, слушателей школ бизнеса и менеджмента. Оно полезно также предпринимателям, управленцам-практикам и научным работникам.
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Опубликовано на портале: 09-01-2003
Timothy Sizwe Phakathi Journal of Workplace Learning. 2002.  No. 7-7. P. 278-285. 
Increasing international competition requires companies to empower and develop the skills of workers at the lower levels. This paper will show how implementing change from below through self-directed teamwork enhances the understanding of the changing nature of work and the relationship between work and training. The case study of African Gold Mine (a pseudonym of one of the world's deepest gold mines) illustrates the South African gold mining industry's attempt to create a twenty-first century workforce through self-directed work team (SDWT) training conducted within the mine. However, underground participatory research reveals that in the workplace, organisational constraints hinder the effective implementation of SDWT training. In order to cope with these organizational constraints and inefficiencies, workers resort to planisa; "they make a plan". In other words, they "get on and get by" underground through improvising and the team's self-initiated action. This paper argues that planisa is part of the existing occupational culture of miners and is an embryonic form of teamwork. Any strategy to increase the productivity of mineworkers must draw on these experiences.
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Опубликовано на портале: 09-01-2003
Gary Fontaine Team Performance Management. 2002.  No. 5-6. P. 122-133. 
In the Asia Pacific, along with the rest of the world, there has been a rapid expansion in the use of geographically dispersed teams playing pivotal organizational and interorganizational roles. Yet our understanding of the conditions nurturing the task effectiveness of those teams is still embryonic. This article examines conceptual issues associated with the impact of culture, geography and technology in those teams in the Asia Pacific. It identifies the pivotal role played by "a sense of presence" (the feeling of "being there" with team members in different places and often different times) in both the effectiveness of, and satisfaction in, the use of such teams. Current research designed to explore these issues in teams in business and education in the region is described.

Опубликовано на портале: 09-01-2003
Françoise Belle Women in Management Review. 2002.  No. 3-4. P. 151-156. 
The absence of women from top management was long attributed to the traditional "ball and chain" of family responsibilities. The fundamental reason for women's slow progress in the realms of power may lie elsewhere. Recent research has sought to identify the elements which constitute an invisible barrier - or glass ceiling - which continues to keep women from top positions. How far does the organization, as an institution, contribute through its culture to this exclusion? In this paper a comparative study of two firms will suggest to what extent the organizational culture models the professional identity of women and their subsequent relationship with power.

Опубликовано на портале: 09-01-2003
Jose F.B. Gieskes Journal of Workplace Learning. 2002.  No. 8. P. 310-319. 
An increasing share of manufacturing, logistics and R&D activities takes place today in a number of geographically dispersed organisational units. The units involved can be different autonomous companies or a number of focused subsidiaries. Using the CIMA-methodology and its computerised questionnaire as an analysis and action research tool, organisational learning in distributed product development projects at a multinational company in the telecom industry has been investigated. Organisational units with different operational focuses displayed differences in the types of learning to which attention was primarily given. Based on the findings, the role of communities of practice in distributed product development is investigated.

Опубликовано на портале: 09-01-2003
Patrick C.L. Hui, K.C.K. Chan International Journal of Clothing Science and Technology. 1997.  Vol. 9. No. 1. P. 34 - 44. 
The lack of a good planning system in preventing operational problems occurring in garment manufacture was of concern to garment manufacturers. Neither mathematical nor statistical approaches have proved to be very effective in tackling this problem. The goal of this research is to establish a model of measuring operational problems by the use of a proven inductive learning technique known as automatic pattern analysis and classification system (APACS). To be effective in this particular application domain, real data on garment production were used. The accuracy of the resulting system is nearly 95 per cent compared with real performance, possibly significantly achieving the goal.

Опубликовано на портале: 09-01-2003
Dianne S. Lewis Leadership and Organization Development Journal. 2002.  No. 5. P. 280-287. 
The paper presents a follow-up to the saga of organizational culture, first chronicled in two issues of the Leadership & Organization Development Journal in 1996 and tracing culture's development from the organization development model through to the interest in total quality management (TQM), forming a link between the three concepts. Since the 1996 articles, culture as a concept has proceeded to develop in many new directions. In revisiting organizational culture after five years, this paper attempts to show how it has branched out from TQM and has since been associated with business process reengineering, organizational learning, and knowledge management; all of which claim to involve either changing a culture or working with an existing culture. Discusses also the role of culture in the emerging ideas and perspectives of strategic alliances, sustainability and future organizations. It is argued that the culture saga is far from finished. While many of its components may turn out to be no more than passing fads and fashions, culture has proven itself to be an enduring concept that, as it has travelled many paths in the past, will travel many different paths in the future.

Опубликовано на портале: 09-01-2003
Neil Fligstein Health Manpower Management. 1992.  Vol. 18. No. 4.
With a second wave of Trusts now operating, there is an ever-increasing need for manpower information to be both accurate and clearly-presented for internal use. Explains the approach used by North Herts NHS Trust - a first-wave Trust, to making the function more proactive, and increasing its value to managers.

Опубликовано на портале: 09-01-2003
Abbass F. Alkhafaji Management Decisions. 1991.  Vol. 29. No. 6.
The study of international business has become increasingly important in recent years. So important that the American Assembly of the Collegiate Schools of Business (AACSB) has called for the internationalisation of business curricula. In 1992 and beyond, successful business people will treat the entire world as their domain. No one country can operate in an economic vacuum. Any economic measures taken by one country can affect the global economy. This book is designed to challenge the reader to develop a global perspective of international business. Globalisation is by no means a new concept, but there are many new factors that have contributed to its recently accelerated growth. Among them, the new technologies in communication and transport that have resulted in major expansions of international trade and investment. In the future, the world market will become predominant. There are bound to be big changes in the world economy. For instance the changes in Eastern Europe and the European Community during the 1990s. With a strong knowledge base in international business, future managers will be better prepared for the new world market. This book introduces its readers to the exciting and rewarding field of international management and international corporations. It is written in contemporary, easy-to-understand language, avoiding abstract terminology; and is organised into five sections, each of which includes a number of chapters that cover a subject involving activities that cross national boundaries.

Опубликовано на портале: 09-01-2003
Gisele Asplund Women in Management Review. 1989.  Vol. 4. No. 1.
Considers that an organisation can only develop through development of its personnel and the role of that personnel in creating strategy which is in harmony with its internal culture. Advocates the need for open and honest internal communications; points to the apparent lack of sufficient feedback to women managers from their bosses. Proposes a system of integrated personnel development in which equal opportunities programmes are not isolated and which sees all organisational members as equals in a dialogue on strategy formulation. Outlines an integrated equality project at an unidentified company, which consisted of three stages: diagnosis (of women's jobs, views, training); feedback; suggestions for action; notes the advantages of the project in terms of motivation and job satisfaction.

Опубликовано на портале: 09-01-2003
Mekdam A. Nima, M. Razali Abdul-Kadir Facilities. 1999.  Vol. 17. No. 11. P. 423 - 430. 
The engineer's personnel play a prominent role in enhancing the constructability of facilities design, construction and assessment. This paper is based on the constructability concepts identified by the Construction Industry Institute (CII) at Austin, Texas and represents and describes the constructability concepts in relation to the engineer's personnel. It discusses the role of each of them in enhancing constructability of facilities projects. A set of obligations has been concluded as an answer to the question of "How can the engineer's personnel enhance the project constructability?".

Опубликовано на портале: 09-01-2003
Giovanni Russo, Piet Rietveld International Journal of Career Management. 1995.  Vol. 7. No. 3. P. 3 - 13. 
In the last two decades the economic literature has devoted significant attention to the mechanisms behind firms' recruitment strategies as a possible way of reducing (un)employment problems. At the workfloor many efforts have also been made by firms to develop strategies that both alleviate conflicts with employees and at the same time lead to acceptable levels of productivity. This effort has resulted in the broad acceptance of the personnel management function in the firm. Examines how successful this approach has been by focusing on the gap between practice and theory in recruitment, by investigating the extent to which and the way in which experiences and findings from actual recruitment (personnel management) have been incorporated in economic theory. Gives an overview of findings on recruitment and selection strategies of firms, with a particular emphasis on economic motives.

Опубликовано на портале: 09-01-2003
Bruce Cutting Corporate Governance: An International Review. 2002.  No. 2. P. 27-45. 
This paper relies on a "trinity of menetypes" of group knowing which captures the essential decision-making dynamics of board membership. Formal, corporate decision-making processes require higher commitments of time and cognitive energy of directors - certainly, the requirement is of non-executive directors to make more formal contributions to the "political" process that determines corporate commitment to appropriate courses of action. There is a fundamental shift from "managerialism" to "politicism" in the corporate dynamics of organization - a shift in "menetype" driving governance dynamics. This wholesale shift in orientation has accentuated personal and group values as key determinants of corporate efficacy. The paper proposes structural reforms to corporate/agency governance conventions, including a greater focus on performance and strategy, greater independence of more effective and extensive audit processes and a greater transparency in the nomination and remuneration of top-executive appointments.

Опубликовано на портале: 09-01-2003
Patricia Crifo-Tillet, Marie-Claire Villeval International Journal of Manpower. 2001.  Vol. 22. No. 1. P. 83 - 98. 
In relation to the analysis of inequality and skill-bias innovation, this article develops a theoretical model for determining the influence of work organisation on incentives and earnings. In a linear agency model, which explains innovative work organisation practices from an incentive perspective, we show that the static impact of organisational forms on expected earnings can be decomposed into two effects (a risk premium effect and a task complementarity effect originated in learning and information diffusion). Such effects drive productivity and expected pay-offs upward, as observed in many recent empirical studies. Thus, the development of new work practices based on a greater degree of delegation contributes to the increase of earnings inequality. In a dynamic perspective, the model shows that knowledge dissemination will in general sustain the same trend. However, when initial efforts and productivity are relatively high, output and pay-offs will decline during the transition to the steady-state. The overall impact of organisational forms on earnings and inequality may therefore be ambiguous, depending on the importance of learning.

Опубликовано на портале: 09-01-2003
Malcolm Peel Management Development Review. 1992.  Vol. 5. No. 3.
Managers, rather than trainers, have a key role in helping to develop their people's careers - but that does not mean simply going through the motions of one-off annual appraisals. Career development has serious implications for individuals and organizations.

Опубликовано на портале: 09-01-2003
Lee A. Graf, Masoud Hemmasi Leadership and Organization Development Journal. 1992.  Vol. 13. No. 6.
Develops and presents Importance-Satisfaction Analysis as a simple and highly pragmatic organizational diagnostic tool for both managers and consultants. Specifically, the importance-performance framework presented in the marketing literature has been adapted for application in the management of human resource by changing the model's external/strategic (the consumer and the product) orientation to an internal/operational (the employee and the job) focus. Uses data from a major national laboratory to illustrate step-by-step application of this methodology. Discusses practical advantages of the framework and implications for managers and consultants. Simplicity and ease of application, adaptability to various data collection techniques (questionnaires, interviews, group analysis, etc.), early identification of areas requiring action, priority-based resource allocation implications, and modest cost are a few of the virtues of this managerial/consulting tool.

Опубликовано на портале: 09-01-2003
Luh Luh Lan, Jean Lee Journal of Management Development. 1997.  Vol. 16. No. 1. P. 43 - 52. 
Examines the impact of public policies on the entry of women into the workforce in Singapore, using force-field analysis to study the counteracting forces created by the mixed policies which can either drive or restrain women from entering the job market. Suggests that although there has been an increase in Singapore's female workforce participation rate in the last few decades, more measures could be devised to encourage more women to participate in the workforce.

Опубликовано на портале: 09-01-2003
Carole F. Miller Journal of Economic Studies. 1992.  Vol. 19. No. 6.
Presents results from cross-section and conditional logit models estimating the probability of participation by married women. One version of each specification uses potential experience and the other a measure of the number of years worked in the market since the age of 18. A series of cross-section logit models, representing a threshold analysis of the decision to work in the market, appears to be inappropriate, when unmeasured characteristics influence the probability of participation. Hence, reports results from a conditional logit model controlling for fixed effects. These results confirm the cross-section findings regarding the limitation of potential experience. The results suggest that potential experience reflects the negative effects of ageing on the probability of participation rather than the positive impact of training or tastes for market work.

Опубликовано на портале: 09-01-2003
Paul Davies Managing Service Quality. 1992.  Vol. 2. No. 3.
Reviews the issues of commitment when in the throes of a quality improvement process, concentrating on the way in which the management team can spread enthusiasm to everyone else. Outlines the main "commitment" problems as distractions, impatience and the non-commitment of others. Suggests that gaining and sustaining commitment involves more than just emotions and attitudes, it must also be understood and planned.