Views Regarding Management Skills Required Currently and in the Future for Middle Managers in Perinatal Medicine: Their Differences Depending Working Position in Advanced Midwives

For most enterprises the main purpose of their activities is to obtain proper financial results. For this reason, management of the enterprises requires a preliminary assessment of their economic potential. In particular, this concerns the potential to increase the competitiveness of enterprises. The assessment of the enterprise competitiveness potential is a prerequisite for determining the reserves of increasing its competitive advantages. The competitiveness is to a large extent affected by the management skills of business owners and managers. In particular, this refers to the ability to develop and implement a scientifically based strategy of competitive struggle and to manage the factors that shape the competitiveness. Nowaday much attention is paid to the assessing the competitiveness of both individual products and enterprises that produce them. It is worth to mention that the issue of managing the enterprise competitiveness is studied by many scientists. At the same time, the issue of managing the competitiveness of enterprises in modern scientific literature is more focused on the problem of better use of the real enterprise competitive potential rather than the question of this potential developing. The objective of the paper is to establish the essence and justification of assessment indicators of the enterprises competitiveness potential. This potential captures the ability of enterprises to provide a certain level of competitiveness in the future. Therefore, the following main tasks were consistently solved: the essence of the competitiveness potential were determined; the general approaches to its assessment were proposed; regularities of managing the factors of the enterprises competitiveness formation were determined. A two-stage assessment of enterprise competitiveness potential is proposed. The first stage is the measurement of the existing level of competitiveness. At the second stage changes of the competitiveness indicators in the future are projected. Further research on the assessment of the competitiveness potential of enterprises requires the construction of formalized models of rotation of industry leaders as a result of technological changes.

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Examination of the current and idel organisational culture and leadership elements at the municipalities of the North Great Plain region

Acta Agraria Debreceniensis ◽

10.34101/actaagrar/52/2110 ◽

2013 ◽

pp. 117-125

Author(s):

Andrea Matkó

Keyword(s):

Organizational Culture ◽

Goal Orientation ◽

Local Governments ◽

Middle Managers ◽

Performance Orientation ◽

The North ◽

Long Run ◽

The Future ◽

Future Vision ◽

Major Emphasis

The connection between organizational culture and leadership has been examined by several researchers (Schein, Schmircik, Bass) and it is proven that there is a link between them. The leader shapes the organizational culture and at the same time the organizational culture shapes the leader too. The middle managers of local governments place the major emphasis on the dimension of goal orientation for the future. From the leadership perspective they find charismatic, goal and team oriented leadership necessary for the future. The local governments have to answer the challenges of the rapidly changing environment. Quick responses and adjustments are only possible if the leader possesses a clear future vision and not only sets short-term goals but plans for the future and estimates the necessities on the long run. It is important to have a leadership with utmost dedication to the organization and to the objectives of the organization. The leaders must raise the interests of the employees, involve them in the process of setting goals and in finding ways to meet those goals, and that the employees should no longer strive to realize their own personal ambitions but focus on the common objectives. This brought transformational leadership to light. The leader establishes and shapes the organizational culture but the individuals and teams working for the organization have impact on the organizational culture as well. This becomes apparent in the organizational culture as middle managers would place the major emphasis on performance orientation. Performance orientation is a dominant motivation based on excellence, hard work, pre-calculated risk, fore planning, goal orientation and regular feedback, which shapes the leadership too, as the leader has to change as well, in order to run the organization. Scheins’ standpoint reflects the best the relationship between the organizational culture and the leadership. Schein claims that organizational culture and leadership are interwoven phenomena, as the leader shapes the culture but after a while the organizational culture itself shapes the leader too.

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Re-imagining the Future of Happiness at the Workplace

NHRD Network Journal ◽

10.1177/2631454120973286 ◽

2020 ◽

Vol 13 (4) ◽

pp. 487-494

Author(s):

Anuradha

Keyword(s):

Artificial Intelligence ◽

Life Satisfaction ◽

Job Performance ◽

Middle Managers ◽

Well Being ◽

Intimate Relationship ◽

Vital Role ◽

Policy Changes ◽

Hrm Practices ◽

The Future

The future of work is likely to usher in dramatic changes in the form and substance of the employment contract. Technology, artificial intelligence, automation, policy changes and evolving labour market are few factors playing a vital role in workplace transformation. It is important that organisations emphasise civility in engaging with employees in the workplace to enable them to feel happy as happier people are more productive. In order to shape a happy workforce in the future, leaders, particularly, middle managers need to reinforce the spirit of well-being-oriented human resource management (HRM) practices. Organisations need to engage with employees outside the domain of work as well, as life satisfaction constitutes an important factor in determining job performance. Finally, in order to structure a happy workforce in the future, employers need to recognise that business and ethics have an intimate relationship with each other and cannot be seen as separable.

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Trends and Issues in Tourism and Hospitality Higher Education: Visioning the Future

Tourism and Hospitality Research ◽

10.1177/146735840300400409 ◽

2003 ◽

Vol 4 (4) ◽

pp. 367-376 ◽

Cited By ~ 54

Author(s):

Marianna Sigala ◽

Tom Baum

Keyword(s):

Teaching Methods ◽

Management Skills ◽

Technological Environment ◽

Hospitality Education ◽

The Future ◽

Tourism And Hospitality Industry ◽

Tourism And Hospitality ◽

Tremendous Impact ◽

Modern Technologies ◽

Education Process

Changes in the higher educational environment are having a tremendous impact on the education process, curricula, learning outcomes and instructional practices. This paper aims to identify the challenges facing established universities in tourism and hospitality education and to provide insight of how these could be managed in the future. Five sources of change are identified: the socio-economic and technological environment; global competition; the student market; educators and teaching methods; and the tourism and hospitality industry. The exploitation of modern technologies and the development of information literacy and knowledge management skills are the two major issues that universities need to consider in the future.

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Alternative Production Regimes: The Challenge to Karpin

Journal of the Australian and New Zealand Academy of Management ◽

10.5172/jmo.1996.2.2.11 ◽

1996 ◽

Vol 2 (2) ◽

pp. 11-29 ◽

Cited By ~ 1

Author(s):

Sandra Harding

Keyword(s):

Task Force ◽

Theoretical Perspective ◽

Small Scale ◽

Scale Production ◽

Management Skills ◽

Leadership And Management ◽

Management Leadership ◽

The Future ◽

Neoclassical Economic Theory ◽

Simplifying Assumptions

AbstractThis paper is born of a deep concern about the premise upon which Enterprising Nation, Report of the Industry Task Force on Leadership and Management Skills (The Karpin Report), was undertaken. I argue that the review, report and recommendations are based on a set of simplifying assumptions that are essentially limiting. By conforming to a view of business embedded in neoclassical economic theory, the Task Force has not explored the implications of current developments worldwide that demonstrate the remarkable capacity of small-scale production to galvanise regions like the Third Italy and the Basque provinces of Spain. These enormously productive regions base their economic activity upon a capacity to cooperate as well as compete and this is anathema to the unmitigated competition that the Task Force takes as given in its recommendations about the development of management/leadership in Australia. Moreover, a reliance on this particular theoretical perspective has limited the Task Force's understanding of, and response to, organisational inequality. Ultimately, I argue that the five challenges articulated by the Task Force are important, but I interpret them differently in the light of a broader and more socially-embedded understanding of the importance and nature of business. In particular, management/leadership of the future will be an integral part of all worker's roles; it will no longer be confined to an organisational or societal elite. Understanding and preparing for the universalism of management in the future is a key challenge for both industry and management education.

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