HUMANISTIC MANAGEMENT AND PSYCHOLOGICAL SUPPORT IN THE FIELD OF IT: RELEVANCE AND DEVELOPMENT

Aim. The presented study aims to develop a model for evaluating software for project management in the field of IT and to outline opportunities for its implementation in an IT company. Tasks. The authors substantiate the problems and prospects of using software for project management in the field of IT; describe existing software for IT project management; develop an activity model reflecting the operating principles of the system for evaluating software for IT project management; substantiate opportunities for the practical application of the developed model; identify key criteria for selecting software for IT project management. Methods. This study uses the methods of theoretical analysis and synthesis, comparison, generalization, juxtaposition, abstraction, deduction and induction, content analysis, design and modeling, observation. Results. A model for evaluating software for project management in the field of IT is developed and substantiated. The possibilities, priority directions, and ways of its implementation in an IT company are described. The scientific and practical significance of the study consists in the argumentation for the conceptual framework of a model of a score-rating system for evaluating software for project management for the needs of an IT company. The model can be used when comparing software based on functional and score characteristics. Prospects for the development of the presented system include testing the model on various software for managing IT projects and adapting the model and its internal characteristics to the needs of the IT company, adjusting the proposed mechanism and conceptual framework of the evaluation system. Conclusions. The study establishes that the prospects for using the presented model are good in cases of a generalized cost-functional comparison of a wide range of software; detailed evaluation of the best software in terms of functional diversity (for example, a score comparison of the three best programs in terms of the total number of functional characteristics), which would reduce the final load on the user during evaluation; comparison of a small number of options when choosing from the most preferable software tools.

Management scholarship and practice continues to incorporate nature and business dependencies and impacts on ecosystems. The humanistic management approach seeks to shift management practice away from prioritizing economic outcomes and toward prioritizing human dignity and wellbeing. This paper explores humanistic management’s ontological assumption about nature, which tends to be an anthropocentric ontology that prioritizes humans as superior to and separate from nature and justifies destroying nature if doing so benefits human wellbeing. However, there is increasing pressure to conduct business in ways that do not destroy nature but instead conserve or restore nature. I build on research about the diverse values and valuations of nature and identify awareness practices that humanistic management scholars and practitioners might use to become aware of and practice alternative ontologies about nature. Non-anthropocentric ontologies have the potential to lessen the tension between increasing human wellbeing and the destruction of nature and other-than-human beings. Alternative ontologies can be combined with the concept of stewardship to align humanistic management with broader sustainability goals, including notions of nature as sacred and of other-than-human beings as equal to humans in kinship and community. These ideas might provide a way for humanistic management to maintain its focus on human wellbeing while also acknowledging the dignity and wellbeing of other-than-human living beings and nature broadly.

Humanistic Management in Practice is a collection of business cases from all corners of the globe, in a variety of industries and sizes. What unites this group of businesses is that all of them are highly successful market actors in a competitive environment and yet they consider their ultimate raison d'etre as the generation of societal benefit rather than maximum profit. These companies are managed as an integrated and responsive part of society and complement theoretical arguments on a humanistic management approach with proof of concept. They demonstrate that managerial freedom includes the option to align social purpose and business success. Humanistic management has a profoundly liberating effect on a company by putting people first and integrating the desire to generate benefits for all stakeholders into managerial decision making. Consequently, internal as well as external stakeholders can derive meaning and find purpose in a company's activities that create value for society, making them loyal customers, engaged employees, long-term-oriented investors and collaborative civil society stakeholders. True business leadership proves that business success and societal benefit generation can go hand in hand. With this book The Humanistic Management Network presents convincing evidence of businesses that stand out by showing that it is not only possible for companies to earn healthy profits when putting people first, but that those who do, deliver outstanding results to their owners and to society.

Celem niniejszego artykułu jest ukazanie merytorycznych i metodologicznych trudności wynikających z próby podziału nauk o zarządzaniu na perspektywę ekonomiczną i humanistyczną. Dodatkowo ambicją autora było udowodnienie, że problematyka zarządzania wiekiem może być interesująca także z perspektywy badacza – humanisty. W niniejszej pracy wykorzystano wiedzę naukową pochodzącą z dostępnej literatury traktującej na temat różnic między zarządzaniem w ujęciu ekonomicznym i humanistycznym i zestawiono ją z tematyką zarządzania wiekiem w organizacjach. Z przeprowadzonej analizy wynika, że powyższą problematyką mogą zajmować się zarówno badacze reprezentujący podejście humanistyczne, jak i ekonomiczne do zarządzania, a kwalifikacja prac naukowych powinna opierać się na analizie spójności przyjętych paradygmatów, założeń, metodologii i samej treści, z praktyką konkretnej dziedziny.

The integration of personalism into business ethics has been recently studied. Research has also been conducted on humanistic management approaches. The conceptual relationship between personalism and humanism, however, has not been fully addressed. This article furthers that research by arguing that a true humanistic management is personalistic. Moreover, it claims that personalism is promising as a sound philosophical foundation for business ethics. Insights from Jacques Maritain’s work are discussed in support of these conclusions. Of particular interest is his distinction between human person and individual based on a realistic metaphysics that, in turn, grounds human dignity and the natural law as the philosophical basis for human rights, personal virtues, and a common good defined in terms of properly human ends. Although Maritain is widely regarded as one of the foremost twentieth century personalist philosophers, his contribution has not been sufficiently considered in the business ethics and humanistic management literature. Important implications of Maritainian personalism for business ethics as philosophical study and as practical professional pursuit are discussed.

Although the importance of social media in the HRM literature is well established, little is known about their potential role in bringing the “human component” at the center of the organization. The purpose of this chapter is to conceptually investigate if and how the use of social media in HRM can support (or counteract) a more humanistic approach within organizations. To this aim, we looked into how the e-HRM literature on social media could match the principles posed by the Humanistic Management literature. After having delineated Humanistic Management principles, we frame our analysis focusing on four main topics related to HRM: organizational culture, leadership, job design, and HR practices (i.e., recruitment and selection, learning and training, and performance appraisal and compensation). We develop research propositions connecting humanistic principles with these organizational and HR areas, and conclude with research and managerial implications.

In today’s challenges, efficient business process management is critical to maintaining the competitiveness and stable functioning of IT companies in Ukraine. The relevance of this study is due to the need to identify innovative approaches that help strengthen the resilience of the IT sector in wartime. The paper analyzes how modern management methods help to optimize the activities of companies in unstable conditions, what are the main challenges facing the IT industry, and how government support programs affect its development. The article is aimed at studying the challenges of business process management in IT companies and developing an algorithm for managing business processes in IT companies in times of crisis, which allows to increase their efficiency, adaptability and resilience. The article reviewes the scientific works of Ukrainian and foreign scientists, examines the theoretical base, especially the definition of key concepts: «business process» and «business process management». As a result, the problems of managing business processes in the field of IT in the context of the crisis, in particular in the context of the war in Ukraine, are identified as follows: outflow of personnel, funding restrictions, threat of cyberattacks, market uncertainty, and business relocation. Based on the analysis of scientific literature and interviews with managers of leading Ukrainian IT companies, a general algorithm for managing business processes is formed. The proposed approach will allow IT companies to maintain resilience, increase efficiency and adaptability in an unstable environment. Its implementation will help increase the competitiveness of the Ukrainian IT sector in the domestic and international markets. The study also indicates the role of State support, in particular the mode of «Diia.City», grant programs and digital education, which create favorable conditions for the further development of the IT industry. It is proved that the Ukrainian IT sector demonstrates confident development and sustainability and occupies a leading position in global markets, despite the existing challenges.

The purpose of this study is to investigate the development of human capital in industry and the involvement of information technology in improving company performance in Indonesia. This research is based on the theory of human capital and the influence of computer and information technology in influencing industries in various economic fields.This research was conducted in 2021 using a survey method using an online questionnaire that was sent to 125 IT companies in Indonesia, from 125 IT companies who were sent a questionnaire. There were 105 IT companies that participated in this research. For each company, we sent 10 questionnaires to 10 different people, so there were 1250 questionnaires sent to 125 companies and there were 677 respondents who answered the questions in this survey. The results of all the answers to this questionnaire were checked with each other and mutually triangulated with each other so as to give rise to a complete hypothesis because the purpose of this study was to investigate and analyze a hypothesis as a finding using descriptive qualitative methods. This study finds two important results in the development of studies of human and computer capital and information technology in business and economics. The first finding builds on the hypothesis that managers feel it is important to involve commuters and information technology in their companies and support other companies that are their corporate partners to use computers and information technology for more effective and efficient business operations and support their increased competitiveness. Regarding human capital, most of the directors have the same opinion which is triangulated from the manager's answer which leads to the need for training and development of human resources and the need to create a comfortable and healthy working environment for the purpose of competitiveness and increasing employee productivity. The second finding forms the hypothesis that employees feel more comfortable and at home working with the application of human resource development in their work environment.

Now-a-days in every IT/ITES Sector employee are facing so much of work pressure which makes them have a lack of work-life balance. Being stressed affects both employer and employee. Employee’s personal life, as well as professional life, will affect and from the point of organization, productivity will be decreased. The only way to increase productivity is to make employees stress free about their work. Having a good stress management techniques helps in increasing employee productivity which influences in organizations reputation. The major objective is to measure the impact of Job Stress on Employee’s Productivity and to identify the role of stress management in increasing employee productivity. The research hypothesis was evaluated using statistical tools such as Factor Analysis and Regression. 320 respondents were analyzed using a Convenience sampling method. The findings revealed that there is an impact of job stress on employee’s productivity and some of the factors increases employee’s productivity is Psychological Support Factor, Comfortability Factor, Efficiency Factor, Technical Factor, and Clarity Factor. Role of Stress Management is to provide good support for both psychological and Physical support. It is clear that stress management helps in increasing the productivity of the employee

According to the origin of the word "humanism" and the concept of humanitas where the former comes from, management could be called humanistic when its outlook emphasizes common human needs and is oriented to the development of human virtue, in all its forms, to its fullest extent. A first approach to humanistic management, although quite incomplete, was developed mainly in the middle of the 20th century. It was centered on human motivations. A second approach to humanistic management sprang up in the 80's and centered on organizational culture. This implied a wider approach to the human condition while taking into account the influence of culture on behaviors and decision-making, but it is incomplete, too. There is a third approach to humanistic management, which is still emerging, that considers a business enterprise as a real community of persons. That means promoting unity and favoring the acquisition of human virtues. This humanistic management approach is a real challenge in order to achieve a higher moral quality in management, human virtues among people and more efficient organizations.

In this essay we will demonstrate that the Economy of Communion movement is a very good example of Humanistic Management, as defined by Dominic Mele, and it provides a unique lens through which to conceive of humanistic management which is extraordinarily person-centered. We will show this by first providing some explanation and summary of the Economy of Communion philosophy, relying on scholars and also Pope Francis’ 2017 talk on EOC delivered at the Vatican. Second, We will briefly outline some of the key features of Humanistic Management as outlined by Dominic Mele demonstrating some EOC features which exemplify the Humanistic Management approach as Mele describes it both with scholarly explanations of EOC and also through concrete lived examples of EOC entrepreneurs.

The mixing of English with national languages in business communication is a consequence of global processes: the development of transnational corporations, modern technologies, the intensification of communication flows and the dominance of English in intercultural communication. Mixing and switching of language codes is quite often observed in the corporate media discourse of IT companies. For organizations in this sphere, English is the main language of business communication, but its use goes beyond professional slang and terminology, creating characteristic forms of language codes mixing. The purpose of the research presented in the article is to identify and analyze situations of mixing English and Russian in the corporate media discourse of IT companies. The research material was corporate media texts in Russian and English posted on the pages of official websites, corporate blogs and in the social networks Twitter and Facebook. In the analyzed texts in Russian, English inclusions (phrases, individual words and their parts) are often observed to denote work programs and tools, corporate events. As part of the professional slang of IT professionals, English words are transmitted using the Cyrillic alphabet and in accordance with the rules of Russian grammar. The influence of English on Russian media discourse in the IT field is also observed in the expansion of the meanings of some words. In Russian media texts, there are also phrases that are not typical for the Russian language, but represent a literal translation of English phrases. English-language sentences are used in Russian texts as mottos or slogans of the company, as congratulations or advice. As a result of the content analysis of the selected media texts, it was also found that along with the English language, the values typical for the discourse of American corporations are being borrowed. It was found that the value dominants of the corporate discourse of IT companies are change and progress, success, equality, partnership.

The study is aimed at identifying trends in the world information technology market in the XXI century, determining the features of transnationalization of Ukrainian IT companies. As result of the carried out analysis of factual material, the following were identified among the main trends in the development of the global IT market: investments in research and innovation, using network forms of business organization; rapid digitalization and quarantine restrictions in a global pandemic. As a result of the study, it was noted that Ukrainian IT companies already have clear interests and priorities of functioning in the world market, which is a potential for strategic development of both individual corporations and the State as a whole. The advantages of Ukrainian actors in the IT market in comparison with the nearest competing countries are determined as follows: the largest labor market; the largest number of graduates with IT specialization; Ukraine has 2-4 times less IT specialists per 100 thousand population than the competing countries. This indicates a high potential for expanding employment in the IT field through formal education and retraining (switching). The main IT companies of Ukrainian origin, which have acquired signs of transnational, are characterized. It is substantiated that the IT sphere is the least vulnerable to the devastating consequences in the economy caused by the war, so it can become a breakthrough technology for sustainable economic development of Ukraine. Prospects for further research in this direction are determining the perspectives for creating and evaluating the effectiveness of the functioning of international strategic alliances (ISA) between Ukrainian IT companies and foreign partners. The formation of ISA in the IT sphere makes it possible to change outdated standards adopted in practice and create new ones, as partners openly share their technologies and join forces to defeat their common competitors, and, accordingly, to assist the spread of new trade services (Prozorro, DIIA, E-health, etc.) entering into Ukrainian market.

, Abstract The actualization of improving approaches to managing IT companies is associated with the state task of developing high-tech industries in the structure of the Russian economy, as well as with the task of reducing the outflow of highly qualified personnel abroad. IT companies are at the forefront of using innovations, including those related to management processes. Companies use a project approach, matrix management structures, develop key project performance indicators and implement MBO planning. One of the leading companies in the information technology market is the HUAWEI Corporation, which has a development and competency development center in Novosibirsk. The Corporation does not place shares on the Stock Market, so there is no need to redirect part of the investments to pay dividends, which expands the company’s ability to invest in long-term projects. The projects of this center represent various current areas of modern scientific research that can be used in the IT field now and in the future. These areas include, for example, machine learning, big data, graph data, and a mathematical laboratory. The company has a developed system of strategic planning for the long term. Implements a strategy for import substitution of software at all stages of the production cycle, develops its independent integrated development environment for a wide range of parameters required by developers. Development, implementation, adjustment of technologies is what is encouraged for teams both in the branch and in Russia as a whole. The project teams at the research center in Russia are formed in accordance with the newly emerging and developing new scientific and technological achievements in the IT field. The features of project management in the high-tech company Huawei, which include, firstly, two circuits for the development of innovative projects in Russia and China, and secondly, a large number of R&D technology projects at different stages of the technological cycle, which requires the development of an assessment system maturity of technologies to obtain maximum synergistic effect from interaction between projects.

Several IT companies in Chennai City had their employee retention procedures examined in this research. In an increasingly competitive industry, retaining talented staff is crucial to maintaining organizational growth and creativity. This study looks at how successfully top IT companies in Chennai have improved employee happiness, loyalty, and general organizational performance using retention strategies. This paper investigates the influence of elements like salaries, chances for development, work-life balance, and corporate culture on employee retention using a survey, interview, and secondary data analysis. Information technology organizations might use the results to impact initiatives to enhance retention policies, reduce turnover rates, and underline the need for intentional actions to create a dedicated workforce. Recommendations for improving IT worker retention strategies are provided at the end of the research to help readers secure the sector's long-term health.