Enabling Sensemaking and Trust in Communities: An Organizational Perspective

2021 ◽  
Author(s):  
Sijo Arakkal Peious ◽  
Shweta Suran ◽  
Vishwajeet Pattanaik ◽  
Dirk Draheim
Keyword(s):  
Organizational Perspective

E-Government : an exploratory study of online government procurement

2008 ◽  
Vol 5 (2) ◽  
pp. 15
Author(s):  
Maniam Kaliannan
Keyword(s):  
Public Sector ◽  
Empirical Investigation ◽  
Government Procurement ◽  
Management Tool ◽  
Government Service ◽  
The Public ◽  
Organizational Perspective ◽  
Effective Manner ◽  
The Government ◽  
Government Level

The quest to improve the government service delivery is becoming an important agenda for most governments. The introduction oflCT in the public sector especially E-Government initiatives opens up a new chapter in the government administration throughout the world. Governments have deployed ICT to serve their citizens in an efficient and effective manner. This paper presents an empirical investigation of Malaysian government's e-Procurement initiative (locally known as e-Perolehan). The aim of the paper is to examine factors that influence the current and future use of the system within the supplier community. These factors are grouped in three perspectives, (i) organizational perspective; (ii) technological perspective; and (Hi) environmental perspective. The general consensus amongst both the buyer and seller communities is that e-procurement will become an important management tool to enhance the performance of supply chain especially in the public sector. However, before this occurs, the findings suggest that several issues must be addressed by the relevant authorities in light of the three perspectives as mentioned above, to improve the procurement process at the federal government level.

scholarly journals HR Managers’ Emotions in Strategic Decision-Making Events: Evidence from Croatia

2021 ◽  
Vol 13 (2) ◽  
pp. 845
Author(s):  
Marli Gonan Božac ◽  
Katarina Kostelić
Keyword(s):  
Decision Making ◽  
Problem Solving ◽  
Strategic Planning ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Personal Perspective ◽  
Human Resource Managers ◽  
Organizational Perspective ◽  
Hr Managers ◽  
Experienced Emotion

The inclusion of emotions in the strategic decision-making research is long overdue. This paper deals with the emotions that human resource managers experience when they participate in a strategic problem-solving event or a strategic planning event. We examine the patterns in the intensity of experienced emotions with regard to event appraisal (from a personal perspective and the organization’s perspective), job satisfaction, and coexistence of emotions. The results reveal that enthusiasm is the most intensely experienced emotion for positively appraised strategic decision-making events, while frustration is the most intensely experienced emotion for negatively appraised problem-solving events, as is disappointment for strategic planning. The distinction between a personal and organizational perspective of the event appraisal reveals differences in experienced emotions, and the intensity of experienced anger is the best indicator of the difference in the event appraisals from the personal and organizational perspective. Both events reveal the variety of involved emotions and the coexistence of—not just various emotions, but also emotions of different dominant valence. The findings indicate that a strategic problem-solving event triggers greater emotional turmoil than a strategic planning event. The paper also discusses theoretical and practical implications.

scholarly journals Cultivating the Ethical Repertoires of Behavior Analysts: Prevention of Common Violations

2021 ◽  
Author(s):  
Lisa N. Britton ◽  
Amy A. Crye ◽  
Linda K. Haymes
Keyword(s):  
Behavior Analyst ◽  
Ethical Culture ◽  
Behavior Analyst Certification Board ◽  
Ethical Violations ◽  
Supervision Process ◽  
Organizational Perspective ◽  
Behavior Analysts ◽  
And Performance ◽  
Supervision And Training ◽  
And Training

AbstractViolations of the Professional and Ethical Compliance Code for Behavior Analysts occur despite coursework, supervision, and training. In this discussion, we highlight the most common violation categories identified: (a) improper or inadequate supervision/delegation, (b) failure to report/respond to the Behavior Analyst Certification Board (BACB) as required, and (c) professionalism/integrity. The specific areas addressed under supervision/delegation involve behavior analysts’ standards and performance as supervisors, as well as compliance with coursework. For failure to report, the focus is on responding, reporting, and providing updated information to the BACB in a timely manner. Finally, the section on professionalism and integrity addresses multiple code elements, including integrity, professionalism, and scientific relationships, as well as methods for promoting an ethical culture and decisions involving ethical violations by others. Importantly, we provide guidance on the structure and organization of supervision, methods and guidelines regarding reporting, and rubrics to shape and evaluate professionalism and integrity. We provide recommendations for the supervision process and for practitioners from the organizational perspective so that the organization supports and promotes an ethical culture.

scholarly journals Rediscovering the Cooperative Enterprise: A Systematic Review of Current Topics and Avenues for Future Research

2021 ◽  
Author(s):  
Andres Felipe Camargo Benavides ◽  
Michel Ehrenhard
Keyword(s):  
Social Impact ◽  
Social Issues ◽  
Social Enterprises ◽  
Future Research ◽  
Generation Process ◽  
Managerial Practices ◽  
Organizational Perspective ◽  
Multilevel Studies ◽  
Cooperative Enterprise ◽  
Organizational Literature

AbstractFor decades, the cooperative enterprise (CE) produces market goods and/or provides services in the interest to its members, such as communities, customers, and suppliers. The upsurge of interest in social enterprises, and their balancing of social and economic interests, has also led to a renewed interest in CEs, often seen as a specific type of social enterprise. However, from an organizational perspective, this renewed interest has been both limited and scattered over a variety of fields. In this paper, we systematically review papers on CE in the mainstream organizational literature, defined as literature in the fields of economics, business, management and sociology. Our review integrates and synthesizes the current topics in the mainstream organizational literature and provides a number of avenues for future research. In addition, we compare our findings in the organizational literature to the social issues literature as these appeared to be quite complimentary. We found multilevel studies, determination of social impact—in particular measurable impact, managerial practices for sustainable (organisational) development, and the entrepreneurial opportunity generation process as the four key avenues for future research.

Volunteering in older age: an organizational perspective

2012 ◽  
Vol 33 (6) ◽  
pp. 685-703 ◽  
Author(s):  
Andrea Principi ◽  
Robert Lindley ◽  
Jolanta Perek‐Bialas ◽  
Konrad Turek
Keyword(s):  
Older Age ◽  
Organizational Perspective

Women in Power? Examining Gender and Promotion in Policing Through an Organizational Perspective

2021 ◽  
pp. 155708512110617
Author(s):  
Kellie D. Alexander ◽  
Jeffrey S. Nowacki
Keyword(s):  
Organizational Structure ◽  
Communication Skills ◽  
Leadership Positions ◽  
Organizational Perspective ◽  
Police Agencies ◽  
Department Size

Women bring important strengths to the field of policing, such as communication skills, the ability to lead teams, as well as the ability to coach and nurture subordinates. Despite these contributions, the rate of women entering policing has stagnated in recent years, and the percentage of women in supervisory, command, and leadership positions remains low. To explain this, we use an organizational structure perspective to explore how characteristics of police agencies (e.g., department size, officer demographics, and formalization) may influence the promotion of women to leadership positions. We make suggestions regarding hiring and retention and provide recommendations for further research.

Providing Effective Transitional Programming to Individuals with Autism

1995 ◽  
Vol 21 (1) ◽  
pp. 36-52 ◽  
Author(s):  
Stephen C. Luce ◽  
Kathleen Dyer
Keyword(s):  
Developmental Disabilities ◽  
Implementation Strategies ◽  
Treatment Center ◽  
Comprehensive Treatment ◽  
Transition Programming ◽  
Organizational Perspective ◽  
Professional Perspective ◽  
Legal Mandates ◽  
Wide Scale ◽  
Natural Settings

Legal mandates, widely postulated professional perspective, and improved teaching techniques have strongly influenced the kind of care provided individuals with significant developmental disabilities such as autism. Children and adults who would have been separated from their families and peers two decades ago are now expected to live in natural settings identical to the settings in which other members of their families live. The conversion of services to correspond with the ever increasing lifestyle expectations for persons with developmental disabilities is described from an organizational perspective with reference to serving these individuals in special education classrooms, residential settings, or other human service settings. Systems we have found effective in moving individuals through a continuum of services are described. Specific examples of implementation strategies in a large comprehensive treatment center for individuals with developmental and neurological disabilities are provided. An example of a wide-scale conversion of an agency that resulted in more progressive transition programming is discussed.

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