organizational management
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2022 ◽  
Vol 14 (1) ◽  
pp. 1-12
Sandra Geisler ◽  
Maria-Esther Vidal ◽  
Cinzia Cappiello ◽  
Bernadette Farias Lóscio ◽  
Avigdor Gal ◽  

A data ecosystem (DE) offers a keystone-player or alliance-driven infrastructure that enables the interaction of different stakeholders and the resolution of interoperability issues among shared data. However, despite years of research in data governance and management, trustability is still affected by the absence of transparent and traceable data-driven pipelines. In this work, we focus on requirements and challenges that DEs face when ensuring data transparency. Requirements are derived from the data and organizational management, as well as from broader legal and ethical considerations. We propose a novel knowledge-driven DE architecture, providing the pillars for satisfying the analyzed requirements. We illustrate the potential of our proposal in a real-world scenario. Last, we discuss and rate the potential of the proposed architecture in the fulfillmentof these requirements.

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Anthony Silard ◽  
Sarah Wright

Purpose This paper aims to study the differing pathways to loneliness in managers and their employees. Literature on emotions in organizational life, organizational management and leadership and loneliness are explored to develop and test hypotheses regarding the differential prototypical scripts that can be generative of loneliness in managers and employees. Design/methodology/approach A total of 28 managers and 235 employees from a horticultural company based in Mexico were surveyed, using measures of perceived connection quality, loneliness and meaningful work to test three hypotheses. Findings Data from 28 managers and 235 staff indicate that while loneliness scores do not significantly differ between managers and their subordinates, the predictors of loneliness differ between managers and employees, with emotional connection and mutuality predicting loneliness in employees but not in managers. Originality/value This paper adds specification to the literatures on workplace loneliness, the loneliness associated with management roles, emotions in organizational life and emotions and leadership. The findings are discussed in relation to the literature on manager-subordinate relationships.

2022 ◽  
Vol 4 (2) ◽  
pp. 1099-1106
Agus Subagyo ◽  
Agustina Setiawan ◽  
Titin Rohayatin ◽  
Dadan Kurnia ◽  
Iing Nurdin ◽  

Understanding of entrepreneurship and organizational management, especially at the OSIS and MPK levels, is still deficient. With a lack of understanding related to entrepreneurship and organizational management at the school level, lecturers at the Faculty of Social and Political Sciences (FISIP) Unjani organize Education and Training for OSIS at the SMA/SMK in the Eastern Province of Indonesia. The method used in this community service is to provide material related to entrepreneurship development and organizational management, and creativity competitions for OSIS and MPK members between schools. Community service related to entrepreneurship development in the management of Intra-School Student Organizations runs smoothly and in accordance with the desired expectations. Students participate actively in every series of activities held. In addition to participating in the Webinar as the pinnacle of community service, students also participate in the preparation of school creative business proposals, poster making competitions, and Share Content competitions. Thus, community service activities carried out by FISIP Unjani make a positive contribution in providing new understanding and thoughts as well as ideas, ideas, creative innovations that can be applied and implemented in organizations and in the school environment where they study. and form an entrepreneurial spirit, namely a leader who has an entrepreneurial spirit.

2022 ◽  
pp. 205-219
Janiele Queiroz Mendes Caroba

This chapter aims to describe the role of intangible assets (trust, love, and well-being) in the development of organizations. After a first approach in which the authors point out distortions of the traditional organizational management models and politics in Brazil, they propose solutions adopted by several companies in construing of humanized models. Based on these successful experiences, they highlight several indicators that demonstrate the profitability of these organizations and their differentials in tackling the post-pandemic economic and social crisis.

2021 ◽  
Vol 5 (4) ◽  
pp. 19-28
Fadil Mušinović

Introduction. During the Covid-19 pandemic, a crisis unmatched that will have significant negative consequences and encompass the social, economic and environmental environment and its consequences affect organizations in both the private and public sectors. The Covid-19 pandemic has a significant impact on the population and their lives, and therefore on their organizational effectiveness in overcoming the crisis. The crisis has caused a number of uncertainties and confusion related to workers' risks and the adoption of measures to overcome them. In the face of uncertainty, it is even more difficult to manage organizations that do not have properly developed, recognizable and competent crisis management and communication. Aim and tasks. The purpose of the study was to highlight the pandemic-induced problems and to contribute to the adoption of measures related to the functioning of the organizations. Additionally, the aim was also to establish the connection between the introduction of new forms of work and the shortage of the staff. Main goal of this research was to analyse functioning of the crisis management in selected organizations during the Covid-19 pandemic. Results. The results of the study conducted via an online questionnaire showed that crisis management and communication are adequately adopted in the organizations in question, but shortcomings were nevertheless disclosed. They are a consequence of the specificity of the crisis and the lack of knowledge of how to operate under such conditions. Participants of the survey estimated that the pandemic raised thus far investigated issues and that crisis management and communication in the organization was better trained to operate and take crisis measures in cases other than the epidemic. Conclusions. The article proposes an analysis of the entire operation of management during the pandemic, a review of all organizational acts in the field of crisis management, their modernization, and additional training and education in crisis management by exchanging practices of other organizations. However, the state, as the holder of measures during the pandemic, must adopt appropriate legal acts, which will be the base for organizations in the economy and the public sector to take appropriate measures. Organizational management during the pandemic must be flexible, innovative and focused on a healthy work environment.

2021 ◽  
Vol 5 (2) ◽  
pp. 50-57
Manaf Raewf ◽  
Yazen Mahmood ◽  
Ali Jaafar

Cooperation among employees is one of the main determinants of a successful business because people are the main protagonists of cooperative management. Therefore, organizations have to give more attention to establish a cooperative management. This study examines the impact of people in cooperation on cooperative management. The research also included recommendations for organization managers, as well as a theoretical basis of cooperative management and people in cooperation, based on a management model developed by Mondragon Cooperation. The SMART PLS3 was used to analyze data collected through the distribution of questioners to employees and academic staff at two private universities in the Kurdistan Region of Iraq. Researchers believe that the presence of integral development and cooperative leadership helps in the implementation of cooperative management by the staff. However, organizations are recommended to strengthening the power of staff and allowing them to practice the role of managing, as well as, being authorized at a certain level in order to increase cooperative conduct between employees and management in terms of organizational management concerns.

PLoS ONE ◽  
2021 ◽  
Vol 16 (12) ◽  
pp. e0261594
Tianqi Wang ◽  
Ning Li ◽  
Houran Li

Client-Server (C/S) application is always used in the existing Human Resource Management System (HRMS) as the system architecture, which has the problems of complex maintenance and poor compatibility; and cannot use professional database and development system, making the system development difficult and the data security low. To solve the above problems, the overall demand is analyzed, as well as feasibility and key technologies of the enterprise HRMS system. Then a HRMS is designed and developed, based on the user’s key functional requirements and related technologies, which is reasonable and easy to maintain. The system is supported by Browser-Server (B/S) structure, with the current popular Java 2 Platform Enterprise Edition (J2EE) multi-level structure as the overall architecture. The mature Microsoft SQL Server 2008 introduced by Microsoft is used as the database platform. Combined with Model View Controller (MVC) design pattern, this system can be used by users without geographical restrictions and system maintenance. In this system, performance logic and business logic are separated, which makes it convenient for the development and maintenance of the system. The system mainly includes six modules: personnel management, organizational management, recruitment management, training management, salary management and system management, which integrates enterprise information and realizes the functions of easy access and easy query of information database. Its interface is simple, easy to understand, and easy to operate, with low investment, low cost, high safety, good performance and easy maintenance, which help to improve the work efficiency and modern management level of enterprises. In the end, the operation performance of the system is tested. The results show that the throughput of the main functional modules in the system is greater than 100 times/s when dealing with the business, and the success rate of event processing is greater than 99%. The average response time of the business end is less than 0.4 s, and the average response time of the terminal side is less than 0.5 s, which all meet the standards. System CPU occupancy rate can be basically controlled below 30%, and memory usage rate is below 30%. In summary, the system designed here has the basic functions but also to ensure good performance, suitable for enterprise personnel management, organizational management, recruitment management, training management and salary management. The design and development of this system aims to provide technical support for the service quality of enterprise human resource management business, to improve the overall efficiency, promote the pace of enterprise strategic development, and enhance the market competitiveness of enterprises.

2021 ◽  
Sayaka Hoshino ◽  
Yoko Muranaka

The purpose of this research is to develop a tool for fatigue self-management for hospital nurses. It is based on a nursing fatigue management education program that we have developed by utilizing the airline industry’s Fatigue Risk Management System (FRMS). More specifically, this research aims to develop a tool to check fatigue and sleep conditions, deepen the knowledge about fatigue management, devise a measure to avoid the risk of fatigue, and continuously conduct evaluation.

2021 ◽  
Vol 14(63) (2) ◽  
pp. 173-182
Constantin Duguleană ◽  
Liliana Duguleană ◽  

The paper presents a complete analysis of the evolution of the profitability of some Romanian companies that decided to demerge in 2013. The sample of companies was analyzed with statistical and econometric methods of panel data, in the sub-periods before and after demerger: 2005-2013 and 2014-2019. The main objective of research was to find out if the organizational management strategy was beneficial for obtainingbetter economic and financial performance. The research results were extended to the population to characterize the financial situation of all Romanian companies in the same situation as those in the sample

2021 ◽  
Vol 21 (4) ◽  
pp. 1950-9
Patrick Kyamanywa ◽  
Peter Redding

Background: Effective leadership is vital for organizational growth and sustainability. Globally, medical schools are faced with leadership challenges due to the pace of globalization, technological advances, reduced funding and changed funding cycles, increasing student enrolment, demands of accreditation, academic collaboration, innovations and research. This makes identification and selection for the right leadership competencies a priority.Objectives: To investigate the key leadership competencies required by deans of medical schools in Uganda.Method: A qualitative study using semi-structured interviews with the current deans and purposively selected former deans of medical schools in Uganda was conducted between March and June, 2020. We analysed the data using Grounded theory.Results: Thirteen (13) deans (9 of the 12 current deans and 4 former deans) participated in the study. We established ten (10) key roles of a dean of a medical school categorised as academic leadership, administrative leadership and professional leadership. Eleven (11) key competencies were identified as necessary for effective leadership of medical schools in Uganda, and categorized as personality-related competencies, organizational management competencies and medical/health expertise.Conclusions: A dean of a medical school in Uganda should possess a combination of personality, medical expertise, health professions training and organizational management competencies and have training in leadership, financial and resources management. Keywords: Competencies; effective leadership; medical schools; Dean.

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