Background and Originality: In our research we want to represent the advantages and disadvantages of scientific management and lean organisation. We selected four factors as the base for the analysis ...of advantages and disadvantages of scientific management and lean organisation: standardization of work, education of workers, division of labour and cooperation between management and workers. Method: As a method, we used text analysis that includes a critical analysis of different or conflicting perspectives on the principles of scientific management and lean organization. We searched for articles in the freely accessible Google Scholar scientific literature search engine. Results: Based on the studied literature, we found out that scientific management was successful because it satisfied most of the needs of the industrial society at the time. On the other hand, scientific management has limitations and decelerates innovative function in the modern industrial society. The principles of lean organisation supposed to dismiss the deficiencies of scientific management such as lack of motivation, monotonous work, and observation of human as a machine and non-compliance of human nature. However, it turned out that standardization of work, authorization of workers, lean management, teamwork and other factors of lean organisation also reaped similar critics as scientific management did. Society: The findings of this article may have theoretical and practical implications for those involved in running organizations. Limitations / further research: In the article, we discussed only the behaviorist aspect. Another limitation is the selected principles through which we observed the advantages and disadvantages of scientific management and lean organization. It would be interesting to extend the observation to other aspects and principles.
From the acclaimed authors of Capitalism without Capital, r adical ideas for restoring prosperity in today's intangible economy The past two decades have witnessed sluggish economic growth, mounting ...inequality, dysfunctional competition, and a host of other ills that have left people wondering what has happened to the future they were promised. Restarting the Future reveals how these problems arise from a failure to develop the institutions demanded by an economy now reliant on intangible capital such as ideas, relationships, brands, and knowledge.In this groundbreaking and provocative book, Jonathan Haskel and Stian Westlake argue that the great economic disappointment of the century is the result of an incomplete transition from an economy based on physical capital, and show how the vital institutions that underpin our economy remain geared to an outmoded way of doing business. The growth of intangible investment has slowed significantly in recent years, making the world poorer, less fair, and more vulnerable to existential threats. Haskel and Westlake present exciting new ideas to help us catch up with the intangible revolution, offering a road map for how to finance businesses, improve our cities, fund more science and research, reform monetary policy, and reshape intellectual property rules for the better.Drawing on Haskel and Westlake's experience at the forefront of finance and economic policymaking, Restarting the Future sets out a host of radical but practical solutions that can lead us into the future.
The concept of health-promoting leadership focuses on the interaction between the organization and the individual by identifying components able to positively influence employees’ working conditions. ...In the present study, the effects of health-promoting leadership and transformational leadership on the employees’ recovery–stress balance are investigated. In an online study, 212 Slovenian workers were asked about their perceptions of their direct supervisors and their work-related stress and recovery. The results showed that both leadership styles have a significant effect on employees’ recovery at the workplace, which mediated the relationship between leadership and work-related stress.
Background. Leadership competences play an important role for the success of effective leadership. The purpose of this study was to examine leadership competences of managers in the healthcare sector ...in Slovenia.
Methods. Data were collected in 2008. The research included 265 employees in healthcare and 267 business managers. Respondents assessed their level of 16 leadership relevant competences on a 7-point Likert-type scale.
Results. Test of differences between competences and leader position of health care professionals yielded statistically significant differences between leader and non-leader positions. Leaders gave strongest emphasis to interpersonal and informational competences, while regarding decision making competences, the differences between leaders and other employees are not that significant. When comparing competences of healthcare managers with those of business managers, results show that healthcare managers tend to give weaker emphasis to competences related to all three managerial roles than business managers.
Conclusions. The study showed that in Slovenian health care, leaders distinguish themselves from other employees in some leadership competences. In addition, all three dimensions of leadership competences significantly distinguished the group of healthcare managers from the business managers, which indicates a serious lag in leadership competences among leaders in Slovenian healthcare
Izhodišča. Vodstvene kompetence igrajo pomembno vlogo pri zagotavljanju uspešnega vodenja. Namen obstoječe raziskave je bil preučiti vodstvene kompetence menedžerjev v slovenskem zdravstvu.
Metode. Podatki so bili zbrani leta 2008. V raziskavo je bilo vključenih 265 zaposlenih v zdravstvu in 267 poslovnih menedžerjev. Anketiranci so ocenili svoja raven po 16 različnih vodstvenih kompetencah na 7-stopenjski Likertovi lestvici. Rezultati. Test razlik med kompetencami in vodstvenim položajem zaposlenih v zdravstvu je pokazal na statistično značilne razlike med vodji in drugimi zaposlenimi. Vodje so bolj poudarili medosebne in informacijske kompetence, medtem ko so razlike med vodji in drugimi zaposlenimi pri odločevalskih kompetencah manj izražene. Primerjava med kompetencami menedžerjev v zdravstvu in poslovnih menedžerjev je pokazala, da imajo menedžerji v zdravstvu manj poudarjene kompetence na vseh treh menedžerskih vlogah.
Zaključki. Raziskava je pokazala, da se vodje v slovenskem zdravstvu od drugih zaposlenih razlikujejo po nekaterih vodstvenih kompetencah. Menedžerji v zdravstvu pa se od poslovnih menedžerjev razlikujejo po vseh treh dimenzijah vodstvenih kompetenc, kar kaže na resno zaostajanje vodstvenih kompetenc menedžerjev v slovenskem zdravstvu
Prispevek na podlagi študije primera projekta AKTIV obravnava inovativno izobraževanje na področju kulture. Primer vključuje strategijo akcijskega raziskovanja in podpira procesno-razvojno ...postavljanje ciljev, kar pomeni, da se osredotoča na potrebe udeležencev in izhaja iz dejanskega stanja v družbi. Procesno-razvojno uresničevanje ciljev zahteva raziskovalni pristop in nenehno temeljno spraševanje o vsebinah, ki spodbujajo kritično razmišljanje. V članku opisujemo predavanja in delavnice v okviru projekta ter program simpozija AKTIV. Predstavljamo tudi ciljno skupino in jo primerjamo s populacijo udeležencev. V sklepnem delu so opredeljeni razlogi za uspešno izvedbo projekta ter vpliv na vključene. Interdisciplinarno delo podpira medskupinski dialog, ki ga opažamo kot pozitiven rezultat.
Health care reforms Marušič, Dorjan; Prevolnik Rupel, Valentina
Zdravstveno varstvo,
09/2016, Volume:
55, Issue:
3
Journal Article
Peer reviewed
Open access
In large systems, such as health care, reforms are underway constantly. The article presents a definition of health care reform and factors that influence its success. The factors being discussed ...range from knowledgeable personnel, the role of involvement of international experts and all stakeholders in the country, the importance of electoral mandate and governmental support, leadership and clear and transparent communication. The goals set need to be clear, and it is helpful to have good data and analytical support in the process. Despite all debates and experiences, it is impossible to clearly define the best approach to tackle health care reform due to a different configuration of governance structure, political will and state of the economy in a country.
All humans have bias, and as a result, so do the institutions we build. Internationally sought after diversity consultant Tiffany Jana offers concrete ways for anyone to work against institutional ...bias no matter what their position is in an organization. Building upon the revelatory power of her book Overcoming Bias , which addressed managing individual and interpersonal bias, Erasing Institutional Bias scales up the framework to impact systemic change in organizations. Jana and coauthor Ashley Diaz Mejias bring together in-depth research on how biases become embedded into workplace cultures with practical and engaging tools that will mobilize readers toward action. They confront specific topics such as racism, sexism, hiring and advancement bias and retribution bias, meaning when organizations develop a culture of aggression, and offer solutions for identifying and controlling them. This book urges readers to ask questions such as, "Are we attempting to create systems in which all people can thrive? What kind of world and what kind of workplaces are we cultivating?" These questions, the authors say, must first be answered by ourselves, recognizing our own role in perpetuating harmful biases that come to define institutions. In a world divided, Erasing Institutional Bias is designed to raise awareness about imbalances and help us hold ourselves accountable for creating a world that works for everyone. Each of us can evaluate our own current role in perpetuating systemic bias and define our new role in breaking it down. Jana and Mejias inspire and equip us so that we can all affect organizational change, together.
Prispevek prinaša spoznanja o pomenu izobraževanja starejših odraslih za uspešno mentorstvo. Na kratko sta poudarjena pomen starejših odraslih in njihovega izobraževanja v sodobni družbi. Opredeljeno ...je mentorstvo kot oblika v izobraževanju starejših odraslih. Posebej pa smo se posvetili značilnostim, ki označujejo učinkovitega mentorja, kadar gre za skupinsko mentorstvo in v njem sodelujejo kot mentorji in kot mentoriranci starejše odrasle osebe. Izkazalo se je, da so mentorji kot vodje usmerjeni tako v doseganje ciljev kot tudi v vzdrževanje dobrih odnosov v skupini. Posebej se zavedajo tudi pomena stalnega lastnega profesionalnega razvoja ter evalvacije in samoevalvacije svojega mentorskega dela.
How do we respond to a crisis? Kiauta, Marko
Bilten : ekonomika, organizacija, informatika v zdravstvu,
01/2012, Volume:
28, Issue:
1
Journal Article
Peer reviewed
Open access
Pri iskanju svoje vloge za naslednji dve leti je Sekcija za kakovost v zdravstvu pri Slovenskem združenju za kakovost in odličnost — SZKO obravnavala ugotovitve stroke ekonomije in vodenja kakovosti ...glede prepoznavanja krize in odzivanja nanjo. Kriza je prisotna v javnem sektorju, torej ne le v zdravstvu in ne le v Sloveniji. Dostopnost zdravstvenih storitev ne sledi povečevanju dostopnosti storitev in izdelkov zasebnega sektorja. Pri odzivanju na situacijo imajo politika in stroke različni vlogi. Nastajanje krizne situacije je stalno prisotno in je odvisno od sposobnosti in pripravljenosti odzivanja na spremembe. Glede na to so v organizaciji prisotna tri področja vodenja kakovosti: varnost — izpolnjevanje zahtev, vrednost — izpolnjevanje pričakovanj in stalnost — prilagajanje novim razmeram. Odzivanje na spremembe vključuje tako prilagajanje posameznega dela kakor tudi prilagajanje odnosov med posameznimi deli — prilagajanje sistema. Uspeh je rezerviran za timsko povezane igralce, ki se znajo in hočejo odzivati na stalne spremembe. Da je to izvedljivo, je potrebno stalno spremljane kazalnikov o povečanih časovnih in finančnih pritiskih in tveganjih vseh vrst. Vloga sekcije je predvsem spodbujanje povezovanja.
While searching for their role for the next two years, the Section for Quality in Health Care at the Slovenian Quality and Excellence Association (SZKO) considered the findings of the professions of economics and quality management in identifying and reacting to a crisis. The crisis is present in the public sector, therefore, not only in health care and not only in Slovenia. Access to health care does not keep pace with the increasing availability of services and products in the private sector. When responding to the situation, politics and professions have different roles. The occurrence of a crisis is continuously present and is dependent on the ability and willingness to respond to change. In this regard, the organisation has three areas of quality management: security - compliance to demands, value - fulfilling expectations, and continuity - adapting to new situations. Reaction to changes includes both the adaptation of an individual part, as well as the adjustment of relations between the parts — adaptation of the system. Success is reserved for team players who can and want to respond to constant change. For this to be feasible, constant monitoring of the indicators of increased time and financial pressures and risks of all kinds is necessary. Above all, the role of the section is in facilitating greater integration.
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