Management: Practice Interventions

2013 ◽  
Author(s):  
Kristina Jaskyte
Keyword(s):  
Organizational Culture ◽  
Organizational Structure ◽  
Organizational Effectiveness ◽  
Leadership Practices ◽  
Stakeholder Management ◽  
Management Practice ◽  
Management Strategies ◽  
Worker Attitudes ◽  
Management Interventions

This entry reviews major intraorganizational and extraorganizational management strategies found in the prescriptive as well as empirically based literature that promote organizational effectiveness and responsiveness to clients. Obtaining support and stakeholder management constitute two major areas for extraorganizational practices. Among the most often discussed targets for intraorganizational management interventions are leadership practices, board practices, organizational culture, organizational structure, and worker attitudes.

scholarly journals People management rationales and organizational effectiveness

2014 ◽  
Vol 1 (2) ◽  
pp. 177-190 ◽  
Author(s):  
Sabina Siebert ◽  
Graeme Martin
Keyword(s):  
Organizational Effectiveness ◽  
Management Practice ◽  
Practical Implication ◽  
Organizational Trust ◽  
Management Strategies ◽  
Social Implications ◽  
Content Type ◽  
Trust Repair ◽  
The Social ◽  
Lack Of Control

Purpose –The purpose of this paper is to contribute to the debate over people management rationales and how they relate to organizational effectiveness. Design/methodology/approach – Drawing on the distinction between the “logic of consequences” and the “logic of appropriateness,” the paper explores one aspect of managing people – managers’ attempts to restore trust after an intra-organizational breach of trust. This is done on the basis of a systematic approach to a review of the literature on intra-organizational trust and organizational trust repair. Findings – The paper argues that in their trust repair efforts managers socially construct and enact a narrow business agenda for the firm, which is typically justified by a logic of consequences. Instead, the authors suggest that managers may be better advised to follow a logic of appropriateness in restoring trust among employees, which acknowledges the importance of context and managers’ lack of control over employees’ reactions to trust repair strategies. Practical implications – A key practical implication of the logic of appropriateness is that, in certain contexts, the most effective strategy for trust repair is inaction (rather than action), a strategy often neglected in people management practice. Social implications – The social implications of this paper highlight the social context in which people management strategies take place and the limitations of “one-size-fits-all” HRM prescriptions. Originality/value – The value of the paper is bringing a much neglected stream of research on the strengths of inaction as a positive strategy in organizational theory to current HRM scholars as a way of balancing the typical agentive approaches to HRM and intra-organizational trust repair.

Struktur Organisasi, Desain Kerja, Budaya Organisasi Dan Pengaruhnya Terhadap Produktivitas Karyawan Studi Kasus Pada PT. XX Di Jakarta

Liquidity ◽  
2018 ◽  
Vol 1 (2) ◽  
Author(s):  
Yanti Budiasih
Keyword(s):  
Organizational Culture ◽  
Regression Analysis ◽  
Linear Regression ◽  
Organizational Structure ◽  
Research Method ◽  
Linear Regression Analysis ◽  
Multiple Linear Regression Analysis ◽  
Job Design ◽  
Employee Productivity ◽  
Dominant Influence

The objectives of this study are to analyze changes in organizational structure, job design, organizational culture and its influence on employee productivity at PT. XX in Jakarta and to identify variables that have a dominant influence on the productivity of employees. The research method used is using multiple linear regression analysis. The results show that the all variables simultaneously and partially change the organizational structure, job design, and organizational culture has a significant impact on employee productivity at PT. XXin Jakarta.

scholarly journals Effectiveness of self-management interventions in inflammatory arthritis: a systematic review informing the 2021 EULAR recommendations for the implementation of self-management strategies in patients with inflammatory arthritis

RMD Open ◽  
2021 ◽  
Vol 7 (2) ◽  
pp. e001647
Author(s):  
Andréa Marques ◽  
Eduardo Santos ◽  
Elena Nikiphorou ◽  
Ailsa Bosworth ◽  
Loreto Carmona
Keyword(s):  
Systematic Review ◽  
Full Text ◽  
Inflammatory Arthritis ◽  
Data Extraction ◽  
Management Strategies ◽  
Psychosocial Interventions ◽  
Behavioural Therapy ◽  
Self Management ◽  
Cochrane Library ◽  
Management Interventions

ObjectiveTo perform a systematic review (SR) on the effectiveness of self-management interventions, in order to inform the European League Against Rheumatism Recommendations for its implementation in patients with inflammatory arthritis (IA).MethodsThe SR was conducted according to the Cochrane Handbook and included adults (≥18 years) with IA. The search strategy was run in Medline through PubMed, Embase, Cochrane Library, CINAHL Plus with Full Text, and PEDro. The assessment of risk of bias, data extraction and synthesis were performed by two reviewers independently. A narrative Summary of Findings was provided according to the Grading of Recommendations, Assessment, Development and Evaluation.ResultsFrom a total 1577 references, 57 were selected for a full-text review, and 32 studies fulfilled the inclusion criteria (19 randomised controlled trials (RCTs) and 13 SRs). The most studied self-management components were specific interactive disease education in ten RCTs, problem solving in nine RCTs, cognitive–behavioural therapy in eight RCTs, goal setting in six RCTs, patient education in five RCTs and response training in two RCTs. The most studied interventions were multicomponent or single exercise/physical activity in six SRs, psychosocial interventions in five SRs and education in two SRs. Overall, all these specific components and interventions of self-management have beneficial effects on IAs-related outcomes.ConclusionsThe findings confirm the beneficial effect of the self-management interventions in IA and the importance of their implementation. Further research should focus on the understanding that self-management is a complex intervention to allow the isolation of the effectiveness of its different components.

Authentic and ethical leadership during a crisis

2020 ◽  
pp. 084047042097305
Author(s):  
David Keselman ◽  
Marcy Saxe-Braithwaite
Keyword(s):  
Patient Outcomes ◽  
Organizational Effectiveness ◽  
Ethical Leadership ◽  
Leadership Practices ◽  
Ethical Behaviour ◽  
Unethical Behaviour ◽  
Healthcare Environment ◽  
Healing Relationships ◽  
Unethical Leadership ◽  
Human Caring

In today’s climate and environment, the conventional relationship between caring, economic, and leadership practices may no longer meet the needs of patients, clinicians, providers, or systems. It is asserted that in the current complicated and complex healthcare environment challenged by a multitude of issues, a shift toward human caring values and an ethic of authentic healing relationships is required, especially in light of the current COVID-19 pandemic. The costs of unethical behaviour can be even greater for followers. When we assume the benefits of leadership, we also assume ethical burdens. It is the assertion and experience of the authors that the triangle of ethics and ethical behaviour, followers, and patient’s outcomes is closely interrelated and affects each other in a very intimate and direct way. Unethical leadership may lead to follower disappointment and distrust, leading to lack of interest and commitment, consequently negatively impacting patient outcomes and organizational effectiveness.

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