scholarly journals MANAGEMENT OF PERSONNEL� RESISTANCE DURING THE ORGANIZATIONAL CHANGES

2015 ◽  
Author(s):  
Olga Shvetsova
Keyword(s):  
Organizational Changes

Management

2019 ◽  
Author(s):  
Ольга Гапонова ◽  
Olga Gaponova ◽  
Любовь Данилова ◽  
Liubov' Danilova ◽  
Юлия Чилипенок ◽  
...  
Keyword(s):  
Organizational Culture ◽  
Social Responsibility ◽  
Conflict Management ◽  
Self Control ◽  
Business Organizations ◽  
Organizational Changes ◽  
History Of ◽  
Basic Functions ◽  
Basic Approaches ◽  
Independent Work

Structurally, the book includes 59 short chapters, United in 14 thematic blocks. They include such traditional sections as: the concept, essence and content of management; basic approaches to the study of the history of management; basic functions of management; connecting processes; basics of conflict management; organizational culture; management of organizational changes; social responsibility and ethics of business organizations; management consulting, etc. But the form of presentation of the material is unusual – it is a programmed textbook, designed mainly for independent work of the student and equipped with a system of constant self-control.

Institutional Transformation and Enterprise Change in an Emergent Capitalist Economy: The Case of Hungary

1998 ◽  
Vol 19 (2) ◽  
pp. 259-280 ◽  
Author(s):  
Richard Whitley ◽  
Laszlo Czaban
Keyword(s):  
Eastern Europe ◽  
Institutional Environment ◽  
Institutional Transformation ◽  
Foreign Firms ◽  
State Socialism ◽  
Organizational Changes ◽  
Direct Control ◽  
Liberal Democracies ◽  
Financial Difficulties ◽  
State Enterprises

The collapse of state socialism in Eastern Europe has transformed many of the institutions governing state enterprises and was expected to lead to radical changes in enterprise structures and practices. This was especially so where ownership had changed. However, just as new constitutions do not create liberal democracies overnight, so too the withdrawal of the state from direct control over the economy and privatization does not automatically generate dramatic enterprise transformations. This study of 27 Hungarian enterprises in the early 1990s shows that products and the markets served changed remarkably little, and the employment and organizational changes that have taken place in most enterprises have been less radical than might be expected. Ownership changes have not always led to major shifts in control, nor have private owners implemented sharply different policies from state controllers. The highly fluid institutional environment limited the commitment to, and capacity for, major strategic changes in most substantial Hungarian enterprises. Where changes have occurred, they have been most significant in: (a) state enterprises that are in severe financial difficulties, and (b) companies controlled by foreign firms.

scholarly journals Overview of Safety Measures at Selected Airports during the COVID-19 Pandemic

2021 ◽  
Vol 13 (15) ◽  
pp. 8499
Author(s):  
Monika Blišťanová ◽  
Michaela Tirpáková ◽  
Ľubomíra Brůnová
Keyword(s):  
Time Frame ◽  
Organizational Changes ◽  
Rt Pcr ◽  
Final Phase ◽  
Chain Reaction ◽  
Scoring Method ◽  
Safety Measures ◽  
Long Time ◽  
Polymerase Chain ◽  
Cleaning And Disinfection

The year 2020 was very challenging for the whole world, given the outbreak of the ongoing coronavirus-related pandemic, and was marked in particular by overcoming new hitherto unknown obstacles. For air transport, in particular, airlines stopped flying altogether and were forced to ground hundreds of planes worldwide involuntarily. Airports had to close their terminals for a long time, wholly suspend operations, and its resumption required significant organizational changes. This article summarizes the measures related to the COVID-19 pandemic adopted by airports to minimize the risk of spreading the disease. The article focuses on countermeasures and their implementation at selected airports in a specific time frame and airports’ behavior during a pandemic which varies depending on country and time of the year. The results demonstrated that steps being taken at airports include the use of face coverings or masks, social distance, enhanced cleaning and disinfection, or temperature checks and/or symptoms (fever, loss of smell, chills, cough, shortness of breath), RT-PCR (reverse transcription-polymerase chain reaction) screening and data collection with health declaration. These measures have now become an essential standard for the operation of airports and can, therefore, be used to assess the level of airport safety achieved. In the final phase, the article evaluates the level of achieved airport safety based on the proposed scoring method.

Organizational Changes of the PLA, 1985–1997

1999 ◽  
Vol 158 ◽  
pp. 314-349 ◽  
Author(s):  
Nan Li
Keyword(s):  
Chinese Communist Party ◽  
Analytical Framework ◽  
Chinese Leader ◽  
Organizational Changes ◽  
Military Reform ◽  
Force Structure ◽  
Asian Security ◽  
Learning Institutions ◽  
The Military ◽  
Shed Light

At the 15th Chinese Communist Party (CCP) Congress held in September 1997, Chinese leader Jiang Zemin announced that the People's Liberation Army (PLA) would reduce its manpower by 500,000 in the next three years. This is apparently a new step to deepen the military reform that Deng Xiaoping had initiated in early 1980s. Such reform aims to transform the PLA from a manpower-based military geared toward fighting a major defensive “people's war” to a technology-based military capable of forward deployment to deal with more variegated local contingencies. While substantial research has been done on major aspects of this reform, changes within major PLA organizations, such as the Central Military Commission (CMC), the higher command structure, the research and learning institutions, and the force structure, have not been adequately and systematically analysed. This study intends to shed light on these changes. Such a study is necessary and significant also because it helps towards an understanding of the extent, direction and problems of China's defence modernization drive, which may have important implications for Asian security. Finally, it provides an analytical framework for research regarding further organizational changes of the PLA.

Building Capacity for Heart Health Promotion: Results of a 5-Year Experience in Nova Scotia, Canada

2003 ◽  
Vol 17 (3) ◽  
pp. 202-212 ◽  
Author(s):  
David R. MacLean ◽  
Jane Farquharson ◽  
Stephanie Heath ◽  
Kari Barkhouse ◽  
Celeste Latter ◽  
...  
Keyword(s):  
Health Promotion ◽  
Nova Scotia ◽  
Organizational Development ◽  
Large Scale ◽  
Organizational Capacity ◽  
Heart Health ◽  
Organizational Changes ◽  
Building Capacity ◽  
Partnership Development ◽  
Organizational Consultation

Purpose. To present the outcomes of a capacity-building initiative for heart health promotion. Design. Follow-up study combining quantitative and qualitative methods. Setting. The Western Health Region of Nova Scotia, Canada. Subjects. Twenty organizations, including provincial and municipal agencies and community groups engaged in health, education, and recreation activities. Intervention. Two strategies were used for this study: partnership development and organizational development. Partnership development included the creation of multilevel partnerships in diverse sectors. Organizational development included the provision of technical support, action research, community activation, and organizational consultation. Measures. Quantitative data included number and type of partnerships, learning opportunities, community activation initiatives, and organizational changes. Qualitative data included information on the effectiveness of partnerships, organizational consultation, and organizational changes. Results. Results included the development of 204 intersectoral partnerships, creation of a health promotion clearinghouse, 47 workshops attended by approximately 1400 participants, diverse research products, implementation of 18 community heart health promotion initiatives, and increased organizational capacity for heart health promotion via varied organizational changes, including policy changes, fund reallocations, and enhanced knowledge and practices. Conclusions. Partnership and organizational development were effective mechanisms for building capacity in heart health promotion. This intervention may have implications for large-scale, community-based, chronic-disease prevention projects.

Work-Life Balance in Italy pre-, during and post-COVID-19

2021 ◽  
Vol 28 (1) ◽  
pp. 37-46
Author(s):  
Olga Rymkevich
Keyword(s):  
Parental Leave ◽  
Domestic Workers ◽  
Legal Framework ◽  
Work Life ◽  
Work Life Balance ◽  
Organizational Changes ◽  
Labour Law ◽  
Life Balance ◽  
The Impact ◽  
Legislative Measures

The COVID-19 pandemic is bringing immense pressure to bear on labour law and social security institutions in all countries of the world, while having a major impact on work-life balance. The total lockdown, also of schools and higher education, the unprecedented fall in the level of production, the reduced possibility of relying on other family members, friends and domestic workers, traditionally constituting the essential pillars of formal and informal caring, in addition to working from home with children doing their schooling online (in large part on the parents’ shoulders) have compelled families to face new and abrupt organizational changes. The aim of this article is to investigate the legislative measures such as parental leave (ordinary and emergency) adopted in Italy aimed at supporting families during the pandemic, with a view to assessing their effectiveness and the impact on the Italian labour market during and after the pandemic. For this purpose, the socio-economic and legal framework dealing with parental leave before the COVID-19 emergency will be outlined, followed an the analysis of the emergency measures to provide support for parents, concluding with some reflections on possible future developments.

Il caso Fiat Mirafiori. Ricostruire il radicamento: il global player e le istituzioni locali

2009 ◽  
pp. 100-125
Author(s):  
Valentina Pacetti
Keyword(s):  
Local Government ◽  
Production Line ◽  
Strong Influence ◽  
Shared Vision ◽  
Automotive Sector ◽  
Organizational Changes ◽  
New Production ◽  
Global Player ◽  
Local Actors ◽  
Deep Crisis

- During the last 20 years, the automotive sector went through a number of important technological and organizational changes. Around 2000 Fiat falls in a deep crisis, whose roots can be found most of all in the lack of strategic anticipation: its top management was unable to anticipate the change, and its vision of company's and market's evolution was completely inadequate. A different interpretation of strategic anticipation can be proposed if we take into account local actors and local government: strategic anticipation can be recognised here in a quite shared vision of local system's future (position of the region in interna- tional competition, more or less decisive deep presence of automotive vs. "new" sectors, of industrial vs. service occupation ecc.). The most innovative feature of Fiat Auto restructuring is probably the intervention of local public actors (especially the regional and urban governments), in the form of the purchase of Mirafiori's unused areas and in the following constitution of an agency for their management. Even if this intervention was certainly not decisive for the rescue of Fiat, it certainly had a very strong influence in the rescue of Mirafiori plant whose further contraction was at the time very probable because it guaranteed the installation of a new production line in Turin.

Assisting struggling teachers effectively

2017 ◽  
Vol 47 (2) ◽  
pp. 310-325 ◽  
Author(s):  
Eliezer Yariv ◽  
Efrat Kass
Keyword(s):  
Professional Development ◽  
Content Analysis ◽  
Classroom Management ◽  
School Principals ◽  
Development Program ◽  
Organizational Changes ◽  
Successful Intervention ◽  
Intensive Use ◽  
Willingness To Intervene ◽  
Human Support

In this research, we examine strategies school principals have used to assist struggling teachers. In an open-ended questionnaire designed for this study, we asked 219 school principals to describe a successful intervention they held. The results show that principals prefer supportive assistance to organizational changes (such as moving the teacher to another class). They rarely used confrontational approaches. A content analysis of the strategies that enabled successful intervention identified four conditions: (a) principals’ willingness to intervene; (b) intensive use of measures and resources; (c) the teacher’s willingness to make changes; and (d) the need for flexibility in managing the intervention. The findings indicate the need to train principals to assist struggling teachers more effectively and to encourage them to become more assertive. This requires a professional development program for teachers and principals, guidance in classroom management, as well as organizational, financial, and human support.

scholarly journals The Experience and Practice of Social Support during Major Organizational Changes: The Case of the Bank Collapse in Iceland in 2008

2016 ◽  
Vol 11 (7) ◽  
pp. 12
Author(s):  
Asta Snorradóttir ◽  
Gudbjorg Linda Rafnsdottir ◽  
Birgit Aust
Keyword(s):  
Social Support ◽  
Economic Crisis ◽  
Organizational Changes ◽  
The Social ◽  
Complex Picture ◽  
Bank Employees ◽  
Support Practices ◽  
Bank Collapse

<p>This study explored how Icelandic bank employees perceived and practiced social support in the wake of the<br />economic crisis when the banks suddenly collapsed in 2008. Drawing on 20 interviews with bank employees, it<br />was found that during stressful situations, employees referred to social support as one of the most important<br />factors in overcoming the changes. The study points toward a complex picture of social support practices during organizational changes and underlines the importance of distinguishing between both nature and source of the social support in practice and in research.</p>

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