Z METODOLOGIJO UGOTAVLJANJA VODITELJSKEGA POTENCIALA KONČNO DO ODLIČNIH VOJAŠKIH VODITELJEV?

2015 ◽  
pp. 25-44
Author(s):  
DEJAN OKOVIČ
Keyword(s):  
Organizational Culture ◽  
Leadership Training ◽  
Armed Forces ◽  
Military Leadership ◽  
Added Value ◽  
Military Organizations ◽  
Leadership Potential ◽  
The Way

Vojaško voditeljstvo je način vodenja vojaških organizacij. Neposredno vpliva na sposobnost organizacije za doseganje poslanstva in na organizacijsko klimo, s tem pa tudi na zadovoljstvo pripadnikov. V Slovenski vojski bodo po uvedbi Metodologije za ugotavljanje voditeljskega potenciala razpolagali z vsemi potrebnimi orodji uvajanja vojaškega voditeljstva. Članek pojasnjuje pomen vojaškega voditeljstva, načine usposabljanja vojaških voditeljev ter predstavlja Metodologijo za ugotavljanje voditeljskega potenciala in njeno dodano vrednost. Predstavljena je organizacijska in programska urejenost področja, predlagane so praktične rešitve za učinkovitejše delovanje sistema. Military leadership is the way of leading military organizations. It directly impacts the organization’s ability to fulfil its mission, as well as the organizational culture and the satisfaction of individuals. After adopting the Methodology of Determining the Leadership Potential, the Slovenian Armed Forces will have all the necessary tools to introduce military leadership. The article explains the importance of military leadership and possible ways of leadership training. Furthermore, it introduces the Methodology of Determining Leadership Potential and its added value, as well as the organisational and programme arrangement of this area. Finally, the author proposes some practical solutions to increase the effectiveness of the system.

Militaries’ Organizational Cultures in a Globalizing World

2021 ◽  
Author(s):  
Joseph Soeters
Keyword(s):  
World War Ii ◽  
Large Scale ◽  
National Level ◽  
Work Organization ◽  
Armed Forces ◽  
Strategic Decision ◽  
Organizational Cultures ◽  
Military Organizations ◽  
Globalizing World ◽  
The Way

Organizational cultures in military organizations consist of symbols, practices, habits, hidden assumptions, and beliefs about what needs to be done, and what is appropriate and what is not, before, during, and after operations. Generally speaking, organizational cultures in military institutions are similar to those in any other work organization. Upon closer examination, however, it appears that the military’s 24/7, communal life outside society, its emphasis on hierarchy and discipline, and in particular its license to use large-scale force make it different. Relatedly, the way in which the military’s organizational cultures are created and recreated has aspects and emphases that are less common in conventional work organizations. Recruiting and socialization patterns of new organizational members in the military have been studied frequently because they are so distinctive in the armed forces. Military organizational cultures are not identical worldwide. Military organizations differ internationally, as military organizations are still strongly connected to their national backgrounds, including the languages, legal regimes, political atmospheres, and general ways of living in the many nations across the globe. National societies and their histories shape military organizational cultures in multiple ways. Dramatic experiences at the national level, for instance during World War II, may lead to a continuation or, just the opposite, the disruption of armed forces’ organizational cultures. Yet despite the differences, something of a world culture impacting on the use of force seems to emerge as well. In an era when international alliances carry out most missions, different national backgrounds influence strategic decision making and the way operations are conducted. Most of the time, national armed forces operate separately, in their own area (or time) of operations, sometimes guiding troops from smaller and less wealthy partnering nations. The coordination of actions between the various areas of operation is generally not very well elaborated. This applies not only to combat operations but also to peace missions. A full integration of national armed forces, such as in a United Nations security force or a European army, is an ideal that some may dream of, but it is still far from reality. The greatest degree of integration is likely to be found in international headquarters.

A Reactive Culture

2018 ◽  
Author(s):  
Heidi Hardt
Keyword(s):  
Organizational Culture ◽  
Learning Processes ◽  
Formal Learning ◽  
Memory Development ◽  
Key Characteristics ◽  
Institutional Memory ◽  
The Way

Chapter 7 explains why NATO’s institutional memory continues to develop in the way that it does – despite formal learning processes being underutilized. Findings in this chapter draw on the author’s survey-based interviews with 120 NATO elites. The chapter begins by arguing that NATO’s organizational culture locks-in elites’ preference for relying on informal processes and avoiding formal processes. Key characteristics of NATO’s culture posed challenges for identifying and reporting strategic errors. The organization’s norm of consensus made formal agreements on past strategic errors difficult. Moreover, NATO’s focus on reaction over retrospection and a broader culture of blame aversion provided elites with little incentive to break the tradition of reliance on informal processes for memory development. Elites described feeling continuous pressure to react to the crisis at hand and treat past crises as unique – leaving little reason to invest in learning from past failures.

Managing Change at Muhibbah Engineering (M) Bhd

2017 ◽  
Vol 6 (1) ◽  
pp. 12-25
Author(s):  
P. R. Bhatt ◽  
R. Rathish Bhatt
Keyword(s):  
Organizational Culture ◽  
Board Of Directors ◽  
Executive Director ◽  
Vice Chairman ◽  
Managing Change ◽  
The Board Of Directors ◽  
Construction Works ◽  
The Way

Tuan Haji Mohamed Taib bin Ibrahim, chairman of Muhibbah Engineering Bhd (MEB), called a meeting of the board of directors to discuss the issue of Asia Petroleum Hub (APH) project on 27 July 2012. The construction works for APH were stopped as APH financier of CIMB Bank Bhd, suspended its financing in 2009. Asia Petroleum Hub was later wound up under a winding-up petition filed by a creditor in October 2012. Muhibbah board decided to pay net debt exposure of RM 245 million certified claims from APH keeping Muhibbah’s right to pursue recovery. Mac Ngan Boon, the managing director, suggested drastic changes in the company’s structure, roles, responsibilities and organizational culture to put the company on a path to sustainable profits. Datuk Zakaria bin Abdul Hamid, vice chairman and independent non-executive director, and Abd Hamid bin Ibrahim, another independent non-executive director, endorsed Mac Ngan Boon’s suggestions. The board has to decide the way forward.

scholarly journals Pragmatic Intellectualism Syndrome in emergency response and military leadership

2019 ◽  
Vol 192 (2) ◽  
pp. 349-364
Author(s):  
Kazimierz Nagody-Mrozowicz ◽  
Piotr Pietrakowski
Keyword(s):  
Emergency Response ◽  
World View ◽  
Armed Forces ◽  
Military Leadership ◽  
Ethical Aspects ◽  
Value System ◽  
Research Perspective ◽  
Executive Behavior ◽  
The Relationship ◽  
Employee Teams

Values are a component of the human personality that affects a world-view, opinions, emotions and behaviors. This applies equally to managerial and executive behavior, while in the case of rescue organizations, both levels of behavior are also an important factor of organizational effectiveness. The aim of the article is to show the relationship between the ethical aspects of rescue operations and the value system represented by mountain rescuers. The applied idiographic research perspective can become an example for research on other types of organizations and employee teams, including the armed forces.

scholarly journals STUDY OF THE MILITARY LEADERSHIP CONCEPT IN THE SLOVENIAN ARMED FORCES

2019 ◽  
Vol 2019, 21/4 (Volume 2019/issue 21/4) ◽  
pp. 75-94
Author(s):  
MARJAN HORVAT
Keyword(s):  
Key Words ◽  
Armed Forces ◽  
Military Leadership ◽  
The Other ◽  
Main Theme ◽  
Other Hand ◽  
The One ◽  
The Military

The main theme of the paper is the Concept of Military Leadership in the Slovenian Armed Forces, which currently represents the highest substantive and guiding normative act in the field of military leadership in the Slovenian Armed Forces (hereinafter referred to as the SAF). Due to the enormous importance of this field in working with people and the aim of influencing the change of the concept, the paper analysed and compared the concepts of military leadership in other selected armed forces and looked for similarities and divergences, especially in two segments - substantive and normative. On the one hand, we have shown the substantive obsolescence and inadequate normative rank of the Concept of Military Leadership in the Slovenian Armed Forces and, on the other hand, the necessity of substantive updating with concrete proposals and arguments for the development of the Doctrine of Military Leadership in the SAF. Key words Leadership, armed forces, Concept of Military Leadership in the SAF

scholarly journals THE PHENOMENON OF LEADERSHIP IN HIGHER EDUCATION INSTITUTIONS: A THEORETICAL ANALYSIS OF SCIENTIFIC RESEARCH

2021 ◽  
pp. 76-85
Author(s):  
Andrey Cherkashyn
Keyword(s):  
Higher Education ◽  
Leadership Training ◽  
Higher Education Institutions ◽  
Effective Interaction ◽  
Spiritual Leadership ◽  
Modern Science ◽  
Institutions Of Higher Education ◽  
Leadership Potential ◽  
Leadership In Higher Education ◽  
Difficult Situations

the article points out that the scientific problem of training leaders in higher education institutions is aimed at developing new theoretical, methodological and practical principles that reflect the basic patterns of formation of leadership potential of future professionals. It is stated that the use of leadership potential and the implementation of leadership, which will significantly improve the effectiveness of solving difficult situations, will encourage effective interaction of all its participants. The focus is on the fact that the education system in the process of targeted leadership training should pay attention not only to the formation of the necessary set of knowledge and skills, but also to the development of future leaders' ability to influence people and inspire them to dream, learn and work more. The need to further study the phenomenon of spiritual leadership in modern science to improve the training of future professionals in institutions of higher education.

scholarly journals Understanding Organizational Culture: A Perspective on Roles for Leaders

2001 ◽  
Vol 26 (4) ◽  
pp. 3-20 ◽  
Author(s):  
Abinash Panda ◽  
R K Gupta
Keyword(s):  
Organizational Culture ◽  
Organizational Leaders ◽  
Social Phenomenon ◽  
Semiotic Analysis ◽  
Organizational Life ◽  
Organizational Stories ◽  
Central Characters ◽  
Interpretive Perspective ◽  
The Way

The influence of organizational leaders on the evolution and maintenance of organizational culture has been accepted as a fact in organizational life. The roles and challenges of organizational leaders are contingent upon the way organizational culture is conceived. In the traditional rational perspective, organizational culture is treated as an “instrument” or “function” that can and should be manipulated by leaders to help organizations adapt to the external environmental realities. In the symbolic-interpretive perspective, organizational culture is viewed as a “social phenomenon.” Consequently, the roles and challenges of leaders become significantly different from the traditionalrational perspective. In this paper, the authors have discussed the symbolic-interpretive perspective, with a focus OB semiotic analysis, to understand organization and organizational culture. The authors have argued that organizational symbols, rituals, and stories are too critical to be marginalized or ignored. The authors have proposed three roles of organizational leaders from the symbolic-interpretive perspective: as symbols, as the central characters in organizational stories, and as managers of symbols and rituals.

Introduction

2021 ◽  
pp. 1-43
Author(s):  
Michael E. O’Hanlon
Keyword(s):  
National Security ◽  
Analytical Methods ◽  
Armed Forces ◽  
Computational Algorithms ◽  
Military Effectiveness ◽  
Military Organizations ◽  
Security Environment ◽  
The Us ◽  
Basic Facts ◽  
American Grand Strategy

This chapter sketches out the characteristics of today's global security environment in a broad brush by describing the US Department of Defense. It focuses on the science of war, a subdiscipline of defense analysis that, beginning with a foundation of basic facts and figures about military organizations and operations, uses analytical methods to tackle key questions in the national security field. With this context, the chapter illustrates the analytical methods including simple computational algorithms for assessing military effectiveness and predicting combat outcomes. It also includes the study of defense budgets and economics, as well as efforts to understand the physics and technology of military weapons and operations today. The chapter then discusses many of the ABCs of the US armed forces. It explains the evolution of American grand strategy — the theory of the case for how the nation should ensure its safety, prosperity, and survival — that these forces are designed to undergird.

The First Step in Attainment Way Toward Excellence Quality and Productivity in Organization

2017 ◽  
pp. 142-155
Author(s):  
Mohammad Abdoshshah ◽  
Abdorreza Karimi ◽  
Ali Ghasemi ◽  
Mahdi Khorasanian ◽  
Seyed Mahdi Mirhashemi
Keyword(s):  
Organizational Culture ◽  
Present Situation ◽  
Important Goal ◽  
New Words ◽  
Management Consultant ◽  
Efqm Model ◽  
Optimum Productivity ◽  
The Way

New words are generated in quality & productivity every year. Some words point to basis & the words have an advertisement aspect for management consultant firms. Apart from these words, considering that the most important goal of any organization is obtaining (acquisition) high possible productivity or optimum productivity. We should have comprehensive & adequate acquaintance of organizational culture & present situation for making a choice of the best way of increasing productivity. We can say the way of increasing productivity is different in each organization considering important difference in organizational culture & present situation. In this chapter we explore productivity topic (subject) & practical mechanism for productivity establishment & ways of increasing productivity, then we survey established EFQM model (TQM) on Hasheminejad Hospital (Tehran, Iran) as a case study. Ultimately the first place (step) in attainment way toward excellence quality & productivity organization is presented based on output of questionnaire by utilization MADM methods.

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