Всего публикаций в данном разделе: 1104
Turning the Wheel of Quality Improvement - Continuously (Поворот в сторону непрерывного улучшения качества) [статья]
Опубликовано на портале: 09-01-2003David Ballantyne International Journal of Bank Marketing. 1995. Vol. 8.
In the drive for total quality, the interdependence of staff motivation, performance measurement, and rewards will be stressed. Turning the wheel of quality improvement - continuously - involves designing a good fit for these elements within the change processes and, more, reassessing the historic role of managers in the planning, organising and controlling processes.
Organizational learning in a high-tech environment: from theory to practice (Организационное обучение в высокотехнологичной среде: от теории к практике) [статья]
Опубликовано на портале: 09-01-2003Atul Gupta Industrial Management & Data Systems. 2001. No. 9. P. 502-507.
Organization learning has assumed a major role in modern management as a tool for coping with change and uncertainty. Organizations must adapt to shifting demands in an environment where chaos is common. The organizations which can make such changes and thrive are those which embrace the philosophy of organizational learning. This paper is an attempt to assess the application of organization learning concepts using a real organization.
Downsizing, delayering - but where's the commitment?: The development of a diagnostic tool to help manage survivors (Сокращение, уменьшение числа уровней управления - но где же ответственность? Развитие диагностических инструментов в помощь оставшимся сотрудникам) [статья]
Опубликовано на портале: 09-01-2003Adrian Thornhill, Mark N.K. Saunders Personnel Review. 1997. Vol. 26. No. 1. P. 81 - 98.
Considers the pursuit of high quality, flexibility and employee commitment alongside significant downsizing and delayering initiatives. Examines the impact on surviving employees in downsized and delayered organizations. Proposes that organizations need to be more mindful than they have been in the past of survivor responses and issues. Contends that the espoused aim of many organizations to achieve employee commitment may be dependent largely on the degree of success with which organizations overcome survivor responses which are negatively oriented towards them. Explores the scope for organizational action to address issues which the workforce believes are important, suggesting that this should help organizations to engender positive survivor responses and organizational commitment. Reports how findings from qualitative research have been used to develop a diagnostic tool to help organizations assess their own ability to manage these factors and to influence survivor commitment. Discusses the use and validity of this tool. Concludes by emphasizing the need for organizations to be aware of and to respond to these issues and their effects. Highlights the importance of developing the strategy to rebuild survivors' commitment over a longer term.
Managers' perceptions of strategic HR change (Восприятие менеджерами изменений в стратегическом управлении человеческими ресурсами) [статья]
Опубликовано на портале: 09-01-2003Denise Skinner, Christopher Mabey Personnel Review. 1997. Vol. 26. No. 6. P. 467 - 484.
Describes an ongoing research project investigating how human resource strategies are conceived, designed and implemented in organizations as perceived by the managers involved. Data has been gathered using questionnaires completed by 723 managers studying the Open University MBA, over a five-year period. The evidence shows most HR changes are organization wide and are intended to enhance organizational performance and support the achievement of primary business objectives. Whereas there is clear board level involvement at the initiation and planning stages, the responsibility for implementation is unclear. This absence of clarity, together with the citing of poor communications as the main reason for the failure of change initiatives, raises a number of questions about leadership, vision and direction, which are considered. The evaluation of the initiative is shown to be a difficult area, often involving inappropriate criteria and is perceived as having few links with the business strategy. From the perspective of their managers, it appears that organizations are still not effective in managing HR change and continue to make the same mistakes, despite the theories and prescription available in the literature.
Опубликовано на портале: 09-01-2003Alison Fuller, Murray Saunders Personnel Review. 2002. Vol. 19. No. 5.
This article identifies a central paradox in "open learning" - that in a commercial context its "openness", seen from instrumental and prescriptive perspectives, will be restricted. The authors suggest that the effective implementation of open learning in work organisations requires the kind of planning, co-ordination and structure which so reduces learner empowerment that "differentiated training" becomes a more appropriate term. The authors consider the practical implications of their findings.
The Role of Metaphors in (Re)producing Organizational Culture (Роль метафор в воспроизводстве организационной культуры) [статья]
Опубликовано на портале: 09-01-2003F.M. Basten Advances in Developing Human Resources. 2001. No. 3. P. 344-354.
To design effective organizational change interventions, HRD professionals must first understand the history and culture of the organization. They must also understand how existing paradigms influence how employees define problems and design solutions, and the difference between employees' espoused theories and theories-in-action. Can metaphors be used to analyze and describe cultures and to highlight employees' paradigms, espoused theories, and theories-in-action? This chapter answers this question and illustrates the application of metaphor in organizational change using the case study of a university business school.
How Do We Handle Emergency Information in Our Borough? (Как мы обращаемся с чрезвычайной информацией в нашем городе) [статья]
Опубликовано на портале: 09-01-2003Warren Payne Disaster Prevention and Management. 1994. Vol. 3. No. 1. P. 42 - 46.
Observes one local borough's handling of emergency information in cases of crisis. Looks at the organizational aspects and in particular to how specialized personnel can be brought into play - using a control centre and a liaison controller. Goes on to show how this would be used and the tasks of the principles involved.
'Continual Improvement' for Competitive Advantage (Непрерывное усовершенствование конкурентного преимущества) [статья]
Опубликовано на портале: 09-01-2003Michael Pettersson Industrial Management & Data Systems. 2002. Vol. 90. No. 1.
Continual improvement for competitive advantage is not the primary policy of organisations, either in theory or practice. A deductive rationale is presented for the emerging need to make "continual improvement for competitive advantage" the primary policy of any organisation. This is based on the inexorable acceleration of technical change and the Darwinian selective pressures of competition. Giving primacy to continual improvement naturally gives a different slant to company policies, strategies and objectives by subordinating them. Systematic continual improvement policy generates particular emphasis on people, planning, performance measures and procedures. Inductive study reaches similar conclusions but lacks the cogency of a rational framework. A continual improvement policy is a touchstone for the choice and use of planning and operational practices. A game plan for continual improvement is illustrated that integrates the planning, operation and evaluation of performance for the whole operation, its divisions and their personnel. The self-assessment questionnaire technique offers a quick insight into an organisation's preparedness for gaining competitive advantage through continual improvement.
Values development and learning organizations (Развитие ценностей и научающиеся организации) [статья]
Опубликовано на портале: 09-01-2003B.P. Hall Journal of Knowledge Management. 2001. No. 1. P. 19-32.
This article is about the creation of a learning organization, based on the collaboration over the last three years of two organizations: Values Technology and Wallenius-Wilhelmsen Lines. The intervention utilized and combined values measurement and business processes to create an empowered learning environment. In order to understand how the process worked, we will begin the article by an examination of what knowledge and values are about within the context of global trends. Finally, we will draw some conclusions about the creation of a learning organization, and the place of values and culture measurement for the post-millennium organization.
Organizational change, leadership and learning: culture as cognitive process (Организационные изменения, лидерство и обучение: культура как когнитивный процесс) [статья]
Опубликовано на портале: 09-01-2003Gabriele Lakomski International Journal of Educational Management. 2002. No. 2. P. 68-77.
Examines the claim that we need to change the organization's culture if we want to bring about organizational change. Concerns itself with the mainstream conception of (organizational) culture, especially in relation to what is called "the paradox of culture", its twin tendencies towards stability and variability. In the process, the role of the leader and organizational learning are reassessed in their purported causal interrelation. Develops the notion of culture as cognitive process based on recent research in both cultural anthropology and the new cognitive science.
Leading in the age of paradox: optimizing behavioral style, job fit and cultural cohesion Парадокс лидерства в возрасте: оптимизация стиля поведения, соответствие работе и культурное единство [статья]
Опубликовано на портале: 09-01-2003Charlotte D. Shelton Leadership and Organization Development Journal. 2002. No. 7. P. 372-379.
Organizations benefit from workforce diversity and also benefit from cultural cohesion. Individuals benefit from job/person fit. However, not only do individuals with diverse behavioral styles often have differing values and interests, they also tend to prefer different types of job assignments and work cultures. Thus, the simultaneous optimization of behavioral style diversity, job/person fit and cultural cohesion would seem to be impossible. This article explores this leadership dilemma and suggests that the skill of quantum thinking can be used to create quantum organizations where seemingly opposite conditions co-exist. Contemporary organizational development practices such as Future Search, Appreciative Inquiry and Dialogue provide concrete methodologies for embracing paradox and, thus, creating quantum organizations.
Putting people back into organizational learning (Возвращение к обучению людей в организации ) [статья]
Опубликовано на портале: 17-12-2002Robert F. Hurley Journal of Business and Industrial Marketing. 2002. No. 4. P. 270-281.
There is an overemphasis on an outside-in, macro-organizational view of learning and an under-emphasis on the inside-out view which recognizes that people are the main agents of learning and change. Attempts at building a learning organization should start with an understanding of how adults learn and develop rather than elaborate ideas about competitive strategy, market research and information dissemination. Adult learning theory tells us that people learn primarily by being encouraged to tackle challenges, experiment, fail and correct failures and reflect on their experiences. The challenge in building learning organizations is fighting the bureaucratization that often replaces experimentation with control and routine. This paper examines the literature on market orientation, organizational learning and adult learning theory to identify how individual level learning can be maximized as a mechanism for enhancing organizational learning. Recommendations are made to integrate these streams of research and offer suggestions for further research.
Опубликовано на портале: 13-12-2002J.I. Sanchez Group and Organization Management. 1999. Vol. 24. No. 4. P. 461 - 478.
Бенчмаркинг можно определить как постоянное измерение и исследование практики тех организаций, которые известны как лидеры практики (Bamberger & Fiegenbaum, 1996; Goldwasser, 1995). Авторы исходят из той мысли, что бенчмаркинг может оказать значительную поддержку в процессе вовлечения сотрудников организации в ее работу. Так, если исходить из определения компонентов программы высокой вовлеченности, предложенной Lawler (1986), а именно, горизонтальный и наклонный дизайн организации, который облегчает работнику доступ к информации; перекрестные функциональные подразделения, организованные вокруг продуктов и потребителей; вознаграждение, опирающееся на производительность, становится более ясной роль бенчмаркинга. Концептуальные представления были подтверждены эмпирическим исследованием. Так, опрос 107 менеджеров по работе с персоналом показал статистически значимое взаимодействие между практикой человеческих ресурсов, бенчмаркингом и продуктивностью.
Style of Management and Leadership [интернет ресурс]
Overview of Leadership in Organizations [интернет ресурс]
Опубликовано на портале: 08-12-2002Mandy Doyle Personnel Review. 2002. Vol. 31. No. 4. P. 465 - 481.
An increasing number of organisations are experiencing high velocity discontinuous change. To facilitate their adaptation and transformation, many are introducing more empowering structures and cultures. This has led them to disperse change agency to a more diverse "cast of characters" with implications for the way change agents are managed in the future. Draws on the findings of an ongoing empirical study into the experiences of those managers and employees with responsibility for implementing and managing change. Examines the way in which they are trained and developed to make the transition from change "novice" to change "expert". Identifies some of the psycho-social stresses and traumas associated with managing change. Explores the level of organisational support afforded to those who find that change responsibilities are now a significant part of their professional or operational role. Concludes with a discussion of the theoretical and practical implications facing those who have responsibility for "managing the change managers", with a particular focus on HR strategies and policies.
HRM in the knowledge-based economy: is there an afterlife? Возможно ли управление человеческими ресурсами в экономике, основанной на знании [статья]
Опубликовано на портале: 08-12-2002Mario Raich Journal of European Industrial Training. 2002. Vol. 26. No. 6. P. 269 - 273.
There is a clear shift in human resource management from a "service provider" to a "business partner"; however, the new requirements and needs can also be met by the line management or external parties. For this reason, the new development is at the same time an immense opportunity and a threat for the HR managers. We are convinced that the HR function in the future will be very different from that in the past. The companies that do not see this and do not act accordingly will have a serious problem with the core assets of the "new economy": the knowledge workers and the knowledge professionals.
Introduction: human resource management in Africa/ Введение: Управление человеческими ресурсами в Африке [статья]
Опубликовано на портале: 08-12-2002Ken Kamoche International Journal of Human resources management. 2002. Vol. 13. No. 7. P. 993 - 997.
This article introduces the special issue that seeks to spur the debate on the challenges of managing people in organizations in Africa. The debate on HRM in Africa has proceeded with tentative steps and now clearly needs to be located firmly within the international management context. It is not the purpose of this special issue to discover or develop an over-arching model of HRM. That has been attempted elsewhere. Our purpose is to bring together the various threads that characterize the on-going debate and hopefully move towards a more specific research agenda which captures the complexity of managing on the African continent. Some of these threads include the formulation of new perspectives on HR research, finding common ground with diverse disciplines and tackling enduring problems like ethnicity and discrimination.
The HR function in local and overseas firms: Evidence from the PricewaterhouseCoopers-Cranfield HR Project (1999)/Функции управления человеческими ресурсами в локальных и международных фирмах: данные из отчета фирмы ПрайсуотерхаусКуперс (1991) [статья]
Опубликовано на портале: 08-12-2002P. McGraw Asia Pacific Journal of Human Resources. 2002. Vol. 40. No. 2. P. 205 - 227.
Multinational companies (MNCs) employ a significant proportion of the Australian workforce and are influential in shaping local human resource management (HRM) practices. Notwithstanding this influence, there have been few studies of Australian HRM comparing local companies with MNCs. This study systematically compares the nature of the HRM function in local and overseas firms using data from the 1999 PricewaterhouseCoopers-Cranfield Project on HR in Australia. The study makes these comparisons against the backdrop of theoretical arguments for overseas companies to either adapt to the local HR environment or adopt HR practices from other parts of their overseas networks.The main conclusions are that while overseas companies as a group differ from locals in some important ways, particularly in having higher levels of representation on company boards and being more influential in overall decision on HR matters, in terms of formal HR policies the two groups are substantially similar. The main differences between the three main overseas groups are that UK companies report a lower level of influence and representation than their US or European counterparts.
Human Resource Management, Corporate Performance and Employee Wellbeing: Building the Worker into HRM. Управление человеческими ресурсами, корпоративная производительность и благополучие сотрудников [статья]
Опубликовано на портале: 08-12-2002David E. Guest Journal of Industrial Relations. 2002. Vol. 44. No. 3. P. 335 - 358.
Two main approaches to human resource management (HRM)are identified: one focusing on the organisational concern for the relationship between HRM and performance, the other mounting a critique of HRM. It is argued that both pay lip service to, but largely neglect worker reactions to HRM. The case is made for building the worker into the analysis of HRM, on the one hand,by incorporating worker attitudes and behaviour in the study of the HRMperformance relationship,and on the other, by paying serious attention to the association between HRM and workerrelated outcomes. Evidence is presented to suggest that worker attitudes and behaviour mediate the HRMperformance relationship and that certain HR practices are associated with higher work and life satisfaction. These practices include job design, direct participation and information provision that are associated with higher performance; but work satisfaction is also associated with equal opportunities, familyfriendly and antiharassment practices. It is suggested that a more workerfriendly HRM can best be applied in the context of a partnership or mutual gains framework.