MANAGEMENT COMPETENCE OF THE FUTURE SERVICE MANAGER: ORGANIZATIONAL AND METHODMETHODICAL COMPONENTS

The article presents an analysis of the process of formation of managerial competence of future specialists in the field of service (on the example of hotel and restaurant business) in the course of professional training in institutions of higher and higher education. Based on the research of scientists on the training of future specialists in the field, a number of organizational and methodological competencies have been identified; the definition of "managerial competence of future service managers" is interpreted as a multicomponent dynamic combination of management knowledge, organizational skills, skills to train staff, ways of thinking, views, values, relevant personal qualities, implemented at the level of higher education 24 "Service Area 24" "Hotel and restaurant business. It is proved that structurally such competence is an integrated set of integrated, general ("soft" skills) and special ("hard" professional, subject, managerial and professional skills) competencies and determines the ability of the future manager to successfully conduct professional activities, purposefully improve professional the level of management and leadership in his subordinate staff of the hotel and restaurant company, build a career and create your own concept of success in life. The organizational competencies include the following: knowledge of the theoretical foundations of the organization of the process of providing services, forms, tools, methods and techniques of organizing the cognitive activities of staff; structure, psychological and pedagogical aspects of communication in the enterprise or the entrusted team; types of formal, semi-formal and informal methods of decision-making and implementation; ability to analyze organizational environments, prepare strategic and operational plans, appropriate measures and procedures; implement tasks based on the positive aspects of each employee. To methodical competences - mobility of knowledge (constant updating of the information for the successful decision of problems in concrete conditions); flexibility of methods (application of methods depending on conditions), critical thinking (creativity, non-standard, originality of design), responsibility for actions and decisions.

SOD2G: A Study on a Social-Engineering Organizational Defensive Deception Game Framework through Optimization of Spatiotemporal MTD and Decoy Conflict

Existing moving target defense (MTD) and decoy systems are conceptually limited in avoiding and preventing attackers’ social-engineering real-time attacks by organization through either structural mutations or induction and isolation only using static traps. To overcome the practical limitations of existing MTD and decoy and to conduct a multi-stage deception decision-making in a real-time attack-defense competition, the current work presents a social-engineering organizational defensive deception game (SOD2G) as a framework, consi dering hierarchical topologies and fingerprint characteristics by organization. The present work proposed and applied deception concepts and zero-sum-based two-player game models as well as attacker and defender decision-making process based on deceivable organizational environments and vulnerability information. They were designed in consideration of limited organizational resources so that they could converge in the positive direction to secure organizational defender dominant share and optimal values of the defender deception formulated by both scenario and attribute. This framework could handle incomplete private information better than existing models and non-sequentially stratified, and also contributed to the configuration of the optimal defender deception strategy. As the experimental results, they could increase the deception efficiency within an organization by about 40% compared to existing models. Also, in the sensitivity analysis, the proposed MTD and decoy yielded improvements of at least 60% and 30% in deception efficiency, respectively, compared to the existing works.

Mindfulness-Based Online Intervention Increases Well-Being And Decreases Stress After Covid-19 Lockdown

Mindfulness interventions were shown to be effective in improving well-being and reducing perceived stress in several conditions. These effects were also found in online mindfulness-based training, especially on employees in organizational environments. The aim of this study was to test the effectiveness of online mindfulness intervention on healthy employees especially after the first Italian Covid-19 lockdown.Participants in the intervention group underwent an 8-week mindfulness online training program based on the Mindfulness-Based Stress Reduction (MBSR) protocol compared to a control (no-intervention) group. All participants filled in weekly surveys for the whole intervention duration via online questionnaires to measure their habits, mindfulness (FFMQ-15), emotion regulation (ERQ), positive and negative affect (PANAS), depression, anxiety and stress (DASS-21), resilience (RSA) and insomnia (ISI). 46 participants in the intervention group and 54 in the control group completed at least half of the weekly questionnaires and were considered in the longitudinal analyses. We found significant differences between the intervention and control groups over time in the measures of mindfulness (in particular the nonreactivity subscale), positive affect, depression, and insomnia. Moreover, we found that the frequency of practice and ease perceived in practicing were positively correlated to several indices of well-being (mindfulness, positive affect, cognitive reappraisal) and negatively correlated to several indices of stress (negative affect, depression, anxiety, stress, insomnia, expressive suppression). These results show the importance and effectiveness of online mindfulness training programs to cope with stress among employees, especially after the Covid-19 lockdown.

Understanding Matchmakers’ Experiences, Principles and Practices of Assembling Innovation Teams

The team composition of a project team is an essential determinant of the success of innovation projects that aim to produce novel solution ideas. Team assembly is essentially complex and sensitive decision-making, yet little supported by information technology (IT). In order to design appropriate digital tools for team assembly, and team formation more broadly, we call for profoundly understanding the practices and principles of matchmakers who manually assemble teams in specific contexts. This paper reports interviews with 13 expert matchmakers who are regularly assembling multidisciplinary innovation teams in various organizational environments in Finland. Based on qualitative analysis of their experiences, we provide insights into their established practices and principles in team assembly. We conceptualize and describe common tactical approaches on different typical levels of team assembly, including arranging approaches like “key-skills-first”, “generalist-first” and “topic-interest-first”, and balancing approaches like “equally-skilled-teams” and “high-expertise-teams”. The reported empirical insights can help to design IT systems that support team assembly according to different tactics.

Optimization Models for Multiple Resource Planning

Multiple resource planning is a very crucial undertaking for most organizations. Apart from reducing operational complexity, multiple resource planning facilitates efficient allocation of resources, which reduces costs by minimizing the cost of tardiness and the cost for additional capacity. The current research investigates multiple resource loading problems (MRLP). MRLPs are very prevalent in today’s organizational environments and are particularly critical for organizations that handle concurrent, time-intensive, and multiple-resource projects. Using data obtained from the Ministry of Administrative Development, Labor and Social Affairs (ADLSA), a MRLP is proposed. The problem utilizes data regarding staff, time, equipment, and finance to ensure efficient resource allocation among competing projects. In particular, the research proposes a novel model and solution approach for the MRLP. Computational experiments are then performed on the model. The results show that the model performs well, even for higher instances. The positive results attest to the effectiveness of the proposed MRLP problem.

Would Organizational Climate and Job Stress Affect Wellness? An Empirical Study on the Hospitality Industry in Taiwan during COVID-19

During the COVID-19 pandemic, hospitality employees face a tremendous amount of job stress due to the decline in revenue and close contact with people. This study has three aims: first, to analyse the status quo of organizational-climate job stress on employee wellness in the hospitality industry during COVID-19; second, to discuss the correlation between organizational-climate job stress and employee wellness in the hospitality industry; and third, to analyze the associations between of personal background and organizational climate on job stress and wellness in the hospitality industry. This research uses a survey method to examine these issues. Participants were employees of franchise hotel branches in Taipei City, which yielded 295 effective sample sizes from five chain hotels. The personal background factor questionnaire, organizational climate questionnaire, job stress questionnaire, and wellness questionnaire served as the main research tools. In this study, Factor analysis, Pearson Correlation and Multiple Regression Analysis were used for sample analysis. The results revealed a significant relationship between organizational-climate job stress with wellness. Personal background factors, organizational climate, and job stress would affect the wellness of employees. As a result, the present research provides empirical evidence for the impact of organizational climate and job stress on employee wellness in the hospitality industry in Taiwan during COVID-19. The study’s findings, as well as its theoretical and practical implications, are discussed. The main contribution of this study is that the results serve as a reference for hospitality business owners to design better organizational environments for their employees, plan human-resource-related strategies, and provide training for their employees during a pandemic.

An Examination of Sport Management Doctoral Programs and the Organizational Environment Through Person–Environment Fit Theory

Scholarly literature focusing on organizational environments and organizational fit highlights the importance of a Multi-Fit perspective, which includes person–environment fit, person–culture fit, and person–vocation fit. However, relatively few scholars in sport management have focused on the organizational environment that includes sport management faculty and doctoral students. Therefore, the purpose of this study was to examine sport management doctoral programs to evaluate how sport management faculty and sport management doctoral students assessed the academic environment. Findings from 15 sport management faculty and 13 doctoral students resulted in three distinct overarching themes: (a) initial evaluations from person–environment fit, (b) fitting in with person–culture fit, and (c) the gap in person–culture fit. Moreover, subthemes emerging from faculty were (a) coachable, (b) well-roundedness, (c) experience, (d) research interests, and (e) statistical knowledge. Subthemes emerging from sport management doctoral students were (a) funding, (b) initial contact, (c) geography, (d) foundation, and (e) cohort mentality. The findings of this study have significant importance to the sport management academy as scholars have suggested approximately 50% of doctoral students fail to receive their degree, and cohort entrance and exit attrition may be as high as 85%. Therefore, the goal of this study was to increase the extant knowledge pertaining to person–environment fit and the sport management doctoral matriculation and enrollment process between sport management faculty and sport management doctoral students.

A MODERN ACHIEVEMENT ON THE BASIS OF EASTERN MANAGEMENT PHILOSOPHY: 30 AUGUST VICTORY

The concepts of management and leadership are phenomena that have existed since the existence of humanity. Both of these concepts have undergone significant evolutions over the centuries in which humanity has developed. The concept of management, which is one of the important descriptors of the organizational field, has emerged in different ways in different environments. Different styles of management have led to the emergence of different leadership behaviors in organizational environments. One of the most important reasons for the formation of different leadership styles in different organizational environments is cultural values. In societies with different cultural value patterns, the experiences of socio-economic life also differ. Here, the unique aspects of social values shape many basic elements. The management and leadership styles of the society or the organizational structures within the social structure are one of these basic elements. As the management and leadership styles of the countries change, the management and leadership styles of the organizations also differ. One of the most important distinctions in this regard is made with the distinction between east-west culture in the literature. The eastern management culture and leadership styles differ from the western approaches. This difference is also reflected in the understanding of management and leadership in social phenomena. As a matter of fact, the ancient Turkish and Eastern philosophers, who described the times spent with wars and struggles on the subject, touched on important points. Philosophers have made references to the foundations of management philosophy and leadership with their predictions about management in many works from Kutadgu Bilig to the works of Hsun Tzu examining the art of war. Similarly, rooted victories in the Turkish administrative culture, in which the eastern management philosophy was used, were won in the wars and the struggle for independence. One of the most important of these victories is the 30August Victory. It is possible to say that in this victory, which represents an important turning point for the Turks to gain their independence, many successful management behaviors, which the eastern philosophers have made their subject, were also used. In this sense, in this study, it is tried to examine the importance of the 30 August Victory, which is an important representation of the struggle for existence of a country that takes Western values as an example, as well as the eastern-based administrative behaviors.

What Keeps a Vibrant Population Together?

Managing diversity is a challenging problem for organizations and governments. Diversity in a population may be of two kinds—acquired and innate. The former refers to diversity acquired by pre-existing social or organizational environments, attracting employees or immigrants because of their wealth and opportunities. Innate diversity, on the other hand, refers to a collection of pre-existing communities having to interact with one another and to build an overarching social or organizational identity. While acquired diversity has a prior element of common identity, innate diversity needs to build a common identity from a number of disparate regional or local identities. Diversity in any large population may have different extents of acquired and innate elements. In this paper, innate and acquired diversity are modeled in terms of two factors, namely: insularity and homophily, respectively. Insularity is the tendency of agents to act cooperatively only with others from the same community, which is often the primary challenge of innate diversity; while homophily is the tendency of agents to prefer members from their own community to start new social or business connections, which is often the primary challenge in acquired diversity. The emergence of network structure is studied when insularity and homophily are varied. In order to promote cooperation in a diverse population, the role played by a subset of agents called “global” agents who are not affected by homophily and insularity considerations is also studied. Simulation results show several interesting emergent properties. While the global agents are shown to acquire high betweenness, they are by no means the wealthiest or the most powerful in the network. However, the presence of global agents is important for the regional agents whose own wealth prospects increase because of their interaction with global agents.