During the inter- war period, the theatrical movement in Romania knows a period of basical changes. In this “background „ , Haig Acterian has an unexpected view about the theatrical performance. In ...his view, the dramatist and the stage director are two different instances and the supramarionette concept, invented by Gordin Craig is, in fact, the performer, who owns the calling of stage playing. The art of playing has represented another stage director’s concern. In the same time, Haig Acterian has a reformary view towards the academic theatrical school: he reorganized the advanced theatrical studies, reorganised the theatre as a regional institution and theorganisational principle has in its centre the players’ company. Haig Acterian has written two monographical studies, which have had great impact in that period: Shakespeare and Moliere.These two works represent a summary of his studies publicated in magazines and papers for which he has written as stage director.
Shaping a profession? Kallberg, Maria
Records management journal (London, England),
01/2013, Letnik:
23, Številka:
3
Journal Article
Recenzirano
Purpose
–
In order to work more efficiently with internal and external processes, public organisations are working with reorganisation and centralisation of documentation practices as part of a ...holistic approach to manage and control information flows. The registry function has a long tradition built on legislative requirements concerning registration of official documents in order to fulfil the citizens' rights to access information. The purpose of this paper is to demonstrate challenges related to recordkeeping legislative awareness within a public organisation and how a changing context may impact on the registrars' status.
Design/methodology/approach
–
The data presented and analysed are based on a longitudinal case study of a centralised registry function project undertaken by a Swedish local government body (a municipality). Interviews have been used as the primary data collection method.
Findings
–
The findings identify challenges that result from a lack of recordkeeping skills and recordkeeping legislative awareness that needs to be solved in order to reach a successful implementation. Even though the registry function is identified as strategically important, the registrars have not reached the status “expert”. Changing context does not necessarily lead to a change in status. It is a more complex process, which includes attitudes, knowledge and skills.
Research limitations/implications
–
The research is limited by being a case study in a single organisation in the Swedish public sector context.
Practical implications
–
The findings could be useful for public organisations that intend to reorganise and centralise documentation practices. Furthermore, the findings contribute to record keeping practitioners and also to stakeholders within public organisations.
Originality/value
–
Registrars as an occupational group in Sweden have not been the focus of any extensive academic research. In view of its new strategic importance the registry function has benefitted from organisational restructuring; research is needed on registrars as a possible future “records management profession”, which does not currently exist in Sweden.
Unternehmen nahezu aller Branchen stehen täglich der Herausforderung gegenüber, mit zum Teil tief greifenden Veränderungen erfolgreich umzugehen. Die Veränderungen beziehen sich typischerweise auf ...die Strategie, die Kultur bzw. die Struktur eines Unternehmens. Darüber hinaus spielen die Einstellungen und Verhaltensweisen der Organisationsmitglieder eine wichtige Rolle im Rahmen von Unternehmensveränderungen.Die hohe praktische Relevanz dieser Thematik hat in den letzten beiden Jahrzehnten zu intensiven Forschungen auf diesem Gebiet geführt. Der vorliegende Beitrag liefert einen systematischen Überblick über die empirischen Arbeiten zu Unternehmensveränderungen, die zwischen 1990 und 2006 erschienen sind. Dabei werden sowohl qualitative als auch quantitative Studien gesichtet, die sich mit Veränderungen auf der organisatorischen Ebene (Makroebene) oder der Ebene einzelner Personen oder Teams (Mikroebene) befassen. Der Schwerpunkt liegt auf Untersuchungen, die in den führenden nationalen und internationalen englischsprachigen Zeitschriften erschienen sind.
On China’s current path toward modernization, information sharing and effective communication become major learning challenges. This article explores how the change and emerging tensions are managed. ...Data collected from a Sino-foreign joint venture and a Chinese joint-stock company, analyzed within the framework of cultural-historical activity theory, indicate that Confucian authority chains and guanxi should be viewed as two complementary and interactive principles. The communicative configuration generated by these two principles is in transition in Chinese organizations. The zone of proximal development emerging for communication in Chinese companies takes the shape of two-way movement: toward an increasingly personal character of the Confucian authority principle on one hand and toward an increasingly production-oriented character of the principle of guanxi on the other hand. The successful design and implementation of communication systems in Chinese companies will largely depend on management’s ability to understand and shape this historical change.
The international system is undergoing a fundamental change from unipolarity to multipolarity and is facing a growing importance of Asia in world politics. In order to build Global Governance for the ...21st century the multipolar state-system must be complemented and linked with structures of multilateral cooperation.
Purpose - The paper complements other published material on strategy tools by presenting a picture of how practicing managers use tools and concepts in strategy activity.Design methodology approach - ...The paper draws on interviews with a diverse set of managers. The interviews explored how these managers used tools in a chosen strategy activity.Findings - The paper presents a profile of how managers use tools that refines and challenges existing studies. Writing on strategy tools often implies strict application of the tools. In practice, managers take parts from different tools and mould them to suit pre-existing business objectives and processes. This requires them to have a wide knowledge of tools and to reflect on them critically. Managers use tools as a source of inspiration as much as for communication or for facilitating initiatives. When looking to extend their knowledge, they seek new ideas, not packaged solutions.Practical implications - The implication for managers is to focus on reconstructing tools to fit local needs. The paper argues that this does not mean corrupting tools and is more effective than seeking better tools that already fit.Originality value - Prior studies of strategy tools have focused mainly on the extent of tool use. This paper considers in more depth how managers enact these tools within their firms, and hence advances from the study of fads to the study of strategy practice. Its findings are relevant to those who devise and communicate tools as well as to managers.
To develop and sustain competitive advantage, companies must begin thinking about strategy in a more integrated way. First, strategies must be comprehensive: they need to have clear direction and a ...coherent product-market focus, and they must be supported by incisive operating capabilities and resources and robust organization cultures. Second, strategies must align these dimensions and their subcomponents and ensure that each is well adapted to the competitive environment. Third, all of the elements of strategy need to be orchestrated around a powerful core theme. This article shows how managers can develop each of these aspects of strategic integration.
Appreciative Inquiry has touched and affected the life of thousands who apply its principles in a wide range of settings including industry, government and not-for-profit organizations. This book ...revolves around three main themes: we live in worlds our questions create, appreciative discourse and narrative, and the design of inquiring systems.
Purpose - The authors advocate making storytelling an integral tool of corporate strategy. Stories create the experience that lets strategy be understood at a personal level. In order to be ...effective, strategy must not just inform, it must. And people are never inspired by reason alone.Design methodology approach - A case study of the development and presentation of a strategic story - one designed to describe the future of San Juan Regional. It became known as "The Raiders of the Lost Art."Findings - According the CEO of San Juan Regional: "We learned a whole new way for management and employees to work together to make dramatic new things happen. So we have committed to this type of storytelling and feedback to be done every 18 months."Research limitations implications - Research on the success of companies implementing strategic change using the storytelling tool vs. those that rely on an analytical presentation would be valuable.Practical implications - If you want your change message to actually take hold - if you want it to transform how things are done in your world - then weave your message about the new strategy into a compelling and memorable story.Originality value - When more leaders immerse their employees in compelling and inspirational strategy stories, more companies will achieve their change goals.
This study examines the organizational changes and varied response amongst managers to those changes in seven subsidiaries of multinational apparel firms. Because of intensified competition from low ...wage economies, such firms have been forced to restructure production processes to heighten both their productive efficiency and attain greater flexibility at the plant level. Much of this change has involved the introduction of high performance work practices (HPWP), a central focus of much recent scholarship on post-Fordism. Drawing from several qualitative strategies, this paper focuses on the role of managers as agents of strategy implementation and discusses how they negotiate, accept or resist such changes. We describe the failure to implement HPWP as some firms seek efficiency gains from work restructuring rather than broader effectiveness goals that would have deepened employee participation. In doing so we theorise about structural impediments to organisational innovation, the operational constraints that render some managers change recipients rather than change agents, and what this might tell us about micro-political strategies within large organisations as key actors negotiate a new organisational reality.
