Всего публикаций в данном разделе: 1104
Enhancing Staff Members' Performance through Feedback and Coaching (Повышение производительности сотрудников посредством обратной связи и коучинга) [статья]
Опубликовано на портале: 09-01-2003Larry W. Hillman, David R. Schwandt Journal of Management Development. 1990. Vol. 9. No. 3.
Providing help through feedback is a key task of any manager. In the context of a performance management model, the ways in which managers can effectively provide ongoing performance feedback are explored. It is concluded that basic communication skills, such as attending, reflecting, exploring, self-disclosing, and acceptance by the supervisor will enhance the effectiveness of feedback.
Organizational culture as contested ground in the era of globalisation: worker perceptions and satisfactions in the USPS (Организационная культура и борьба за существование в эпоху глобализации: представления и удовлетворенность работой у служащих почтовых служб США) [статья]
Опубликовано на портале: 09-01-2003James Fraser Sociological Spectrum. 2002. No. 4. P. 445-471.
Many prior efforts have examined the personal characteristics of workers or the structural features of an organization that impact job satisfaction. By contrast, we examine organizational culture in the context of "high-performance work systems." We analyze the organizational culture of the United States Postal System, as it is presented in key organizational documents and perceived by workers. It is argued that a viable theory of job satisfaction in the modern workplace must treat worker perceptions, which spring from an organizational culture that is both prescribed and lived.
Coping with Workplace Change: An Annotated Bibliography of Resources (Совладание со сменой работы: аннотированная бибилиография ресурсов) [статья]
Опубликовано на портале: 09-01-2003Maureen Kilcullen Reference Services Review. 1997. Vol. 25. No. 1. P. 61 - 70.
A pressing task facing reference librarians in public and academic libraries in the 1990s has been helping downsized workers find sources for job hunting. Most libraries carry sources on job hunting and how-to books on resume wiriting. Libraries also need to provide sources that help people who lose their jobs find out what programs and benefits are available to help them survive during financially lean times and how to deal with the emotional and psychological problems they face. A review of the monographic lieterature published between 1990 and 1996 reveals few titles that deal with emotional and psychological problems resulting from job loss. For this article, the authors selected titles from that period that are in print and provide coping strategies and practical solutions to people in and out of the workplace.
Опубликовано на портале: 09-01-2003Jezdimir Knezevic Journal of Quality in Maintenance Engineering. 1995. Vol. 1. No. 1. P. 60 - 68.
Accurate selection of the quality of maintenance resources, such as spares, tools, equipment, personnel, technical data, facilities and so forth, has a strong influence on mission success, and the cost of ownership. Among maintenance resources, spare part requirements are the most difficult to predict. Items within any system are very different from the point of view of reliability, cost, weight, volume, etc. Hence, the selection of spares for a planned mission must take into account all these features. Presents the generic mission success-driven spares model developed for complex systems. The mathematical analysis used in the model enables the user to make the most suitable selection of the spares package for the planned mission. The illustrative examples presented clearly demonstrate the applicability and usefulness of the model introduced.
Strategic planning and organizational values: links to alignment (Стратегическое планирование и организационные ценности: согласование) [статья]
Опубликовано на портале: 09-01-2003S. L. Williams Human resource Development International. 2002. No. 2. P. 217-233.
Organizational values have been known to partially define organizational culture and to serve as a bonding mechanism between workers. In the recent past, values served as a critical component of the organization"s perspective regarding strategic direction, mission determination and visioning. With the onset of numerous shortterm focused management practices, the core organizational values that contributed to organizational purpose were segregated from the business strategic planning process. However, recently re-emerging is a move to ground strategic planning processes again in core organizational values because both strategy and values are seen as defining an organization"s purpose in an integrated manner that allows for differentiation. This article outlines these developments, provides reasons for the recent re-surfacing of organizational values, and argues from both a strategic business perspective and a human resources perspective the need to reestablish a meaningful linkage between business strategy and organizational values. The strategic business planning literature is overviewed herein, but is focused toward its particular association with organizational values and the HR/HRD impacts thereon.
Students' expectations from their cooperative education placements in the hospitality industry: an international perspective (Студенческие ожидания от образовательной практики в сфере обслуживания: международные перспективы) [статья]
Опубликовано на портале: 09-01-2003Robert Z. Waryszak Education+Training. 1999. Vol. 41. No. 1. P. 33 - 40.
Four groups of students from the following institutions participated in a study to assess the expectations from their cooperative education placements' work environment: Victoria University of Technology, Melbourne, N = 80; Hotel School, The Hague, N = 107; Oxford Brookes University, Oxford, N = 50; University of Strathclyde, Glasgow, N = 50. In all, 287 students responded to a mail questionnaire (Work Environment Scale, Moos, 1994) before their cooperative education placements. Overall, all four samples including the Melbourne students had moderate to high expectations from their organisations' work environment. Specifically, Melbourne students expected higher involvement, greater peer cohesion, more task orientation, more work pressure and greater control when compared with the The Hague students. They also expected less autonomy on the job as compared with the Strathclyde students. The Hague students had overall lower expectations on most of the social climate dimensions. It is suggested however that the above findings be verified by replication with a greater variety of populations and institutions.
Rethinking Cross Cultural Management in a Globalizing Business World (Переосмысление кросс-культурного менеджмента в глобальном мире бизнеса) [статья]
Опубликовано на портале: 09-01-2003Anne-Marie Soderberg International Journal of Cross Cultural Management. 2002. No. 1. P. 103-121.
Cross cultural management is often regarded as a discipline of international management focusing on cultural encounters between what are perceived as well-defined and homogeneous entities: the organization and the nation-state, and offering tools to handle cultural differences seen as sources of conflict or miscommunication. The authors argue that this approach is out of phase with the business world of today, with its transnational companies that face the challenges of the management of global knowledge networks and multicultural project teams, interacting and collaborating across boundaries using global communication technologies. The authors emphasize the need for an alternative approach which acknowledges the growing complexity of inter- and intra-organizational connections and identities, and offers theoretical concepts to think about organizations and multiple cultures in a globalizing business context.
A convergence of Western marketing mix concepts and oriental strategic thinking (Конвергенция западной смеси маркетинговых концепций и восточного стратегического мышления) [статья]
Опубликовано на портале: 09-01-2003Sui Pheng Low, Martin C.S. Tan Marketing Intelligence & Planning. 1995. Vol. 13. No. 2. P. 36 - 46.
The mundane and expanded marketing mix concept has an important role in Western marketing literature for both tangible products and intangible services. The nine Ps - namely promotion, product, price, place, process management, personnel, physical facilities, public relations and power - are now the foundation for strategic planning in many companies. While the marketing mix concept remains an important framework for the Western world, its contribution towards the latter's declining economic prowess in recent years appears minimal. On the other hand, the East Asian economic powerhouse has grown from strength to strength. This can be attributed in no small way to certain oriental traditions and philosophies - not the least of which is Sun Tzu's The Art of War. Although The Art of War is now more than 2,000 years old, it remains the cornerstone for strategic planning in the East. Attempts to integrate the Western marketing mix concept with The Art of War from the East using examples drawn from the construction industry in Singapore. The lessons to be learned therefore should be useful for strategic planners in the Western marketing community.
The role of group working in assembly organization (Роль рабочих групп в деятельности организации) [статья]
Опубликовано на портале: 09-01-2003Robert van der Meer, Mairi Gudim International Journal of Operations & Production Management. 1996. Vol. 16. No. 2. P. 119 - 140.
Demonstrates how different forms of assembly organization can be classified on the basis of three structural characteristics and analyses the possible relationships between these characteristics and the various dimensions of competitive advantage. Uses the resulting model of the "assembly organization cube" to show that - apart from four "pure" forms of assembly organization - there is a multitude of potential "hybrid" forms, all of which may be expected to support the competitive advantage of the business in different ways from one another. Applies the model to a case study of group working in a clothing manufacturing plant. Explains how the net effects of the move from progressive assembly in batches towards a form of assembly organization incorporating somewhat longer task cycles, tighter coupling, and a more horizontal form of co-operation have been significant improvements in each of the dimensions of competitive advantage targeted (throughput times, product flexibility, in-process quality, and production efficiency) as well as an increase in the level of job satisfaction of assembly operators.
Опубликовано на портале: 09-01-2003Ronald E. Goldsmith Marketing Intelligence & Planning. 1999. Vol. 17. No. 4. P. 178 - 185.
Theories of marketing management and strategy need to evolve and change to keep pace with changes in the marketplace and in marketing practice. As the next century draws closer, it is apparent that some marketing managers are basing their relationships with customers on policies and procedures called either "individualisation", "mass-customisation", or as we prefer, "personalisation". The core of this practice involves tailoring goods and services to the individual needs and wants of specific consumers, just the opposite of one-size-fits-all. We propose that personalisation is so important to marketing strategy that it should become one of the featured elements of the marketing mix, alongside product, price, promotion, place, personnel, physical assets, and procedures, to form a new marketing mix, the 8Ps
Environmental scanning and organizational culture (Анализ внешней среды и организационная культура) [статья]
Опубликовано на портале: 09-01-2003Carl L. Saxby Marketing Intelligence & Planning. 2002. No. 1. P. 28-34.
This paper examines the connection between environmental scanning for market intelligence, organizational culture and generic strategies. The generic strategies, based on the Miles and Snow typology, are related to the organizational culture types developed by Deshpande et al. An enhanced model of the one proposed by Deshpande et al. is presented. By providing a more complete model, it is possible to more accurately represent an organization's interaction with its environment with respect to its generic strategy and scanning approach. Propositions are presented pertaining to the type of scanning approach utilized by organizations in each quadrant. The paper concludes with planning implications for each quadrant.
Опубликовано на портале: 09-01-2003Jack Lane Health Manpower Management. 1992. Vol. 18. No. 2.
The choice of assessment method is an important task facing the Human Resource specialist engaged in the selection and development of people. Examines each of the principal methods in current use. Psychometric tests of personality, cognitive abilities, assessment centres, the interview and self-efficacy measures are all considered. Discusses each technique in terms of its underlying theoretical assumptions and how well it predicts job performance. Discusses the advantages and drawbacks of each technique and guidelines for the most appropriate application in each case.
Опубликовано на портале: 09-01-2003Barbara R. Lewis Marketing Intelligence & Planning. 1989. Vol. 7. No. 5.
The quality of service and customer care in the context of the marketing of services are considered. The focus on the distinguishing characteristics of services, definitions of service quality and the use of consumer research assessing expectations of and satisfaction with service quality - providing examples from a variety of organisations. Particular attention is given to the interpersonal interactions between contact personnel in service companies and customers, and the need for internal marketing, a consumer orientation, and the consequent provision of customer care, with reference to a number of examples in the tourism and finance service sectors.
Corporate intelligence and transformational marketing in the age of the Internet (Корпоративный интеллект и трансформационный маркетинг в эпоху Интернета) [статья]
Опубликовано на портале: 09-01-2003Peter R.J. Trim Marketing Intelligence & Planning. 2002. Vol. 20. No. 5. P. 259 - 268.
Strategic marketing has established itself as a separate body of marketing knowledge and forced marketing strategists to think more deeply about establishing long-term working relationships that are external to the organization. Relationship marketing has evolved and is playing an integral part in the formation of partnership arrangements in an era characterized by networks and technology utilization. The Internet represents an emerging vehicle for business transactions and is set to provide unique opportunities. Developing a mindset which takes into account the importance of strategic marketing, the necessity for relationship marketing and the interactivity offered by technology, are of interest to marketers who are employed within a strategic capacity. In view of this, senior marketing personnel need to pay attention to the areas of corporate intelligence and transformational marketing, if, that is, the organization is to develop a sustainable competitive advantage in a fast moving, complex and increasingly unpredictable world. It also means that senior management need to think in terms of establishing a number of distinct groups within the organization.
Developing a Leadership-Rich Culture: The Missing Link to Creating a Market-Focused Organization (Развитие лидерской культуры: потерянная связь с созданием организаций, ориентированных на рынок) [статья]
Опубликовано на портале: 09-01-2003William B. Locander Journal of Market-Focused Management. 2002. No. 2. P. 149-163.
Much has been written about the need for organizations to be more market-focused. Authors have addressed a myriad of constructs which promote the realization of the marketing concept. This article examines leadership and its development in the context of creating a market-focused organization. It links the areas of leadership development, leadership skills, and internal customer culture to the strategy development process. The emphasis in a leadership-rich culture is on the relationships between leaders, followers, and customers. This idea parallels existing thought in the relationship marketing literature touting the benefits of relationships in buyer-seller partnerships and network structures. In addition, this article offers a leadership deployment process to create a market-focused organization from top to bottom.
Stress Interventions with Trade Unions (Стрессовые вмешательства в отношениях с профсоюзами) [статья]
Опубликовано на портале: 09-01-2003Vanja Orlans Personnel Review. 1991. Vol. 20. No. 2.
The focus is on the planning and implementation of stress interventions within trade union organisations in the UK. Case material from two trade union projects is presented, together with an overview of some of the key areas of potential stress in such organisational settings. In addition, an approach to stress diagnosis and management is outlined which does not separate the individual from the organisation in an artificial way. The emphasis is rather on the interactive processes which underpin individual and organisational existence. This theoretical stance has a number of implications for intervention strategies, and these are also outlined. A review of some of the key points which are relevant to the planning of stress interventions in the organisational setting is presented in conclusion.
Perceptions of Organizational Culture and Women's Advancement in Organizations: A Cross-Cultural Examination (Представления об организационной культуре и служебном положении женщины в организациях: кросс-кульрурное исследование) [статья]
Опубликовано на портале: 09-01-2003Linda M. Bajdo Sex Roles. 2001. No. 5-6. P. 399-414.
This study is a cross-cultural examination of the relationship between organizational culture and women's advancement to management in organizations. The source of data for this study was the Global Leadership and Organizational Behavior Effectiveness Research Project, a cross-cultural study of societal culture, organizational culture, and leadership. The results of this study indicate that aspects of organizational culture typically associated with women are related to women's progress. In organizations in which organization members reported shared values of high humane orientation and high gender equity, organization members also reported high percentages of women in management relative to other organizations in their society. In addition, organizational cultural practices that emphasized high humane orientation, high gender equity, high performance orientation, and low power distance were also related to reports of high percentages of women in management relative to societal norms. Results of regression analysis predicting the percentage of women in management from the dimensions of organizational culture indicated that gender equity practices and values emphasizing humane orientation contributed significantly to the prediction of the percentage of women in management. Organizational cultural practices related to gender equity were found to be the most important predictor of the percentage of women in management. This study adds to the literature on women's progress in organizations by further extending the focus from individual and structural characteristics to characteristics of organizational culture. The findings suggest that change agents focused on increasing opportunities for women in management should attend to organizational culture, particularly aspects of culture related to gender equity practices.
Management Skills and Knowledge: A Case Example from the Construction Industry (Управленческие навыки и знания: случай из строительной отрасли промышленности) [статья]
Опубликовано на портале: 09-01-2003Barbara A. Young Leadership and Organization Development Journal. 1989. Vol. 10. No. 6.
Construction managers' perceived importance regarding their present and future skills and knowledge are presented. It is demonstrated that there is overall agreement among junior, middle and senior managers as to their skills and knowledge needs, now and for the future. Skills and knowledge in organisation, human relations, communication, personnel management and operational planning are most important in the practice of construction management. Few changes are anticipated in the 1990s which will significantly alter the role of the construction manager. As international markets deregulate post-1992, communication and computer technology will become increasingly important. It is recommended that educationalists respond to the needs of construction managers by providing courses that reflect current and future trends.
Is job insecurity changing the psychological contract? (Изменяет ли небезопасность работы психологический контракт?) [статья]
Опубликовано на портале: 09-01-2003Janet Smithson, Susan Lewis Personnel Review. 2000. Vol. 29. No. 6. P. 680 - 702.
The paper examines young adults' perspectives on and experiences of job insecurity, including both objective insecurity and perceived uncertainty, as they emerged in a series of focus groups and interviews. It discusses young adults' changing notions of security and career, effects of insecurity and uncertainty on planning future work and non work lives for people with different levels of occupational skills and qualifications, the gendered effects of insecurity and the impact of insecure employment on attitudes to employers. The impact of perceptions and experiences of job insecurity on young men and women's expectations of work are considered in terms of a changing psychological contract.
Management industrial relations policy in highly unionised companies in Britain (Управление политикой деловых отношений между тесно связанными компаниями в Англии) [статья]
Опубликовано на портале: 09-01-2003Martyn Wright Personnel Review. 2000. Vol. 29. No. 5. P. 543 - 564.
Management industrial relations policy and management style are examined in a panel of 50 highly unionised companies between 1979 and 1991. Management policy in panel firms in 1979 was relatively uniform, centred upon collective bargaining and the closed shop. A much broader spectrum of policies was evident in 1991, although collective bargaining was retained as part of the policy-making framework in the large majority of companies. A minority of firms had either a strategic planning or financial control management style, which may be associated with tighter regulation of industrial relations. The majority had a strategic control style, the effects of which were more ambiguous.