Today conflicts between large organizations that promote hydroelectric megaprojects (Sovacool, et al, 2015) and local communities are predictable (Ansar, et al., 2014). In literature, the causes of ...these levels of conflict are explored from the point of view of power relationship (Goodwin & Jasper, 1999) and stakeholder framework theory (Rosso, et al., 2014). This paper presents an original way to address this research field through an endogenous view (Mieg H. A., 2014) of the organizations focused on decision making process based on expert judgment. The study scopes are environmental decisions under uncertainty that are carried out to develop environmental impact assessment. All organizations that are developing large hydroelectric projects in Colombia during period 2010-2020 were examined. The results indicate the difficulty of organizations (Moritz & Gieri, 2015) to adequately respond to external requests associated with environmental and technological dimensions. Cumulative prospect theory and heuristic and biases framework (Brighton & Gigerenzer, 2015) are the theoretical background. Energy policy recommendations are generated based on adjustment type "external view" that comes from behavioral organizational framework (DellaVigna, 2009). This study identifies a novel approach to design lesser levels of conflict through creating better organizational decision making processes.
Purpose - The purpose of this paper is to explore current levels of lead benchmarking implementation and lead performance indicators among Malaysian organizations. Comparing small and medium ...enterprises (SMEs) with large companies, it identifies what benefits and difficulties are present during benchmarking implementation. Design/methodology/approach - Descriptive analyses, one-way ANOVAs between and within groups, and parametric and non-parametric tests are used to compare responses obtained from small, medium and large Malaysian manufacturing organizations. Findings - Findings suggest that larger organizations have a more progressive approach to lead benchmarking. Strategy and employee development are dominant lead performance indicators of continuous improvement. Large companies experience fewer challenges when implementing benchmarking projects. Perceptions of key benchmarking implementation barriers shift from mere lack of resources toward lack of knowledge and training, information sharing, commitment and trust. Research limitations/implications - The sample is specific in nature (Malaysian manufacturing organizations); results should be interpreted accordingly. Originality/value - Little is known about lead benchmarking practices in Malaysia, particularly within the contexts of SMEs. The outcomes of this study provide a basis for further improvement and valuable knowledge for top management of manufacturing organizations to refine strategies and advance quality management approaches.
Human resource is a major source for organization to obtain competitive advantage and can be very important in obtaining long-term performance.
The limits of recruitment process are the cost, the ...choice made, time and legislation. Any organization looks for minimizing the human resources recruitment, selection and employment costs. This article presents the importance of cost in choosing the best practices of recruitment, selection, employment and integration of new employees in the organization, though, the cost is an important variable for analysis. In this article is presented the research made in large organizations from Dambovita County, Romania, and are also presented the costs and their consequences on medium and long-term over the organization activities These activities are discrimination, sexual harassment, ethics, low performance and results, by choosing the “wrong” people, and implicitly diminishing the level of qualifications, knowledge and abilities, by growing the absenteeism, the direct and indirect costs of these processes and the direct consequences over the time management.
U posljednja dva desetljeća vođenje je postalo predmet intenzivnog zanimanja i proučavanja
znanstvenika i teoretičara. Razvijaju se brojni modeli vođenja kojima se pokušava omogućiti postizanje
...određene razine fleksibilnosti poslovanja, koja je od iznimne važnosti za opstanak u novome
poslovnom okruženju koje je okarakterizirano učestalim promjenama na tržištu, rastućom globalnom
konkurencijom, ubrzanim razvitkom tehnologije te demografskim promjenama zaposlenika. Cilj je
rada utvrditi dominantni stil vodstva te njegove prednosti i nedostatke u srednjim i velikim poduzećima
Šibensko–kninske županije te će se u tu svrhu provesti empirijsko istraživanje radi utvrđivanja
stilova vodstva metodom anketiranja vrhovnog i srednjeg menadžmenta srednjih i velikih poduzeća,
utemeljeno na Likertovom modelu vodstva. Istraživanjem se želi pristupiti dijagnostičkomu modelu za
utvrđivanje dominantnoga stila vodstva prema dobivenim odgovorima na šest komponentni koje po
Likertu određuju stilove vodstva: vođenju, motivaciji, komunikaciji, odlučivanju, ciljevima i kontroliranju.
Top managers have a key role in implementing the environmental component of sustainable development in the organization. This paper presents the results of the unique research that was conducted ...among top managers from a variety of large Slovenian organizations, in order to determine the dominant leadership factors that positively influence the implementation of the environmental component of sustainable development (the iso 14001 standard) in the organization. The research involved 321 large Slovenian organizations. It was found that vision, credibility, collaboration, accountability and action orientation are the dominant leadership factors to be considered by top managers in achieving sustainable development.
Research on organizations has shown that the survival and growth of enterprises in dynamic business environments would depend largely on their ability to promote innovations within their ...organizations. The innovation process with its various stages of idea conception, development, implementation, and integration to the existing business portfolio is naturally an organizational process which inevitably requires intrapreneurial orientation among the employees. Above all, the entire process calls for an enabling culture and appropriate systems so that employees are motivated to take up intrapreneurial ventures. The aggressive efforts by companies from developed countries for capturing global markets, encouraged by the liberalized economic policies of the Indian government, have drastically changed the business scenario in India and probably the worst affected by such changes are the public sector companies in India. Whether in the private or public sector, companies are faced with only two options: innovate or perish! It is in this context that the present study was undertaken in large public sector corporations in India.
The major objective of this study was to identify the organizational constraints against innovations. The best way to understand such issues is to interact with the innovators themselves because it is they who have experienced these constraints. The first step in the methodology, therefore, was to identify a few highly innovative projects from public sector organizations which was done by rating the innovativeness of 162 projects submitted for an innovation award in the petroleum sector. Thirty-one highly innovative cases were thus selected for a detailed study.
A qualitative analysis of the cases brought out the following organizational constraints against innovation:
Absence of failure-analysis systems (100%)
Lack of patenting initiatives (97%)
Lack of recognition for innovations in non-core areas (94%)
Poor handling of change management (90%)
Informal team formation (81%)
Low emphasis on dissemination and commercialization (77%)
Inadequacy of rewards and recognition (65%)
Procedural delays (58%)
Poor documentation and maintenance of records (58%)
Easy access to foreign technologies (55%)
Unclear norms on linking innovations with career growth (48%)
Lack of recognition for contributions by support functions (45%)
Ambivalent support from the immediate supervisor (39%)
Inadequate systems for the promotion and management of ideas (35%)
Lack of facility for pilot testing (29%).
The study clearly shows that Indian organizations are yet to institute many systems and procedures required for supporting innovations. Although many of these organizations have formal R&D departments/divisions, it appears that R&D without the necessary organizational support is merely a ritual rather than the part of a proactive innovation strategy. R&D facilities and organizational support for innovation are not to be treated as independent arrangements but have to emerge from an overall innovation strategy as complementary systems supporting each other. Absence of such an integrative perspective and strategy seems to be the overarching constraint against innovations in Indian public sector organizations.
Seeking the advantages delivered by agile methods in small-scale software development, large organisations are also adopting agile methods. However, scaling results in a huge growth of ...socio-technical dependencies that can lead to waiting time, delays, and defects and hinder the teams' ability to recognize their own responsibilities. This research proposes an approach to enable teams' autonomy and clarifies teams' responsibility assignments by aligning socio-technical dependencies. By utilising compile-time, run-time, and task dependencies, our approach identifies the wasteful dependencies between the social structures (teams) and the corresponding technical structures (architecture) and also suggests improvements. The initial results suggest that the approach correctly identifies the wasteful dependencies that are hindering teams' responsibility assignments. The suggested solution proposals are also considered useful. Awareness of such wasteful dependencies is the first step toward being able to handle them successfully.
Today, many organizations experience problems with high levels of sick leave. This has negative implications on the organizations' ability to compete on the market, but also means suffering for the ...individual employees. The leadership of the organization is considered by several researchers to impact on employee health and competitive advantage. However, it is argued that the larger an organization gets, the harder it is to apply good leadership. Therefore, the purpose of this paper is to describe how management in a large Swedish bank, awarded as 'Sweden's best workplace', has successfully worked to transform increasing levels of sick leave into co-worker health and profitability. The paper also includes suggestions that managers in other organizations might consider adopting. Through interviews, with managers at different organizational levels of the bank, management methodologies and success factors have been identified. The commitment of the bank's managers seems to have been central to achieve a healthy and efficient organization. Executive managers have had a conspicuous strategic focus on health issues and set objectives thereafter. These objectives have been deliberately supported by the managers' methodologies and successfully passed on throughout the organizational hierarchy to the bank offices. Dialogues, delegation and clear goal setting seem to have been important methodologies. Middle managers in addition have been lucid coaches to office managers, who in turn have put focus on building relationships and encouraging employees.
Today’s organizations are facing new challenges, which require them to make effective decisions in order to solve complex issues. These decisions are generally made at higher levels in the ...organization’s hierarchical structure, where managers maintain power and control to influence organizational goals, including the behaviors and the attitudes of their subordinates. In this article we will show the importance of having effective managers, especially in HR, who can positively influence attracting intellectual capital and acquire knowledge management, by increasing employees motivation, job satisfaction, performance, and organizational commitment, in order to achieve high levels of productivity and efficiency. Also, we will evaluate the HR managers’ roles in order to obtain performance by managing, controlling, evaluating, analyzing, auditing, forecasting, and integrating effectively knowledge management and intellectual capital in organizations. Our study is made in large organizations from Dambovita County, Romania, and it demonstrates that employees need excellent HR managers to obtain the best from them and to face a changing environment.
Large scale systems are focused at providing rapid and secure connections between system entities and users. The basic purpose of development of such systems is increasing integrity between members, ...staff and other departments. As different system users access the system on different levels of access according to their defined roles in organizations and institutes, a mechanism for controlling and monitoring access levels of these users becomes a vital element of such systems as features such as these, are vital to concerned organizations which need to evaluate their risk exposure ensuing from IT system access provided to employees. It is required that a proper architecture for such genre of systems is defined so that a fast, reliable, efficient and secure system environment can be provided. Role-based access control (RBAC) presents a popular model for I.T security and access control that aids in reducing the complexity of safety measures and their administration. Plenty of work has already been done in RBAC for enhancing and simplifying security and reliability. This paper aims in defining the architecture using RBAC and attributes for organizations with emphasis on segregation of duties, load sharing of administrative tasks and controlling IT system access.
