The effects of task environment and organizational agility on perceived managerial discretion and strategy implementation in a pharmaceutical company

Purpose This study aims to investigate the relationship between task environment, organizational agility, perceived managerial discretion and strategy implementation on unit performance. Design/methodology/approach Based on the literature review, a structural model was developed. A 74-item questionnaire was circulated among middle managers in sales and marketing. The data collection method used purposive sampling. A total of 228 valid responses were obtained. This study was conducted in a leading pharmaceutical company in Indonesia. The data were analyzed using structural equation modeling. Findings Based on the data analysis, this study shows that task environment and organizational agility act as antecedents of perceived managerial discretion, which drives strategy implementation resulting in unit performance. Originality/value Different from previous studies that examined the linkage of inertial forces and discretion, this research scrutinized the effects of organizational agility on perceived managerial discretion and the direct role of perceived managerial discretion on internal strategy implementation.

Development and preliminary validation of the work-unit performance questionnaire

Background: Serious shortcomings are identified in the Performance Index (PI), developed by Spangenberg and Theron (2004). Attempts are made to correct these shortcomings.Aim: The primary objective of this research study was to develop and preliminary validate a generic Work-Unit Performance Questionnaire, based on the Performance Index of Spangenberg and Theron (2004), correcting shortcomings identified in that particular PI.Setting: The study used convenience sampling that consisted of 202 respondents from a variety of South African industries. The article draws on findings in the thesis of Seland (2019).Methods: The development and preliminary validation of the Work-Unit Performance Questionnaire (WUPQ) was required. The WUPQ consists of dual subscales, the Work-Unit Competency Questionnaire (WUCQ), which consists of seven latent behavioural competency variables, and the Work-Unit Outcome Questionnaire (WUOQ), which consists of six latent outcome variables.Results: Both measurement models (WUCP WUOQ) showed close fit; however, two factor loadings in the WUCQ measurement model had to be constrained. Reasonable structural model fit was found in the sample. Support was found for 11 of the original 21 path-specific substantive hypotheses and for an additional hypothesis.Conclusion: The proposed model can be used by managers, with caution due to the intentional exclusion of competency potential and situational variables, to diagnose poor work-unit performance. Furthermore, it is encouraged that this research be the starting point for further analyses of work-unit performance and advance validation of the instrument.

The impact of manager recognition training on performance: a quasi-experimental field study

PurposeEmployee recognition programs are ubiquitous, and recognition is a multibillion-dollar industry. Yet, very little research has tested the utility of recognition-based interventions. The purpose of this paper was to examine the impact of managerial training for employee recognition on the occurrence of recognition and unit-level performance.Design/methodology/approachThe design was a quasi-experimental field study of branches within a financial services company. Differences between a recognition training group and a no-training control group were examined using objective unit-level performance and recognition data before and after the training intervention.FindingsResults indicated that the training program led to more recognition and improved unit performance compared to control.Research limitations/implicationsThe sample size was small, but the research demonstrates that managerial recognition training is effective.Practical implicationsThis research establishes the effectiveness of recognition training and describes its effects on important business outcomes, supporting the notion that recognition programs may be a worthwhile investment for organizations.Originality/valueThis study is one of the first to demonstrate the benefit of training managers on effective recognition practices on recognition behavior and unit performance.

Dynamic Modeling and Control of a Simulated Carbon Capture Process for Sustainable Power-to-X

The goal of this study is to develop a dynamic model for a Carbon Capture (CC) process that can be integrated with a water electrolysis facility. The possibility of operating the post-combustion CC plant dynamically is investigated. The final model successfully tracks the parallel hydrogen production, providing the stoichiometric required CO2 stream for the subsequent methanol reactor. A dynamic model is used to configure controllers and to test the unit performance and stream conditions for various set points. Through the transient operation, the required feed gas is provided while optimizing the solvent and energy requirements. It is found that the slowest acting stage is the reboiler with a time constant of 3.8 h. Other process variables stabilize much quicker, requiring only a few minutes to reach steady-state conditions. The hydrogen-tracking scenario shows that the carbon capture plant can successfully operate under varying conditions with a maximum CO2 output increase of 7% of the minimum flowrate in the representative 24 h simulation time. The output CO2 stream is maintained at the desired >98% purity, 25 °C temperature, and 1.85 bar pressure, which allows to successfully perform hydrogen tracking operations.

SP2.2.16Hospital compound level endoscopy training quality performance: scoping the spectrum

Aims This study aimed to assess the quality of endoscopy training in a single UK Statutory Educational Body (SEB), related to individual hospitals,compared with the Joint Advisory Group on Gastrointestinal Endoscopy Training (JETS) certification standards. Methods Training procedures numbering 28,928 recorded by 211 consecutive cross-specialty trainee endoscopists registered with JETS in18 hospitals during 2019were analysed. Data included trainer and trainee numbers, training list frequency, procedures, Direct Observation of Procedural Skills (DOPS) completion and Key Performance Indicators (KPI). Results Annual median training procedures per hospital were 1395 (interquartile range (IQR) 465-2365). Median (IQR) trainers and trainees per unit were 11 (6-18) and 12 (7-16) respectively (ratio 0.8 (0.7-1.3)). Annual training list frequency per trainee was 13 (10-17), 35.0% short of JAG standard (n = 20, p = 0.001, effect size -0.56), and median points per adjusted training list were 11 (5-18). Median DOPS completion per trainee and trainer were 3 (1-6) and 4 (1-7) respectively; completing 0.2 DOPS (0.1-0.4) per list and amounting to 6 (2-12) per 200 procedures: less than half of the JAG standard (p < 0.001, -0.61). Median KPI for OGD: J Manoeuvre 94% (90-96), D2 intubation was 93% (91-96); and for Colonoscopy: Caecal intubation 82% (72-90), and Polyp Detection Rate 25% (18-34). Compound hospital training quality score varied 3-fold, the highest performing hospital scoring 26; compared to the poorest performing scoring 9: median 17 (14-20). Conclusion Important variation in endoscopy unit performance were apparent with compound hospital training quality varying almost 3-fold. Trainees, Training Programme Directors alike, should be aware of such data when planning educational programmes to focus, optimise the quality of endoscopic training.