The Role of Organization in Shaping the Technological Capabilities of Firms: An Examination of the Continuous Improvement Firm

1998 ◽  
pp. 35-51
Author(s):  
Stella S. Schramm
Keyword(s):  
Continuous Improvement ◽  
Technological Capabilities

ANALYSIS OF THE ROLE OF THE ECONOMIST IN PUBLIC HEALTH

Vestnik ◽  
2021 ◽  
pp. 313-316
Author(s):  
И.Г. Турсумбай ◽  
Л.К. Кошербаева
Keyword(s):  
Public Health ◽  
Health Care ◽  
Comparative Analysis ◽  
Health Economics ◽  
Continuous Improvement ◽  
Health Care Workers ◽  
Economic Situation ◽  
Care Workers

Одним из последствий осуществления медицинской деятельности в разнообразных хозяйственных формах является изменение экономического положения работников здравоохранения. От количества и качества их труда зависит экономический результат деятельности лечебно-профилактических учреждений (ЛПУ) в целом. В статье приводится сравнительный анализ занимающихся подготовкой экономистов в области здравоохранения по различным критериям. Подчеркивается необходимость непрерывного совершенствования подготовки управленческих кадров в области экономики здравоохранения в современных условиях развития общества. One of the consequences of the implementation of medical activities in various economic forms is a change in the economic situation of health care workers. The number and quality of their work depends on the economic result of the activities of medical and preventive institutions (LPU) as a whole. The article presents a comparative analysis of the health economists who are engaged in training according to various criteria. The necessity of continuous improvement of training of managerial personnel in the field of health economics in the modern conditions of society development is emphasized.

Evaluation for management and development

2006 ◽  
Vol 6 (1) ◽  
pp. 13-26 ◽  
Author(s):  
Jeff Bost
Keyword(s):  
Papua New Guinea ◽  
Continuous Improvement ◽  
Monitoring And Evaluation ◽  
Program Logic ◽  
Front End ◽  
Management And Development ◽  
Donor Agency ◽  
Recipient Government ◽  
Further Development

This article examines an evaluation currently being undertaken in Papua New Guinea. The evaluation is designed to assist an organisation (comprising a donor agency, a recipient government department and a managing contractor) with the management and further development of an aid program set in the education sector. The challenge facing the organisation has been how to devise and implement a comprehensive managerial approach that will enable improvement of the existing program, the subsequent design of a new program and, at the same time, support a third objective of creating an ongoing culture of evaluation. In responding to that challenge the organisation has committed to the use of structured evaluation processes. Specifi cally, it has decided to implement a range of ‘front end’ evaluative approaches-developmental, evaluability assessment and program logic-drawn from the interactive and clarifi cative forms presented in Owen's (1999) conceptual framework. The article outlines the interventions that have been undertaken and assesses progress to date. Examples of completed activities are outlined and some innovative monitoring evaluative tools are introduced, such as the ‘capacity scale’ and the monitoring and evaluation (M&E) template. The paper concludes with some thoughts on the role of evaluation for management and development for achieving continuous improvement.

The relationship between cost leadership competitive strategy and firm performance

2019 ◽  
Vol 30 (6) ◽  
pp. 920-936 ◽  
Author(s):  
Manjeet Kharub ◽  
Rahul S. Mor ◽  
Rajiv Sharma
Keyword(s):  
Strategic Management ◽  
Developing Country ◽  
Continuous Improvement ◽  
Successful Implementation ◽  
Content Type ◽  
Cost Leadership ◽  
Mediating Role ◽  
Study Results ◽  
The Relationship

Purpose The purpose of this paper is to examine the cost leadership competitive strategy’s (CLCS) impact on firm performances and the mediating role of quality management (QM) practices in the context of micro, small and medium enterprises (MSMEs). Design/methodology/approach A structures questionnaire data collected from 245 ISO 9000 certified MSMEs in India (65.1 per cent of response rate) have been utilised to understand the CLCS’s impact on firm performances. In the first step, the data adequacy tests were performed to check the reliability and validity of the questionnaire and survey data. After that, the partial mediating model (direct, indirect and total effect) along with structural equation modelling approach was employed to test the research hypotheses. Findings The study results revealed that no direct relationship exists between the CLCS and firm performances (0.12<β<0.13; p>0.05); however, QM practices entirely mediated their relationship (β=0.73, p<0.01). Among eight model parameters, with highest total effects on product quality improvement (β=0.6264) and process improvement (β=0.6028), the continuous improvement secured the rank 1, followed by information and analysis (β=0.2334) and supplier management (0.1839), respectively, at p<0.05. Based on the empirical results, it can be concluded that the continuous improvement via proper information and data analysis is the key to achieve CLCS’s goal in the MSMEs. Research limitations/implications The study results’ generalisation towards the large organisations is limited. The survey result findings applicability to other developing countries should also be treated with caution because the Indian Government subsidised the MSMEs selected for this study. The study results will help managers in implementing CLCS at the organisational level. The successful implementation will facilitate a competitive advantage in the local market and will motivate them to think globally. Originality/value The research observation and findings are expected to contribute to the strategic management in manufacturing industries. The study also confirms the existence of strategic management in MSMEs in a developing country. Furthermore, the major contribution is to understand the mediating role of QM practices, especially continuous improvement effect on the relationship between CLCS and firm performances in a developing country. The results indicated that the CLCS is only possible when the managers in the manufacturing sectors emphasis on the QM practices in their firms.

Key middle manager trustworthy behaviours that enhance operator participation in continuous improvement systems

2020 ◽  
Vol 12 (3) ◽  
pp. 229-245
Author(s):  
Alvaro Lleo ◽  
Elisabeth Viles ◽  
Daniel Jurburg ◽  
Javier Santos
Keyword(s):  
Continuous Improvement ◽  
Middle Managers ◽  
Team Building ◽  
Training And Development ◽  
Middle Manager ◽  
Content Type ◽  
Managerial Competencies ◽  
Industrial Management ◽  
Points Of View

Purpose This paper aims to identify key middle manager trustworthy behaviours that encourage employees’ participation in continuous improvement activities in industrial contexts. Design/methodology/approach The list of behaviours has been developed in two different phases. First, the authors conducted two concept mappings with operators and middle managers and, subsequently, the authors combined and integrated both points of view. Second, the authors developed an expert panel with researchers, consultants and experienced practitioners of industrial management for debugging and reducing the results, presenting the final list of behaviours. Findings This work presents 55 different middle manager trustworthy behaviours divided into four different categories: human qualities; training and development; technical and managerial competencies; and team building. Research limitations/implications This paper contributes to existing literature about sustainable continuous improvement systems highlighting the role of middle managers and proposes a set of specific middle manager trustworthy behaviours for increasing supervisors’ influence on operator participation. Originality/value After extracting the knowledge of different stakeholders, the list of behaviours identified can serve as a useful tool for recruiting, training, evaluating and developing a supervisors’ managerial style that enhances operator participation in continuous improvement activities.

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