Management by Development of Innovative Potential of Organization

This article explores the innovation potential of the staff at industrial enterprises. The relevance of the research is confirmed by the increasing interest of companies in innovation. This manifests itself both in the changing organizational structure of enterprises and a new approach to human resource management, for instance, the revision of the key performance indicators of employees. One of the main goals of the research was determining the factors that influence the development of the innovation potential of staff and assessment of their impact. The institutional approach formed the conceptual basis of the study. It allowed the authors to consider the management of innovation potential as a special mechanism for achieving sustainability, stable development of an enterprise, and its strategic success in general. The authors established that organizational and administrative factors have the greatest influence on the formation and development of the innovation potential of staff, while the constraining factors are the lack of an innovative strategy, authoritarian management style, and bureaucratization. Studying the techniques aimed at the development of staff’s innovation potential, the authors concluded that the most effective ones for industrial enterprises are consultations of subject matter specialists. A significant novelty of this work is the model of interaction of participants in the innovation process developed by the authors. The research findings enabled the authors to devise recommendations for the formation and development of the innovation potential of the company’s employees.

Evaluating Organizational Performance of Public Hospitals using the McKinsey 7-S Framework

Background This study examined non-financial aspects of the organizational performance of public hospitals from the perspective of hospital physicians; the obtained results were analyzed to identify the necessary improvements in organizational performance. Methods This was a cross-sectional study of multidisciplinary public hospitals on a group of 249 randomly selected physicians from 22 in-patient departments or clinics operating in the Warsaw region. The study data was collected using the structured World Health Organization questionnaires (to be filled out by respondents) assessing the hospital’s organizational performance variables qualified according to the McKinsey 7-S Framework. Epidata software version 3.1 was used for data entry, and the analysis was carried out in the SPSS software, version 19. The results of the organization evaluation are presented in the McKinsey 7-S Framework diagram. Key elements of the performance factors were grouped into ‘stens’, and the sten values were expressed as arithmetic means. Normal distribution of the stens was validated with the Kolmogorov–Smirnov test. 95% confidence intervals were calculated. The significance of differences between the analyzed stens was compared with the paired Student t-test. The interdependence of the variables was determined using the Pearson’s correlation coefficient. Results The results revealed a significant difference (p <0.05) in the respondents’ assessment of social (a mean score of 2.58) and technical (a mean score of 2.80) organizational aspects of the hospital operation. Scores for all variables were low. The social elements of an organization with the lowest score included ‘staff’, and in it the aspect – ‘efforts are made to inspire employees at the lowest levels of the organization’, ‘skills’ involving the learning style followed by the management/managerial staff, and ‘management style’ (average scores of 2.38, 2.56, 2.61, respectively). Conclusion Consistently with the existing literature, social factors were shown to play a more significant role in the management and they therefore deserve careful attention and more recognition when identifying and improving the key aspects affecting the organizational performance of public hospitals. Technical elements (strategy, structure, system) are important, but were demonstrated to have limited effect on the organizational operations geared towards ensuring effective functioning of a public hospital.

Comparing the Performance and Management Style of Retirement Pension Funds before and after the Private Pension Activation Plan

We analyzed and compared the performance and management style of retirement pension funds before and after the private pension activation plan (PPAP). First, we found that retirement-pension funds showed better performance than public funds before the PPAP. However, after the PPAP, the retirement-pension market size increased and the difference in performance disappeared. Second, we found that the difference between top and bottom performance group in the retirement pension fund becomes more significant after the PPAP. Third, we found that various investment strategies such as small-medium size stock investment and sector investment are offered in the retirement-pension fund only to result in the inferior performance. Finally, when we compared the management style, the retirement-pension funds showed a smaller value factor compared to public funds for the period after the PPAP. Therefore, we argue that the fund selection has become a more significant factor in determining the retirement fund performance after the PPAP. However, considering that the average retirement-pension holders’ financial knowledge is rather low, the expansion of fund choices may adversely affect the pension holder’s performance. Therefore, a retirement-pension provider’s role as fund selection authority has become more critical, and it is necessary to establish an institutional device that can manage, supervise, and monitor their activities.

A study on mushroom management perception of employees in Provincial Directorates of Youth and Sports (Niğde province example)

It seems that the mushroom management metaphor has become a new research area in management sciences. This management style takes its name from mushroom cultivation in terms of method similarity. In mushroom cultivation; mushrooms are left in the dark and only allowed to grow by giving them the resources they need. In the mushroom management metaphor, managers leave employees in a kind of darkness. They provide only the resources they need without conducting mutual communication with them and does not need to share information with the employees. At the end of this process, managers expect an increase in performance from their employees. Within the scope of this study, it was aimed to measure the mushroom management perceptions of 4-a and 4-b employees in Niğde Provincial Directorate of Youth and Sports. The sample of the study consists of 92 civil servants, 42 women and 50 men, working in the Niğde Provincial Directorate of Youth and Sports. Personal information form and the “Mushroom Management Scale” developed by Birioğlu and Tekin (2018) were used as data collection tools. Descriptive statistics were used in the analysis of the data, T-test was used for pairwise comparisons, and ANOVA test was used for more than two comparisons. As a result, according to the findings, it was determined that the employees had a medium level of mushroom management perception. No significant difference was found between the sub-dimensions of administrative duty, gender, age, and tenure. ​Extended English summary is in the end of Full Text PDF (TURKISH) file. Özet Mantar yönetim metaforunun, yönetim bilimlerinde yeni bir araştırma alanı haline geldiği görülmektedir. Bu yönetim tarzı ismini metot benzerliği açısından mantar yetiştiriciliğinden almaktadır. Mantar yetiştiriciliğinde; mantarlar karanlıkta bırakılır ve sadece ihtiyacı olan kaynaklar verilerek yetişmesi sağlanır. Mantar yönetim metaforunda da yöneticiler, çalışanları bir çeşit karanlıkta bırakır; onlarla karşılıklı iletişim yürütmeden sadece onların ihtiyacı olan kaynakları sağlar ve çalışanlarla bilgi paylaşımına gerek duymaz. Bu sürecin sonunda yöneticiler, çalışanlardan performans artışı beklerler. Bu çalışma kapsamında, Niğde Gençlik ve Spor il Müdürlüğünde 4-a ve 4-b çalışan personellerin mantar yönetim algılarının ölçülmesi amaçlamıştır. Çalışmanın örneklemini, Niğde Gençlik ve Spor İl Müdürlüğünde çalışan, 42 kadın, 50 erkek olmak üzere toplam 92 memur oluşturmaktadır. Veri toplama aracı olarak kişisel bilgi formu ve Birincioğlu ve Tekin (2018) tarafından geliştirilen “Mantar Yönetim Ölçeği” kullanılmıştır. Verilerin analizinde tanımlayıcı istatistikler, ikili karşılaştırmalarda T-testi, ikiden fazla karşılaştırmalarda Anova testi uygulanmıştır. Sonuç olarak; elde edilen bulgulara göre çalışanların orta düzeyde mantar yönetim algısına sahip oldukları belirlenmiştir. İdari görev, cinsiyet, yaş ve görev süresi ile alt boyutlar arasında hiçbir anlamlı farklılık tespit edilememiştir.

Management of crisis of COVID-19 by the council for regulation of Engineering in Nigeria (COREN) Benin City, using six sigma project management approach

Effective project management style is extremely important for managing crisis and this strongly contributes to the success of an organization such as COREN. The objective of this study is to assess the management crisis of COVID- 19 by the council for regulation of Engineering in Nigeria (COREN) Benin City, Nigeria using six sigma project management approach with the triangulation design of two phases, Phase 1 using quantitative analysis, descriptive statistics while phase 2 used the qualitative analysis. Final results collected from the merger of phase 1 and phase 2 showed a T-test value of -37.523 at P value significant of 0.000 obtained for understanding project management as it relates to crisis management during times of extraordinary crisis in the model and was less than 5% level of significance indicating that there is a significant relationship between Understanding project management as it relates to crisis management to aid organizations in working effectively during times of extraordinary crisis. Process performance was improved to address the root cause of poor crisis management using six sigma styles with 68 % strongly agreeing that proper planning will provide an efficient medium. A one sample T test result of -42.547, with a 95% confidence interval of the difference at a lower value of -1.99 and an upper value of -1.81, showed that the model is reliable with absence of serial auto correlation. A standard deviation of 0.309 showed that 1% increase in proper understanding of project management styles (six sigma) activities results in 30.9% decrease in crisis such as COVID19. Hence using the six sigma style of managing extraordinary crisis has proved to sustain managing crisis and strongly contributes to the success of organizations such as COREN.

OVERCOMING CHALLENGES IN VIRTUAL CLASSROOM TO MAINTAIN EFFECTIVE CLASSROOM MANAGEMENT AND CLASSROOM CULTURE: A CASE STUDY AT ONE VOCATIONAL SCHOOL

Effective classroom management supports the teacher classroom teaching profoundly. During Pandemic COVID 19 most classroom teachings are conducted in virtual classroom that have been greatly affected the way how teacher manage his or her own classroom. This causes some challenges for teachers in managing his or her virtual classroom. This study was conducted in the form of a case study in one vocational school in West Bandung region, West Java, Indonesia in which one English teacher was purposively selected as the participant of the research and one class consisted of 27 students. The objectives of this study are: (1) to find out the challenges of teacher in classroom management in virtual classroom (2) to find out what classroom management the teacher used in her virtual classroom. The researchers employed a qualitative case study which used classroom observation and teacher interview as main instrument. Data from classroom observation and interview transcript were analyzed according to the themes, coding and categorizing to answer the research questions. The results indicate that the teacher experienced many challenges in the virtual classroom, such as the students’ unreadiness to join the virtual class, internet connection problem, restricted time so that the teacher immediately taught the core material, students turned off the camera and sound, students learnt unattentively, less interaction and inappropriate class control. Some suggestions are given to the challenges occurred in their virtual classroom such as, by a) joining the virtual classroom earlier; b) checking the students’ attendance first; c) optimizing the teacher-students interaction during whilst- learning and post learning activity; and d) giving quizzes at the end of the lesson to make the students are more enthusiastic in learning. In this study, it is found that the teacher employed a combination of democratic and leisurely classroom management style. This finding leads to the point where a new style for virtual classroom management called Maye’s Conceptualization Model is proposed.

Assessment of Management Competencies According to Coherence with Managers’ Personalities

The objective of our investigation was to verify a questionnaire’s suitability in identifying managerial competencies concerning managers’ personality characteristics. Methods: For the content validity of the questionnaire assessment of managerial competencies (AMC23), we investigated its coherence with the appraisal of the management style methodology, i.e., managerial grid (MG), with correlation analysis. The existence of statistically significant relationships between the assessment of managerial competencies and managers’ personality characteristics was determined using Pearson’s correlation coefficient concerning the BIG-5 model. Results: In total, 573 managers participated in this study. Our examination concludes that motivational competencies correlated positively with the compromise and cooperative style; performance competencies with the competitive and cooperative style; and social competencies with the cooperative, adaptive, and compromise style. Not least, target competencies positively correlated with the competitive and cooperative style. Further, neuroticism negatively correlated with social managerial competence, extraversion, and openness to experience, which positively correlated with motivational and target competence. Friendliness was positively associated with social competence, and diligentness positively correlated with motivational, performance, and target competence. Conclusion: We determined significant correlations between managerial competencies (AMC23) and managerial style (MG). Our findings might have implications for further investigation and the development of more comprehensive instruments to assess managerial competencies in connection with managers’ personalities. We point out the need for further research to verify, improve, and constitute a model that further elucidates and explains managerial competencies.

Going Agile, a Post-Pandemic Universal Work Paradigm - A Theoretical Narrative Review

Due to digital transformation, technology advancements, telework, we can no longer pretend that traditional work offers high incentives and efficiency, but on the contrary, traditional work falls behind each year, deeming organizations and individuals to adopt the agile work. Rapid technological developments have altered the way businesses operate, with the goal of producing viable solutions in an environment fraught with unpredictability. This paper is a theoretical narrative review on the general topic of agile work. The present paper addresses the issue of determining the best international practices for implementing agile methodology at work, carrying out a theoretical narrative review. Basing on literature on present-day theory the authors make an attempt to explain the implications of implementing agile methodologies into organizational culture, summarize existing approaches to classifying the main effects on implementing agile methodologies at work, consolidate and document best international practices for agile methodologies development among employers. After defining the concepts of agile method tailoring and agile maturity, the data obtained in the theoretical narrative analysis reveal that the implementing agile methodologies have a direct impact on management style, on teams, on learning environments, and on employee’s mental health. An overall conclusions and discussions section is presented along with the personal opinion of authors. This work is intended to open a post-pandemic agile work research methodology, since there are no systematic approaches to this topic.

Demystifying performance difference between local and foreign contractors through organisational culture

PurposeThis research aimed to investigate the extent to which organisational culture is practised in local and foreign contractors in grade one and two categories and how it affects their performance.Design/methodology/approachThe approach for this research was positivist in nature adopting a mono-method of data collection through a survey using self-administered questionnaires. A total of 138 questionnaires were distributed among public clients and large-scale contractors registered in the stated grades, and 112 questionnaires were returned for analysis representing an overall response rate of 81% for contractors and clients.FindingsFindings revealed that in organisational culture, significant differences were found for management style and dominant characteristics of the organisation between local and foreign contractors. Differences were not found for leadership styles, measures of success and organisational glue. Results suggest that for local contractors to perform better, significant changes are needed to their management style and dominant characteristics of their organisations.Originality/valueForeign contractors in the Zambian construction industry are reportedly outperforming local contractors making them preferred contractors on larger public projects accounting for 85% of construction projects by value of works. This study presents the differences in organisational culture between foreign and local firms. It further demonstrates that organisational culture plays a key role in determining performance of a contracting firm. The study presents areas that local contractors can improve in organisational culture in order to remain competitive.

Investigation of bank employees job satisfaction problems

Competition in the world market in many sectors of economy leads companies to pursue diff erent strategies. One of the business strategies is the effi cient use of resources. The most important source of business is the employees who are the human factor. Poor employee performance aff ects the success of a company or a bank. High employee performance depends on many factors. One of the most important factors that aff ects an employee’s performance may be the job dissatisfaction. The employees are not satisfi ed with the work of people in the organizational structure of the company, management style, customer relationship. The research topic is to examine the issue of bank employee satisfaction, providing general information on the research topic. Relevant examples are provided in the paper for the subject of the study and recommendations are given for raising the job satisfaction of the bank’s employees.