Influence of Organizational Factors on Management Tools Usage in Slovenian Organizations

Abstract

Purpose – In the global competitive environment, managers of organizations must permanently rethink and renew their work, especially about the use of different managerial tools. A selection of suitable management tools for organization requires consideration of characteristics of the known tools, comparison of different tools, and consideration of demands and conditions of the organizations. But direct comparison of different management tools is not possible because of their content-related and methodological differences. In management theory, various authors tried to consider the use of management tools more deeply. The main purpose of this paper is to examine the influence of important organizational factors on usage of single management tools in Slovenian organizations. Thus, we consider: 1) usage patterns of management tools in different areas worldwide, 2) the influence of single organizational factors – i.e. education, position, and working years, on the usage of management tools in Slovenian organizations, and 3) the influence of a linear combination of selected factors on usage of management tools in Slovenian organizations. Design/methodology/approach – A qualitative analysis is applied on the basis of the selected cognitions from Management, and Organization. The quantitative analysis includes desk research about the management tools, and analysis of the results from a survey about management tools in Slovenian organizations in 2010. In examining the impact of the considered organizational factors (separately and in combination) on management tools we use linear regression analysis to predict the influence of single factors and linear combination of the selected factors on the use of selected management tools. AMOS 17.0 was used for analysis. Findings – Intensity of management tools usage in Slovenian organizations is similar to the global patterns, while patterns of their usage are rather different. Examination of factors influencing usage of the top five management tools in Slovenian organizations reveal: education has the strongest impact on the usage of management tools, the impact of employees’ position in organization is weaker, and the impact of working years is very weak. When we take into consideration all three predictors simultaneously, the impact of education and position becomes weaker, while the impact of working years becomes insignificant. We apply a deeper approach to gauge the influence of organizational factors on usage of the selected management tools. The impact of other considered factors, we find, is not significant. Research limitations/implications – Research is limited to a hypothesis, broader qualitative aspects encountered during desk research, and some quantitative analysis of results from our survey. We test our hypotheses and the chosen model on the top five management tools most used by employees in Slovenian organizations. Practical implications – Authors try to overcome the prevailing practice of very general consideration of management tools usage, especially regarding organizational factors, which influence the usage of management tools. Authors suggest a new approach, hardly known in the main-stream literature. They propose a more specific and target-oriented approach to consideration of management tools usage in business. Originality/value – Available management literature does not provide a similar solution for considering and researching the usage of management tools in business. This is useful for business practice in organizations, for advancing the usage of management tools, since the most important organizational factors on management tools usage are outlined. DOI: http://dx.doi.org/10.5755/j01.ee.23.3.1933