A Study on Asan Jeong Ju-Yeong's ‘I-We' Management Philosophy models: -Harmony between Confucius Spirit and Corporate Management

2015 ◽  
Vol 59 ◽  
pp. 145
Author(s):  
SangU Gwon
Keyword(s):  
Corporate Management ◽  
Management Philosophy

scholarly journals METHODOLOGICAL PRINCIPLES OF MANAGEMENT PHILOSOPHY

2021 ◽  
Vol 06 (04(01)) ◽  
pp. 78-84
Author(s):  
Olha Moskaieva Olha Moskaieva
Keyword(s):  
Cutting Edge ◽  
Corporate Management ◽  
Management Philosophy ◽  
Comprehensive Examination ◽  
Methodological Approaches ◽  
Methodological Principles

The article is dedicated to the comprehensive examination and analysis of basic methodological approaches to management. So, the functioning of management philosophy should update methodological tools due to the cutting-edge constructive methodology fruitfully applied in the context of contemporary solutions by scientific authors engaged in the management sector. The article aims to generalize conceptual provisions for the philosophical methodological apparatus in management and determine modern scientific approaches to management philosophy. It reveals the concept of a project-based approach in management philosophy as well as characterizes the content of transforming a quantitative kind of information (mathematically logical constructions) into the qualitative setting of goals, purpose, mission and philosophy of corporate management. Keywords: management philosophy, constructive methodology, methodological approaches, project, information trends in management, etc.

scholarly journals Organizational change: a transition model

2020 ◽  
Vol 9 (6) ◽  
pp. e22963464
Author(s):  
Athos Carlos Silva
Keyword(s):  
Success Factors ◽  
Strategic Change ◽  
Corporate Management ◽  
Transition Model ◽  
Management Process ◽  
Organizational Changes ◽  
Management Philosophy ◽  
Business Units ◽  
Critical Success ◽  
Initial Objective

The article continues the development of the literature on the Strategic Business Units (SBU). In order to fill in the gaps on that subject, an explanatory research was carried out on the theme in the context of Organizational Changes (OC); developing a model that was initially dedicated to guiding traditional organizations that aspire to adopt the SBU-based corporate management philosophy. In order to make the tool robust, during its creation, several studies related to strategic changes in organizations were studied, as well as frequent errors in the management process of these changes and critical success factors that help in the absorption and subsequent solidification of the transformations proposed by the leadership business. Such issues were so carefully considered in the definition and organization of the stages of the model, that it provided the creation of a tool that goes beyond its initial objective - that is - to assist companies that demand to adopt the philosophy by Business Units, giving shape to a pattern that may be used to enable any type of strategic change in organizations: the DP-ACS.

scholarly journals The Strategic Role of the Corporate Social Responsibility and Circular Economy in the Cosmetic Industry

2020 ◽  
Vol 12 (12) ◽  
pp. 5120
Author(s):  
Simona Fortunati ◽  
Laura Martiniello ◽  
Donato Morea
Keyword(s):  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Circular Economy ◽  
Corporate Management ◽  
Management Philosophy ◽  
Managerial Practices ◽  
Csr Strategies ◽  
Circular Model ◽  
Strategic Role ◽  
Corporate Social

In the literature, circular economy (CE) and corporate social responsibility (CSR) are increasingly interconnected concepts. Turon at al. (2016) consider CE the guidelines of conduct for designing and developing good CSR strategies. In particular, the corporate management philosophy needs to be translated into mandatory CSR reports that better frames circular economy objectives by identifying and communicating actions to achieve sustainable development goals. The purpose of this paper is to explore a number of CSR reports in order to understand if cosmetic multinationals’ (MNC) nonfinancial reporting is focused on the concept of circular economy and if CSR reports ensure an adequate level of disclosure to circular strategies. Moreover, the paper highlights the advantages that arise by converging the concepts of CSR and CE. The originality of this paper lies on providing evidence on “how” MNC are implementing a circular model. This paper contributes to our understanding on the relation between CSR and CE; it assesses the state of the art of circular strategies in MNC and proposes a consolidation of the concept of CE in terms of sustainable strategic and managerial practices communicated to the market by CSR reports. Moreover, it brings MNC to a better understanding of the ways to communicate their new circular business model. The analysis reveals a good level of attention by MNC to circularity in drafting their CSR reports that in many cases are able to describe objectives and actions that embrace multiple dimensions.

Chief Resource Management Officer

2013 ◽  
Vol 3 (2) ◽  
pp. 144-150
Author(s):  
Ellen Mueller
Keyword(s):  
Resource Management ◽  
Corporate Management ◽  
Time Value ◽  
Asking Questions

This series of videos, Chief Resource Management Officer, decontextualizes and amplifies mundane tasks and actions, exposing an inherent absurdity and dry humor. Conceptually and visually, I engage themes of corporate management structures, cult dynamics, and Sisyphean tasks. Within this work, I am primarily interested in developing situations that disrupt familiar social and political hierarchies. Utilizing recognizable apparel and gestures, I playfully occupy the threshold of absurdity while asking questions about time, value, routines, and the monetization of work and/or presence.

BİLGİ YÖNETİMİ UYGULAMALARI KAPSAMINDA İNSAN KAYNAKLARI YÖNETİMİNDE MEYDANA GELEN DEĞİŞİMLER

2013 ◽  
Vol 1 (1) ◽  
pp. 83
Author(s):  
Ozan Büyükyılmaz
Keyword(s):  
Knowledge Management ◽  
Human Resources ◽  
Performance Management ◽  
Management Practices ◽  
Human Resources Management ◽  
Management Strategies ◽  
Resources Management ◽  
Management Philosophy ◽  
Management Processes

The development and expansion of knowledge management as an important management philosophy has a significant impact on human resources management as well as on organization as a whole. In this context, knowledge management processes have been used as a strategic tool within human resources management.Therefore, functions of human resources management must adapt itself to this change. The purpose of this study is to determine the role of human resources management in the management of knowledge and to reveal the effects of knowledge management practices on the functions of human resources byexamining the relationship between human resources and knowledge management. In this context, a theoretical investigation was conducted. It has been determined that significant changes occurred on the functions of human resources management such as selection and recruitment, performance management, remuneration and reward, training and development within the framework of the knowledge management strategies.

An impact of corporate management on the capital structure of Russian companies

2017 ◽  
Vol 23 (35) ◽  
pp. 2076-2087 ◽  
Author(s):  
E.A. Fedorova ◽  
◽  
T.M. Denisova ◽  
I.V. Lukashenko ◽  
◽  
...  
Keyword(s):  
Capital Structure ◽  
Corporate Management ◽  
The Capital Structure

Specifics of strategic financial planning of enterprise activity in the digital economy

2020 ◽  
Vol 26 (3) ◽  
pp. 499-507
Author(s):  
P.A. Levchaev ◽  
B. Khezazna
Keyword(s):  
Strategic Planning ◽  
Financial Planning ◽  
Financial Management ◽  
Digital Economy ◽  
Economic Life ◽  
Corporate Management ◽  
Economic Relations ◽  
Digital Era ◽  
Analysis And Synthesis ◽  
Corporate Management System

Subject. The article investigates the specifics of strategic financial planning of enterprise operations in conditions of digitalization processes, as well as the introduction of advanced technologies in all spheres of social and economic life. It determines unique opportunities for company development in the international market. Objectives. The study aims at reviewing a set of economic relations and problems emerging in the process of strategic financial planning of enterprise performance in the digital economy, and developing recommendations to improve the financial strategic planning of economic entities. Methods. We employ methods of economic analysis and synthesis, and comparison. The paper rests on works by academic economists on the problems of finance, financial management, and planning. Results. We investigated the most important features and problems of strategic financial planning of enterprises in the digital economy, and how the digital era increases the level of competition of participants for economic dominance. Identified features of financial strategic planning of the corporation's activities in the digital economy are recommended for use in the corporate management system of an industrial enterprise. Conclusions. Improving the strategic management process is a stage of transformations in the digital economy. Enterprises create new priorities through using management models. At the same time, the role of fixed assets is reduced, and intangible assets and information accelerate the business. The effectiveness of company operations is often determined by the availability of accurate and timely information that reflects the necessary aspects of financial and economic practice.

Incidence of Stakeholders in the corporate social responsibility of micro, small and medium-sized enterprises of Santa Marta

2018 ◽  
Vol 34 (62) ◽  
pp. 3-19
Author(s):  
Guillen León ◽  
Sergio Afcha
Keyword(s):  
Factor Analysis ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Value Chain ◽  
Training Programs ◽  
Small And Medium Enterprises ◽  
Corporate Management ◽  
Medium Enterprises ◽  
Corporate Social ◽  
The City

This article analyses the perception and application of corporate social responsibility (CSR) practices in a sample of 499 micro, small and medium enterprises (MSMEs) in the city of Santa Marta (Colombia) following the theory of Stakeholders. Specifically, the interdependence technique of exploratory factor analysis was used to determine the most influential Stakeholders in the execution of CSR practices. It was found that Stakeholders related to the value chain, the environment and corporate management favour social responsibility actions in local MSMEs. In contrast, community and government have less influence on the development of social responsibility practices in MSMEs. Additionally, it was found that the size of the business acts as an important moderator of the development of the CSR. Given that there is a distinctive influence of Stakeholders in the development of responsible practices in the MSMEs of Santa Marta, it is suggested that comprehensive training programs on social responsibility be promoted in smaller companies.

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