scholarly journals Standardisation of Staff Training to Increase Efficiency

2021 ◽  
Author(s):  
Kikundwa Emma Mbabzi
Keyword(s):  
Staff Training ◽  
Training Method ◽  
Vaccine Production ◽  
Household Level ◽  
Refresher Training ◽  
Set Up ◽  
Or Organization ◽  
A Company ◽  
Efficiency And Productivity ◽  
Newcastle Disease Vaccine

In any industry or organization, personnel training is emphasized with reference to National Regulatory Authorities (NRAs) guidelines and other globally accepted guidelines. In spite of many refresher training programs, the pharmaceutical industry still faces significant variations in individual/ team efficiency and productivity. Individuals/teams given the same task, SOPs, environment and materials continue to produce significantly different results reflecting the possibility of operating on different sets of theoretical and practical information, which may stem from differing trainer, training program or training method. This study focused on using a standardized manual for training two teams A and B involved in vaccine production, as a tool to increase employee efficiency, productivity and quality, at a Livestock vaccine manufacturing company, with an objective to shorten the supply chain of vaccines (starting with Newcastle disease vaccine I-2 strain) to improve product quality, availability and affordability up to rural household level and back yard farmers. Baseline data was collected from four pre-training production batches and compared with data collected from three post-training production batches. The results showed that a tailored standardized training was effective in achieving the same level of efficiency, regardless of how late or soon the member joined the facility, and who conducted the training. The process of training staff, using a company tailored standardized manual, was shown to be successful within this company’s set up and could potentially be applied to other industries that are struggling with implementation of uniform information to their staff.

COACHING CORE COMPETENCIES AS THE KEY SOFT SKILL FOR SUCCESSFUL HUMAN RESOURCES MANAGEMENT

2017 ◽  
Author(s):  
Serhii Kubitskyi ◽  
◽  
Oksana Chaika ◽  
Keyword(s):  
Transformational Leadership ◽  
Human Resources ◽  
Core Competencies ◽  
Human Resources Management ◽  
Soft Skill ◽  
Leadership Model ◽  
Resources Management ◽  
Hr Management ◽  
Or Organization ◽  
A Company

This paper aims at considering the well-known triad of What? How? Why? somewhat anew by suggesting looking at transformational leadership for successful human resources management through the lens of coaching core competencies as the key soft skill. Arising as the strategic approach to the effective management of people, well-thought human resources management that rests on a leadership model definitely enables management of a company or organization to move ahead of the curve and gain a firm foothold in the job market. The transformational leadership model fits the framework of the research and links to the contrastive line between management and leadership.It is emphasized that management processes focus on (i) maintaining and (ii) improving performance at work, on the one hand, and on the other, unlike management, the transformational leadership model focuses on the benefits of visionary thinking and bringing about change. Following the goal in the subject matter associated with successful HR management, the Golden Circle of What? How? Why?introduced by Simon Sinek finds its way in the description analysis. The Why? sectionopens the idea for successful HR managementto move further to What?section and is accompanied with How? section in the end. The final part of the findings embodies 11 current core competencies of coaching, which illustrate how the ways of implementing the soft skills in workplace may increase HR performance, enhance seamless communication among employees and management, drive change and welcome innovation.The four objectives for successful HR management: (i) drive change within a company or organization, (ii) encourage and motivate people for personal and corporate growth and development, (iii) employ innovation including modern technologies, and (iv) lead by example, correspond to the four cornerstones in the framework for successful company or organization management via transformational leadership. They are: (i) create an inspire vision of the future for the company’s (organization’s) employees, (ii) motivate the staff to live by and deliver the vision, (iii) manage delivery of the vision, (iv) attract and retain high-class professionals and young talents, build up strong and competitive teams, create and grow ever-stronger, trust-based relationships with the employees. The toolkit of ways, techniques and approaches may derive from the current core competencies in coaching that can be groupedsimilarly to the ICF ones as follows: (i) foundation, (ii) co-creating the relationship, (iii) communicating effectively, and (iv) cultivating learning and growth.

Centros Ltd—A Complete U-Turn in the Right of Establishment for Companies?

2000 ◽  
Vol 49 (3) ◽  
pp. 621-642 ◽  
Author(s):  
Anne Looijestijn-Clearie
Keyword(s):  
United Kingdom ◽  
Member State ◽  
European Court Of Justice ◽  
The United Kingdom ◽  
Court Of Justice ◽  
European Court ◽  
Registered Office ◽  
Set Up ◽  
The Right ◽  
A Company

InCentros Ltd and Erhvers-og Selskabsstyrelesen (hereinafter Centros),1 the European Court of Justice ruled that it is contrary to Article 52 (now Article 432) and Article 58 (now Article 48) of the EC Treaty for the authorities of a member State (in casu Denmark) to refuse to register a branch of a company formed under the law of another member State (in casu the United Kingdom) in which it has its registered office, even if the company concerned has never conducted any business in the latter State and intends to carry out its entire business in the State in which the branch is to be set up. By avoiding the need to form a company there it would thus evade the application of the rules governing the provision for and the paying-up of a minimum share capital in force in that State. According to the Court, this does not, however, prevent the authorities of the member State in which the branch is to be set up from adopting appropriate measures for preventing or penalising fraud, either with regard to the company itself, if need be in co-operation with the member State in which it was formed, or with regard to its members, where it has been determined that they are in fact attempting, by means of the formation of a company, to evade their obligations towards creditors established in the territory of the member State of the branch.

scholarly journals DYNAMIC CAPABILITIES IN THE CREATIVE ARTS INDUSTRY

2019 ◽  
Vol 10 (2) ◽  
pp. 223-234
Author(s):  
Ghia Ghaida Kanita ◽  
Resa Respati
Keyword(s):  
Dynamic Capabilities ◽  
Added Value ◽  
Creative Industry ◽  
Creative Arts ◽  
Sustainable Competitive Advantage ◽  
Environmental Sensing ◽  
Organizational Flexibility ◽  
Testing Strategies ◽  
Or Organization ◽  
A Company

Abstract.  Dynamic ability is a form of knowledge that can create values for the company both with the results of innovation and transformation from input to output in order to produce sustainable competitive advantage. The purpose of this research is to know about what factors influence dynamic capabilities of a company or organization. In this study, more than that, what affects the dynamic capabilities in industries in Bandung. Creative industry is a collection of information related to information and information. Creative industry is an economic activity that produces added value from the art side. The creative arts industry is already boooming in Indonesia. Therefore, the author wants to learn about the dynamic capabilities that exist in the creative arts industry in Bandung. Things to look for are components such as environmental sensing capabilities, change capabilities and upgrades, technological flexibility capabilities, and organizational flexibility. Putri Pamayang Dance Studio is a dance studio in Bandung. This study uses a research-based design or Design Based Research (DBR). Based on the results of the study, the steps adopted by the Putri Pamayang Dance Studio are related to variation strategies, market testing strategies, development and development, backward integration, horizontal integration.Keywords. dynamic capabilities, sustainable competitive, environmental sensing capabilities, change and renewal capabilities, flexibility technology capabilities, and organizational flexibility.

scholarly journals Evaluation of International Competitiveness

Ekonomika ◽  
2004 ◽  
Vol 68 ◽  
Author(s):  
Gediminas Ramanauskas
Keyword(s):  
International Competitiveness ◽  
International Level ◽  
Successful Performance ◽  
Common Definition ◽  
Country Level ◽  
Level 3 ◽  
Cross Country ◽  
Definition Of ◽  
Or Organization ◽  
A Company

Competitiveness can be defined in a number of ways. We can think of it as of a successful performance of a company or organization; or we may talk about competitiveness in a macro context such as a favourable exchange rate of a national currency. Can we also talk about competitiveness of a nation? What is it and how can it be evaluated?There does not seem to be a common definition of what the international competitiveness of nations is. Some feel that the very notion of international competitiveness of nations is unfair and unacceptable. They argue that the nations themselves do not compete, their enterprises do. For others the notion of international competitiveness of nations is fair. They believe that creating appropriate measures of international competitiveness is central for tracking and understanding the sources of competitiveness of countries.In this paper I classify and compare the measures developed by various authors. I suggest that the studies on the measurement of competitiveness can be classified into five groups:1. Particular sector studies.2. Competitiveness studies at the regional / country level.3. Particular competitiveness indicator studies.4. Competitiveness studies at an international level.5. Cross-country economic policy studies.Since the competitiveness studies serve a different audience and purpose, we cannot discuss which is best without first asking: best at what?

scholarly journals Controlling and the Use of UAVs as Important Components of Smart Logistical Operations

2021 ◽  
Vol 12 (1) ◽  
pp. 192-203
Author(s):  
Martin Holubčík ◽  
Jakub Soviar
Keyword(s):  
Decision Making ◽  
Internal State ◽  
Good Decision ◽  
Interdisciplinary Field ◽  
Different Types ◽  
Way Of Thinking ◽  
Set Up ◽  
Controlling Measures ◽  
A Company ◽  
The Way

Abstract Modern controlling is an interdisciplinary field that allows management to manage properly, thereby creating the basis for good decision-making. Logistics operations in smart companies need to be not only properly set up, but also properly controlled and improved. The purpose of the article is to analyze the controlling environment in a selected company and point out possible improvements in logistics activities and devices, with a view to preventing different types of problems. For this purpose, observations of the internal logistics processes in a selected company were used and quantified to assess its internal state. On the basis of the data, controlling measures are put forward to improve the management of the company’s logistics activities. The results of the research highlight the opportunities that exist through controlling activities to collect and analyze information about the logistics activities of a company. By doing so, employees can be given greater responsibility for the fulfilment of their tasks and contribute to the streamlining of logistics processes. For managers, the implementation of controlling represents a change in the way of thinking and managing a company.

scholarly journals The Effectiveness of 6M Implementation at Artebo MSME

2019 ◽  
Vol 6 (2) ◽  
pp. 249
Author(s):  
Sitti Hardiyanti Arhas ◽  
Suprianto Suprianto
Keyword(s):  
Data Analysis ◽  
Secondary Data ◽  
Primary Data ◽  
Analysis Model ◽  
Interactive Analysis ◽  
Analysis Technique ◽  
Materials Used ◽  
Main Instrument ◽  
Or Organization ◽  
A Company

Management is a tool to achieve the desired goals, with good management it will facilitate the realization of the goals of a company or organization. The effective and efficient use of elements in management owned by a business will be able to bring advantages to businesses and consumers. The management elements consist of Material, Method, Man, Machine, Money, and Market, known as 6M. This study aims to determine the effectiveness of the implementation of 6M at Artebo MSMEs. The research method used is a type of qualitative research, namely research in the form of words, sentences, schemes, and descriptions. The data sources consist of primary data and secondary data obtained from observations and interviews. Primary data comes from information, statements, and information from informants. Secondary data comes from documentation review. The main instrument in this study is the researcher himself with the aid of a mobile recorder; observation sheet; and interview sheets. The data collection techniques used were observation, interview, and documentation. The collected data is checked by triangulation, namely checking the validity of the data using something other than the data concerned for checking purposes or as a comparison. The data analysis technique used an interactive analysis model. The stages in data analysis taken in this study include data reduction; presentation of data; validation test; and verification. As for the results of the study, namely MSME Artebo has implemented the elements of 6M management effectively, this is adjusted to the conditions of the micro-business being run. The man that is owned is one person, namely the owner. Money used in production activities can be explored because the material is easy to use and affordable. The materials used mostly comes from nature, namely wood. The machine used is a simple machine because of the limited resources that can be utilized. The method used is a traditional method. And the market that is used to sell products is done in a Word of Mouth manner.

Virtual World Professionals and the Interloper Effect in 3D Virtual Worlds

2011 ◽  
pp. 321-336 ◽  
Author(s):  
Victoria McArthur
Keyword(s):  
Virtual Worlds ◽  
Real World ◽  
Virtual World ◽  
Social Stigma ◽  
Specific Mechanism ◽  
3D Virtual Worlds ◽  
Or Organization ◽  
A Company

In this chapter we discuss virtual world professionals: real world employees deployed in virtual worlds for the purpose of representing a company or organization there. We investigate the notions of belonging and community in 3D virtual worlds, and identify the ways in which “belonging” and “not belonging” are constructed and perceived, especially in relation to so-called employee avatars. We explore the dimension of social stigma in virtual worlds and discuss the utility of the separate categories of outsiders and interlopers for inhabitant characterization. Our motivation for doing so is to determine the degree to which corporate presence can be mediated through the specific mechanism of employee avatar appearance. In considering the possibility that some employee avatars may be perceived as interlopers, we propose three methods for investigating the effect of their presence in virtual worlds, called the “interloper effect.”

Captains and Navigators

2021 ◽  
pp. 39-59
Author(s):  
Dominic Scott ◽  
R. Edward Freeman
Keyword(s):  
Frederick Douglass ◽  
Core Component ◽  
Or Organization ◽  
A Company

This chapter discusses the comparison between a leader and a navigator, implicit in the well-known ‘ship of state’ image, which Plato uses in the Republic. A core component of the navigator model is that the leader helps a country or organization that has opted to take a new direction and that needs someone with a distinctive kind of expertise to get them there. As with the doctor model, the decisions of the leader may often appear unpalatable and, when the going gets tough, the leader also needs to be able to command unity on board. The chapter illustrates the model with two examples: Frederick Douglass, who helped steer America towards the abolition of slavery; and James McGill, who tried to steer AT&T from being a company heavily based around engineering and manufacturing towards a digital future, more reliant on marketing.

Googling the Web

2020 ◽  
pp. 143-158
Author(s):  
Chris Bleakley
Keyword(s):  
Web Sites ◽  
World Wide ◽  
Search Algorithm ◽  
Internet Usage ◽  
Web Pages ◽  
The World ◽  
Set Up ◽  
Recommender Algorithm ◽  
A Company ◽  
The Web

Chapter 8 explores the arrival of the World Wide Web, Amazon, and Google. The web allows users to display “pages” of information retrieved from remote computers by means of the Internet. Inventor Tim Berners-Lee released the first web software for free, setting in motion an explosion in Internet usage. Seeing the opportunity of a lifetime, Jeff Bezos set-up Amazon as an online bookstore. Amazon’s success was accelerated by a product recommender algorithm that selectively targets advertising at users. By the mid-1990s there were so many web sites that users often couldn’t find what they were looking for. Stanford PhD student Larry Page invented an algorithm for ranking search results based on the importance and relevance of web pages. Page and fellow student, Sergey Brin, established a company to bring their search algorithm to the world. Page and Brin - the founders of Google - are now worth US$35-40 billion, each.

scholarly journals Mapping the Patient’s Journey in Healthcare through Process Mining

2020 ◽  
Vol 17 (18) ◽  
pp. 6586
Author(s):  
Michael Arias ◽  
Eric Rojas ◽  
Santiago Aguirre ◽  
Felipe Cornejo ◽  
Jorge Munoz-Gama ◽  
...  
Keyword(s):  
Life Cycle ◽  
Process Mining ◽  
Customer Experience ◽  
Customer Journey ◽  
Customer Life Cycle ◽  
Patient’S Experience ◽  
Healthcare Process ◽  
Or Organization ◽  
A Company

Nowadays, assessing and improving customer experience has become a priority, and has emerged as a key differentiator for business and organizations worldwide. A customer journey (CJ) is a strategic tool, a map of the steps customers follow when engaging with a company or organization to obtain a product or service. The increase of the need to obtain knowledge about customers’ perceptions and feelings when interacting with participants, touchpoints, and channels through different stages of the customer life cycle. This study aims to describe the application of process mining techniques in healthcare as a tool to asses customer journeys. The appropriateness of the approach presented is illustrated through a case study of a key healthcare process. Results depict how a healthcare process can be mapped through the CJ components, and its analysis can serve to understand and improve the patient’s experience.

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