Leadership and Sustainability

2022 ◽  
pp. 639-660
Author(s):  
Fatma Ince
Keyword(s):  
Human Capital ◽  
Generational Differences ◽  
Management System ◽  
Sustainable Leadership ◽  
Family Enterprise ◽  
Key Factor ◽  
Family Smes ◽  
Creativity And Innovation

This chapter on leadership and sustainability from the first to the second generations of SME Ownership addresses both the leadership and sustainability from the perspective of different generations in family SMEs. Because, sustainable leadership is seen as a key factor of the competitiveness in a family enterprise. Without effective and efficient human capital, the SMEs cannot gain the goals such as growth, internationalization and increasing performance. Generational differences in SMEs may improve the creativity and innovation, providing that the established appropriate management system and strategy. From this viewpoint, this chapter provides an overview of generations, leadership, sustainability and competitiveness about SMEs

Leadership and Sustainability

2018 ◽  
pp. 28-49
Author(s):  
Fatma Ince
Keyword(s):  
Human Capital ◽  
Generational Differences ◽  
Management System ◽  
Sustainable Leadership ◽  
Family Enterprise ◽  
Key Factor ◽  
Family Smes ◽  
Creativity And Innovation

This chapter on leadership and sustainability from the first to the second generations of SME Ownership addresses both the leadership and sustainability from the perspective of different generations in family SMEs. Because, sustainable leadership is seen as a key factor of the competitiveness in a family enterprise. Without effective and efficient human capital, the SMEs cannot gain the goals such as growth, internationalization and increasing performance. Generational differences in SMEs may improve the creativity and innovation, providing that the established appropriate management system and strategy. From this viewpoint, this chapter provides an overview of generations, leadership, sustainability and competitiveness about SMEs

Leadership and Sustainability

2021 ◽  
pp. 1160-1181
Author(s):  
Fatma Ince
Keyword(s):  
Human Capital ◽  
Generational Differences ◽  
Management System ◽  
Sustainable Leadership ◽  
Family Enterprise ◽  
Key Factor ◽  
Family Smes ◽  
Creativity And Innovation

This chapter on leadership and sustainability from the first to the second generations of SME Ownership addresses both the leadership and sustainability from the perspective of different generations in family SMEs. Because, sustainable leadership is seen as a key factor of the competitiveness in a family enterprise. Without effective and efficient human capital, the SMEs cannot gain the goals such as growth, internationalization and increasing performance. Generational differences in SMEs may improve the creativity and innovation, providing that the established appropriate management system and strategy. From this viewpoint, this chapter provides an overview of generations, leadership, sustainability and competitiveness about SMEs

Innovative Techniques and Strategies of Skill Building for Human Resource Development in SMEs, India

2016 ◽  
Vol 2 (2) ◽  
Author(s):  
Arti Awasthi
Keyword(s):  
Human Capital ◽  
Human Resource Development ◽  
Skill Development ◽  
Education And Training ◽  
Global Competitiveness ◽  
Knowledge Based ◽  
Knowledge Based Economy ◽  
Key Factor ◽  
Skill Building ◽  
And Training

India has gradually evolved as knowledge based economy due to the abundance of capable, flexible and qualified human capital. With the constantly rising influence of globalization, India has immense opportunities to establish its distinctive position in the world. However, there is a need to further develop and empower the human capital to ensure the nations global competitiveness. Despite the empathetic stress laid on education and training in this country, there is still a shortage of skilled manpower to address the mounting needs and demands of the economy. Skill building can be viewed as an instrument to improve the effectiveness and contribution of labor to the overall production. It is as an important ingredient to push the production possibility frontier outward and to take growth rate of the economy to a higher trajectory. This paper focuses on skill development in Small and Medium Enterprise (SMEs) which contribute nearly 8 percent of the country's GDP, 45 percent of the manufacturing output and 40 percent of the exports. They provide the largest share of employment after agriculture. They are the nurseries for entrepreneurship and innovation. SMEs have been established in almost all-major sectors in the Indian industry. The main assets for any firm, especially small and medium sized enterprises are their human capital. This is even more important in the knowledge based economy, where intangible factors and services are of growing importance. The rapid obsolescence of knowledge is a key factor of the knowledge economy. However, we also know that for a small business it is very difficult to engage staff in education and training in order to update and upgrade their skills within continuous learning approach. Therefore there is a need to innovate new techniques and strategies of skill development to develop human capital in SME's.

A Strategic Planning of Developing Student Information Management System Using SWOT Technique

2016 ◽  
Vol 2 (3) ◽  
pp. 515
Author(s):  
Luay Idrees Sarhan ◽  
Akeela M. Atroshi ◽  
Nawzat S. Ahmed
Keyword(s):  
Information System ◽  
Strategic Planning ◽  
Information Management ◽  
Management System ◽  
Information Management System ◽  
Analysis Tool ◽  
Student Information Systems ◽  
Student Information System ◽  
Key Factor ◽  
Student Information

The strategic planning of developing any information system is the key factor of progress any organization. Hence, SWOT (Strength, weakness, opportunities and threats) analysis for the strategic planning of developing information system has proved to be a good analysis tool for further development and progress of the universities/organization. Further, the implementation of computerized student information management system has become an important issue within the university campus to exchange such information between students and staff. Many studies have developed student information system through the converting of paper-based system to computer-based system in order to facilitate the work of staff. However, none of these studies focused on the development of such systems based on the strategic planning using SWOT technique. Therefore, this research focuses on the requirements needed to develop student information system based on the aforementioned strategic planning technique. Some universities located in the Kurdistan Region, Iraq have been tacking to do the investigation. Moreover, SWOT technique was selected to find strengths, weaknesses, opportunities and threats of developing such system. The findings of this research were processed as matching strengths with opportunities and converting weaknesses or threats to strengths or opportunities. Based on the results, it has been found that the need to address student information systems is of utmost importance now more than ever in order to survive and continue in the competition environment.            

scholarly journals Motivation as key factor of deploying lean technologies in medical institutions (an analytic review)

2020 ◽  
Vol 27 (4) ◽  
pp. 134-148
Author(s):  
E. A. Perevezentsev ◽  
V. M. Levanov
Keyword(s):  
Management System ◽  
Lean Production ◽  
Medical Personnel ◽  
Medical Institution ◽  
Production Flow ◽  
Management Culture ◽  
Medical Institutions ◽  
Analytic Review ◽  
Key Factor ◽  
Positive Motivation

Aim. To assess the importance, role, methods and conditions for creating and sustaining positive motivation of medical personnel in deploying a modern management system based on lean production to optimise the production flow in medical institutions, improve quality, availability and efficiency of public medical care.Materials and methods. The authors employed historical, bibliometric and statistical methods to analyse domestic and foreign scientific archives on lean production, motivation and motivational risks as key factors in implementing lean technologies in medical institutions.Results. Implementation of lean production (LP) as a manufacturing management system is among key conditions for creating a new model of the medical institution. Principles of LP are applied at three interfaces: with patients, personnel and resources. Positive motivation of employees is prerequisite for accomplishing a project, which requires supervisors to know and leverage the basics of motivational management. Creation of a motivating environment for various categories of employees in developing a LP system requires taking into account the type and management culture level of a medical institution.Conclusion. In order to create and sustain motivation for realising creative potential of the team, it is necessary to account for the motivation risks, develop and implement a motivation system differentially by employee categories and project stages. Effective motivational measures are necessarily based on a system of material and non-material incentives with clear and achievable criteria, amounts and forms valued by employees and rooted in medical and economic feedback of implementing the LP principles.

TRANSFORMATION OF THE ENTERPRISE MANAGEMENT SYSTEM: FROM HIRING EMPLOYEES TO HUMAN CAPITAL

2020 ◽  
Vol 5 (12) ◽  
pp. 43-55
Author(s):  
M. B. FLEK ◽  
◽  
E. A. UGNICH ◽  
Keyword(s):  
Human Capital ◽  
Management System ◽  
Labor Relations ◽  
Theory Of The Firm ◽  
System Change ◽  
Management Systems ◽  
Enterprise Management ◽  
Comparative Characteristic ◽  
Key Concepts ◽  
Enterprise Management System

The article highlights the features of the management system of social and labor relations of the enterprise. For this purpose, a characteristic is given and the transformation of objects of management of social and labor relations of an enterprise is shown. The work also provides a brief overview of the key concepts of the theory of the firm, management of social and labor relations and the direct implementation of various enterprise management systems. The comparative characteristic of the system change is given: from the management of labor (human) resources to the management of the enterprise's human capital. It is shown that it is the management of the human capital of an enterprise that demonstrates its greatest efficiency in the transition to a knowledge economy.

Standards for Skill Training and Development

2009 ◽  
pp. 810-816
Author(s):  
Lichia Yiu ◽  
Raymond Saner
Keyword(s):  
Human Capital ◽  
Skill Training ◽  
Formal Schooling ◽  
Management Tools ◽  
Firm Level ◽  
Skill Levels ◽  
Ongoing Training ◽  
Continued Education ◽  
Key Factor ◽  
The Government

Human capital is seen as one of the key factor conditions contributing to national competitiveness and economic performance (Porter, 2002). Productivity performance of OECD countries tends to correspond to the skill levels of the workforce in specific countries. Hence, governments increasingly view human capital formation, both quantity and quality of workforce, as one of the key levers in ensuring sustained productivity gains and standard of living. Skill development of the workforce requires major investments beyond formal schooling. It demands ongoing training investment in continued education and workplace training in order to help the workforce keep pace with technological innovations and continued adoption of new technology in the workplace. Private and public partnership in this context dictates both the government and private companies and organizations participate in the training effort. Investment in training requires effective and efficient methods, which in turn calls for sound and robust management tools and standards at the micro (firm) level to ensure continuity and sustained efforts. This article examines two training related standards, “Investors in People” (IIP) and ISO 10015, in order to identify similarities and differences of these two instruments.

Automated human capital management system

2018 ◽  
Author(s):  
Axat Chaudhary ◽  
Mayank Jobanputra ◽  
Saumil Shah ◽  
Ratnik Gandhi ◽  
Sanjay Chaudhary ◽  
...  
Keyword(s):  
Human Capital ◽  
Management System ◽  
Capital Management ◽  
Human Capital Management
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