An Analysis of Corporate Organizational Development Experience and its Implications for the Future of the Army's Organizational Effectiveness Program

1978 ◽  
Author(s):  
Donald W. Blascak ◽  
Ramon A. Nadal ◽  
Joseph H. Schwar
Keyword(s):  
Organizational Development ◽  
Organizational Effectiveness ◽  
Development Experience ◽  
The Future

Physical Training-Basic Component in the Training of the Future Officers

2020 ◽  
Vol 26 (2) ◽  
pp. 305-308
Author(s):  
Fabiana Martinescu-Bădălan
Keyword(s):  
Physical Training ◽  
Mental Effort ◽  
Basic Component ◽  
Self Confidence ◽  
Development Of Resistance ◽  
Development Experience ◽  
The Future ◽  
The Military

AbstractThis work is designed to challenge the maintenance of the highest standards of physical training required to perform armed tasks. It is desired to accumulate a development experience that will culminate with the set upof very well-trained leaders. The training of the military is based on physical training. It ensures the possibility and availability of the military to cope with combat missions, obligations in the military environment, ensures the maintenance and development of resistance to intense physical and mental effort, and develops self-confidence and teamwork. The physical training considers the fulfillment of some general objectives and of some specific objectives, absolutely necessary in the conditions of carrying out the combat actions.

scholarly journals Ideology in Vicarious Learning–Related Communication

2020 ◽  
Author(s):  
Juha-Antti Lamberg ◽  
Jukka Luoma
Keyword(s):  
Organizational Development ◽  
Economic Organization ◽  
Vicarious Learning ◽  
Historical Evidence ◽  
Organizational Improvement ◽  
The Future

Organizations often learn vicariously by observing what other organizations do. Our study examines vicarious learning–related communication through which individuals share their observations with other organizational members. Most students and members of present-day organizations would expect that this communication is driven by a prodevelopment logic—that communication serves the purpose of organizational improvement and competitiveness. Our unique historical evidence on learning-related communication over multiple decades shows that the subjective and collective attitude toward prodevelopment communication may be ideologically conditioned. Prodevelopment communication is the norm in capitalist organizations, but competing ideologies may emphasize other goals higher than organizational development. Consequently, increasing challenges to capitalism as the ideological basis of economic organization can have deep impacts on how organizations learn and produce innovations in the future.

The Missouri School for the Blind: A Model of Quality for School Improvement

2000 ◽  
Vol 94 (5) ◽  
pp. 261-266
Author(s):  
Yvonne Simmons Howze
Keyword(s):  
School Improvement ◽  
Organizational Effectiveness ◽  
Service Providers ◽  
Systemic Change ◽  
National Quality ◽  
Innovative Solutions ◽  
The Future ◽  
Quality Award ◽  
Malcolm Baldrige ◽  
National Quality Award

In their quest for excellence, educators have been using the criteria of the Malcolm Baldrige National Quality Award to create systemic change. This article describes the award and how the Missouri School for the Blind has been using it to measure its organizational effectiveness by focusing on the future, managing by fact, and creating innovative solutions to meet the needs of students, families, staff, and other service providers.

Organizational Development through Management Training

1978 ◽  
Vol 22 (1) ◽  
pp. 399-402
Author(s):  
T. O. Jacobs
Keyword(s):  
Organizational Performance ◽  
Organizational Development ◽  
Organizational Effectiveness ◽  
Management Training ◽  
Central Thesis ◽  
Third Person ◽  
Functional Context ◽  
Organizational Problems

The central thesis of this paper is that the maximum gains in organizational effectiveness through management training will be experienced when that training is provided in a functional context derived from operating problems of the organization itself. A corollary is that the training will be more effective when the examination of organizational problems or organizational performance is accomplished with the aid of a third-person consultant or referee in some form.

The Restructuring of Jobs for the Year 2000

1997 ◽  
Vol 26 (1) ◽  
pp. 43-59 ◽  
Author(s):  
Joseph B. Mosca
Keyword(s):  
Organizational Development ◽  
Human Dimension ◽  
The Future ◽  
Year 2000

Organizations and employees can plan on one certainty, “Change”. Change is one result of organizational development, and it will continue in the future. In the background of these factors are the corporation changes, and the human dimension which managers and society must contend with. As changes in the new direction of the corporation are planned, employees will have to plan their direction as well. The focus of this paper is on how jobs will be restructured in the year 2000. This restructuring of the workforce is a result of new organizational development and job changes. A discussion on the causes of these changes are followed by an illustration of what the restructured jobs will consist of, and how to adapt.

scholarly journals Key factors of development of the industrial enterprises in the conditions of the industry 4.0

2018 ◽  
Vol 11 (1) ◽  
pp. 11-19
Author(s):  
T. O. Tolstykh ◽  
L. A. Gamidullayeva ◽  
E. V. Shkarupeta
Keyword(s):  
Public Relations ◽  
Organizational Development ◽  
Industry 4.0 ◽  
Digital Economy ◽  
Digital Products ◽  
Industrial Enterprises ◽  
Industrial Companies ◽  
Digital Ecosystem ◽  
The Future ◽  
Innovative Products

he digital economy actively develops in Russia: according to the report of World Economic Forum, on indicators of availability, use and influence of appropriate technologies on economy and the public relations our country treats 30% of the most advanced countries. The programs of digital economy adopted in the different countries put one of key indicators digitalization of traditional branches. If to speak about manufacturing sectors, then their digitalization is defined substantially by the industrial Internet and depth of his use. Many players – both the industrial companies, and telecommunication are interested in development and introduction of these technologies, and suppliers of the equipment, are created special associations and associations. The purpose of this article is the description of models and algorithms of processes of digitalization of key information (intra-corporate and external) activity of the industrial enterprise; development of methods, technologies and analysis algorithms of «big data» on the basis of technology of the industry 4.0 for management of the industrial enterprises for development of their business. As the frontier of organizational development of processes of digital transformation the organization of the laboratory allowing to carry out the analysis, assessment and engineering of the existing processes at the industrial enterprises from positions of digitalization, productivity, design orientation and efficiency is considered. The analysis of international and Russian experience of creation of similar laboratories within a national innovative digital ecosystem is carried out. The digital laboratory helps to accelerate process of creation of new innovative products and services for growth of business and the successful competition on Russian and the world markets: possibly not only to present, but also to simulate the future of business in 10–20 years: to create prototypes of digital products, to test them, to check as they will work in the future and if necessary to finish.

scholarly journals PENGARUH STRUKTUR ORGANISASI TERHADAP KEEFEKTIFAN ORGANISASI DI SEKRETARIAT DAERAH (SETDA) KABUPATEN TASIKMALAYA

2020 ◽  
Vol 10 (2) ◽  
pp. 29-37
Author(s):  
Adi Kurnia
Keyword(s):  
Information Technology ◽  
Data Analysis ◽  
Organizational Structure ◽  
Organizational Development ◽  
Organizational Effectiveness ◽  
Significant Influence ◽  
Test Results ◽  
F Test ◽  
Complex Tasks ◽  
Strategic Position

Regional Secretariat (Regional Secretariat) both institutionally and functionally occupies a strategic position as the center of organizational and management activities in the region. Personally, the employees are a group of individuals who possess specialists and competencies that are bound by the structure in carrying out such complex tasks and functions; The dynamics of organizational development and government management shows the level of development is increasingly oriented towards the use of information technology. The problem of this research starts from the effectiveness of the Regional Secretariat organization in carrying out its function as a staff organization. The results of data analysis, Organizational Structure has a correlation (r) of 0.842 to Organizational Effectiveness. The Effect of Organizational Structure on Organizational Effectiveness is 70.8%. F Test Results, simultaneously there is a positive and significant effect between Organizational Structure on Organizational Effectiveness in the Regional Secretariat of Tasikmalaya Regency. Partially, the Complexity Dimension (X1), Formalization Dimension (X2) and Centralization Dimension (X3) have a positive but not significant effect on Organizational Effectiveness (Y) in the Regional Secretariat of Tasikmalaya Regency. The conclusion of this study is that organizational structure simultaneously has a positive and significant influence on Organizational Effectiveness and Partially, Complexity X1, Formalization X2, Centralization X3 has a positive but not significant effect on Organizational Effectiveness in the Regional Secretariat of Tasikmalaya Regency

Achievement of Organizational Effectiveness: Success Cases and Challenges for the Future of Human Factors

1987 ◽  
Vol 31 (11) ◽  
pp. 1234-1235
Author(s):  
Earl A. Alluisi ◽  
Robert F. Bachert ◽  
Susan M. Dray ◽  
Glen R. Gallaway ◽  
Susanne M. Gatchell ◽  
...  
Keyword(s):  
Human Factors ◽  
Organizational Effectiveness ◽  
Human Factors Engineering ◽  
Functional Roles ◽  
Panel Session ◽  
The Future ◽  
Critical Skills ◽  
The Many ◽  
Successes And Challenges

The purpose of this panel session was to expose participants to the many different evolving roles of human factors engineering in today's industries. Discussants were senior human factors professionals representing computer, government, military, automotive, and commercial industries. Successes and challenges for the human factors profession were identified in each type of industry. Panel discussions focused around the functional roles of human factors within organizations and identifying critical skills necessary for the human factors practitioners to be successful. A synopsis of the views presented during the panel discussions is presented below.

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