Changes In Management Processes Research Articles

A novel approach for managing change in warehouse processes via integration of business process re-engineering and interval-valued hesitant fuzzy DEMATEL

PurposeThe main purpose of this study is to present a new approach to managing process changes in uncertain conditions. The proposed approach is applied in one of the largest production companies in Turkey to manage the changes in their warehouse processes which formed after the merger.Design/methodology/approachIn the model, interval-valued hesitant fuzzy the decision-making trial and evaluation laboratory (IVHF-DEMATEL) methodology is integrated into one of the most used BPR tools, change matrix. The main focus of the proposed model is to increase both flexibility and applicability in uncertain conditions. Thus, while the change matrix enables companies to be agile and responsive to changes, IVHF-DEMATEL provides a better way to continuously evaluate and determine critical processes, and strategies to align with evolving conditions.FindingsInitial analysis revealed two major problems, the slowness of shipments caused by the increase in costs and the confusion in the organizational structure. However, the conventional methods fall short of effectively determination of critical objectives in terms of dealing with uncertainty. Therefore, a comprehensive roadmap for managing the change is developed with the integration of IVHF-DEMATEL and change matrix so that a successful transition is achieved.Originality/valueIt is believed that the study will contribute to the existing literature by providing a novel approach in which the IVHF-DEMATEL methodology is integrated into the change matrix. Also, the study provides a guideline for practical applications by presenting a step-by-step implementation of the model.

ЗМІНИ УПРАВЛІНСЬКИХ ПРОЦЕСІВ В ОРГАНІЗАЦІЯХ, ВИКЛИКАНІ ВІЙНОЮ В УКРАЇНІ

The article is devoted to the study of the changes in management process at enterprises in Ukraine. The war in Ukraine influenced all areas of activity and all industries. Transformations in management processes in organizations have also undergone. The study is based on the analysis of literature and experience in war. Methods of analysis, synthesis, comparison and generalization are used to understand and identify the main aspects of management transformation. Management processes in organizations during the war have their own characteristics. The main changes in the management process relate to four management functions – planning, organizing, motivation and control are defined. It is revealed that during the war business organizations change the time horizons of planning and move from strategic to tactical and operational planning. When it becomes dangerous to work, there are interruptions of electro-, heat, water supply, prices for raw materials, materials, goods are increasing, there is not enough labor, lack of fuel, strategic plans become inappropriate. Increasingly, organizations are practicing partial or complete transfer of physical space to online environment. The key aspects of business transition into virtual format are identified: communication, remote work, online sales and customer service, cybersecurity, process optimization, data restoration and backup, training and staff development, accessibility, adaptation of marketing strategies, process and project management, data analysis and tracking indicators, adaptation of company culture. The key to maintaining motivation is to preserve the opportunities for career development and professional growth of workers, increase wages, provide financial bonuses or compensation for risk for workers in the area of hostilities, providing social packages, health insurance for families. Possible aspects of changes in control are the introduction of new security, monitoring and control measures, as well as cooperation with the authorities and security authorities. The results of the study can be used by the managers of organizations for development of strategies and practical approaches to achieve sustainability and success in time of war.

Creating Knowledge of the Competitiveness of Enterprises in the Context of Changes in Management Processes

The unpredictable conditions of the competitive environment of modern enterprises force managers to look for new ways of managing enterprises. Furthermore, the diversity of the competitive environment requires the introduction of changes in the management processes of the company, which will enable building a competitive advantage and will allow for its sustainability. Therefore, the study raises the research question: how to create knowledge of the competitiveness of enterprises in the context of changes in management processes. The study presents the concept according to which the introduction of changes in management processes requires the creation of knowledge, which will enable distinguishing the company against its competitors. Therefore, the objective of the study has been the in-depth understanding of the creation of knowledge of the competitiveness of enterprises in the context of changes that can be introduced in management processes. Moreover, the publication deepens the understanding of the relationship between competitiveness factors determining the company’s capabilities, its prospects, and the projection of changes in the environment. The research methods applied to accomplish the assumed objective are critical analysis of literature, a survey questionnaire carried out in 2022 and Pearson’s correlation analysis. The empirical research was conducted on the basis of data obtained from one hundred enterprises from Poland. The conclusions from the research suggest that managers’ attention ought to be focused on identifying the factors of competitiveness of enterprises that enable them to achieve a competitive advantage.

THE IMPACT OF THE DIGITAL ECONOMY ON MANAGEMENT PROCESSES

Purpose of the research is to study changes in management processes under the influence of the digital economy in order to effectively carry out the digital transformation of a company and adapt management to new conditions.Methodology. The methodology and research methodology is based on the use of a monographic method of studying literature and sources, systemic and comparative analysis using observations and analysis of statistical materials.The theory was developed and validated using scientific evidence derived from the data following a literature analysis.Originality / value of the research.The article analyzes the literature on this topic, which showed that the problem is poorly researched. A diagram of the interaction of the digital economy and management processes was built, which made it possible to identify the composition of changes in the management of the company. The content of the transforming impact of the digital economy on the enterprise is highlighted, for which a scheme of the impact of the digital economy on the management of the company is proposed. Analysis of the digital transformation of business in the largest Kazakhstani telecommunications company Kazakhtelecom revealed changes that should be made in the field of personnel management, the formation of corporate culture, the system of working with clients and the organizational structure of management. Particular attention is paid to the digitalization of the company's business processes, on which the digital model of the company depends, which determines the design of the entire company management system.Findings. The results obtained: some provisions on the methodology of the influence of the digital economy on management processes were systematized and developed, an analysis of the digital transformation of business and management of the Kazakhtelecom telecommunications company was carried out, from which recommendations for adapting management processes to digital changes follow.

A Resource Scheduling Method for Enterprise Management Based on Artificial Intelligence Deep Learning

Under the current trend of economic globalization and international competition, more and more production enterprises are introducing the project management model, that is, customer or order projection, and using the concept of project management to manage operations. In an enterprise, there are multiple customers at the same time, and the production line can also generate multiple orders from different customers at the same time. That is to say, multiple projects are running at the same time, resulting in continuous changes in management processes, heavy project coordination tasks, and a serious waste of corporate resources. The resources that can be used are limited. In the production business using project management, how to rationally utilize the limited business scheduling resources has become the focus of research. Aiming at the method of business management resource scheduling, this paper investigates the application of enhanced particle swarm algorithm on the cloud deep learning platform, and the mapping problem between virtual machines and physical machines. As a heuristic algorithm, particle swarm optimization is suitable for solving combinatorial optimization problems. By improving the diversity of particle hosts and setting parameters, it improves the integration speed and accuracy of the algorithm. Through the analysis of the current situation of multi-project business management, it examines the allocation of resources. In terms of business management, it has established a resource allocation model for multiple projects. The results show that the method improves the efficiency of the enterprise by 35% compared to the traditional method with a 20% reduction in personnel. A better configuration scheme is simulated by MATLAB, which verifies the scientificity and effectiveness of the method studied in this paper.

The Roles and Responsibilities of School Administrators during the Emergency Remote Teaching Process in Covid-19 Pandemic

When Covid 19 pandemic started, schools in Turkey, as in many parts of the World, were closed and then emergency remote teaching started. The purpose of this study is to explain the roles and responsibilities of school administrators related to emergency remote teaching after schools were closed. In order to reveal the purpose above, this research was carried out in qualitative research design. 105 school administrators from different regions of Turkey and different school levels participated the study. The data were collected through a Google Drive form with open-ended questions. The collected data were analyzed with content and descriptive analyses. The findings showed that the roles and responsibilities of the school administrators regarding emergency remote teaching included planning the process, starting online classes, opening different social media accounts, managing the online program, solving the adaptation problems of students and teachers, monitoring the actions taken and motivating teachers, students, parents; communication and finally it has been seen that they are in the act of transition to and maintaining digital management. During the Covid 19 pandemic, school administrators have mostly done “communication”. There were also changes in the communication styles of school administrators and social media tools were used effectively. The intensive use of technology in this period has caused changes in management processes and managers have mostly talked about digital management. The exhausting aspects of digital management are expressed as well as the facilitating ones. Since emergency remote teaching is not a common case in the K-12 Turkish education system, the roles and responsibilities of school administrators during such emergency periods have not been studied in national context yet. Therefore, what school administrators did in relation to remote teaching during this Covid 19 period was explored.

ОСОБЛИВОСТІ ВПРОВАДЖЕННЯ УПРАВЛІНСЬКИХ ІННОВАЦІЙ СУБ’ЄКТАМИ ПІДПРИЄМНИЦТВА ІТ-СФЕРИ

The article forms the theoretical basis for the development and implementation of managerial innovations. Sectoral features of the IT sphere in terms of innovative changes in management processes are identified: staff dependence, high level of unpredictability of consequences, the need for appropriate research environment, creative nature of decisions, high complexity, the presence of external barriers from the state and internal resistance, within labor collectives, active use of outsourcing, the predominance of project and team forms of activity. It is proved that every managerial innovation has a technological basis, while almost every technological innovation is based on a managerial decision. The components necessary for the implementation of managerial innovations are formulated: a problem that does not have an existing solution and needs new ideas; new principles and views that should provide new approaches; revision of traditions and dogmas that limit creative thinking; examples and analogues that will help to rethink the possibilities. Management innovations in the IT sphere are structured and the following are distinguished: innovations in management methodology (synergetic management, tender management, network management, creative management, team management, communicative management, etc.), innovations in internal structural subtypes of general management, financial innovation, marketing), innovations in the basics of science and practice of classical management (innovations in the principles, methods, management functions and elements of regulatory information and staffing). The main management innovations used by IT companies in Ukraine are analyzed: quality management, controlling, reengineering, system intervention strategy, neural network technologies, information-associative modeling, structural-functional modeling, etc. It is proved that the successful implementation of these management innovations requires the following conditions: a systematic vision of managerial change by management, formed innovation infrastructure, high level of management professionalism, timeliness of innovations and their compliance with overall objectives, staff loyalty to innovation change and development, approval or decisions by external consultants. The application of cloud technologies for the implementation of management innovations in the IT field and the introduction of service consulting, which is a comprehensive solution of business problems of the client based on an individual approach. It is determined that as management innovations spread, they improve, acquire new qualities and properties, adapt to new requirements and ultimately modernize themselves and become more efficient and effective. It is proved that innovation requires a certain management culture that requires managers of IT companies to be prone to risk and experimentation, as well as constant monitoring of the environment, requires an appropriate system to assess the current state of the system and the desire to improve it.

Digitalne kompetencIje u menadžmentu - put ka superIornoj konkurentnostI i otpor promenama

Digital technologies in management of companies are becoming a necessary condition for their competitiveness. The use of these technologies requires changes in management processes and in the organization of managers’ work. The authors have looked into the usage of digital technologies and problems which Russian managers face when dealing with them, and into the attitudes to digital technologies that reveal the existing challenges, including the resistance to the oncoming changes. The paper analyzes the issues related to the ways of building new managerial competences in digital economy.

An Economic Evaluation of PulseNet: A Network for Foodborne Disease Surveillance.

The PulseNet surveillance system is a molecular subtyping network of public health and food regulatory agency laboratories designed to identify and facilitate investigation of foodborne illness outbreaks. This study estimates health and economic impacts associated with PulseNet. The staggered adoption of PulseNet across the states offers a natural experiment to evaluate its effectiveness, which is measured as reduction of reported illnesses due to improved information, enhanced industry accountability, and more-rapid recalls. Economic impacts attributable to PulseNet include medical costs and productivity losses averted due to reduced illness. Program costs are also reported. Better information and accountability from enhanced surveillance is associated with large reductions of reported illnesses. Data collected between 1994 and 2009 were assembled and analyzed between 2010 and 2015. Conservatively, accounting for underreporting and underdiagnosis, 266,522 illnesses from Salmonella, 9,489 illnesses from Escherichia coli (E. coli), and 56 illnesses due to Listeria monocytogenes are avoided annually. This reduces medical and productivity costs by $507 million. Additionally, direct effects from improved recalls reduce illnesses from E. coli by 2,819 and Salmonella by 16,994, leading to $37 million in costs averted. Annual costs to public health agencies are $7.3 million. The PulseNet system makes possible the identification of food safety risks by detecting widespread or non-focal outbreaks. This gives stakeholders information for informed decision making and provides a powerful incentive for industry. Furthermore, PulseNet enhances the focus of regulatory agencies and limits the impact of outbreaks. The health and economic benefits from PulseNet and the foodborne disease surveillance system are substantial.

Implementierung eines rationalen Hygienestandards zur Aufbereitung von Operationssälen

The assurance of high standards of care is a major requirement in German hospitals while cost reduction and efficient use of resources are mandatory. These requirements are particularly evident in the high-risk and cost-intensive operating theatre field with multiple process steps. The cleaning of operating rooms (OR) between surgical procedures is of major relevance for patient safety and requires time and human resources. The hygiene procedure plan for OR cleaning between operations at the university hospital in Göttingen was revised and optimized according to the plan-do-check-act principle due to not clearly defined specifications of responsibilities, use of resources, prolonged process times and increased staff engagement. The current status was evaluated in 2012 as part of the first step "plan". The subsequent step "do" included an expert symposium with external consultants, interdisciplinary consensus conferences with an actualization of the former hygiene procedure plan and the implementation process. All staff members involved were integrated into this management change process. The penetration rate of the training and information measures as well as the acceptance and compliance with the new hygiene procedure plan were reviewed within step "check". The rates of positive swabs and air sampling as well as of postoperative wound infections were analyzed for quality control and no evidence for a reduced effectiveness of the new hygiene plan was found. After the successful implementation of these measures the next improvement cycle ("act") was performed in 2014 which led to a simplification of the hygiene plan by reduction of the number of defined cleaning and disinfection programs for preparation of the OR. The reorganization measures described led to a comprehensive commitment of the hygiene procedure plan by distinct specifications for responsibilities, for the course of action and for the use of resources. Furthermore, a simplification of the plan, a rational staff assignment and reduced process times were accomplished. Finally, potential conflicts due to an insufficient evidence-based knowledge of personnel was reduced. This present project description can be used by other hospitals as a guideline for similar changes in management processes.

VAIKŲ SOCIALIZACIJOS CENTRŲ PASKIRTIES ĮGYVENDINIMO VALDYMAS

Children’s socialisation centres that have been operating since 2008 execute a double mission, i.e. they provide comprehensive education and ensure supervision as well as re-socialisation of delinquent juveniles. High-quality implementation of the integrated mission of children’s socialisation centres is mostly determined by strategic management of these institutions. Results of the survey of administration representatives and other staff of chil-dren’s socialisation centres carried out from November 2012 through February 2013 re-vealed that all groups’ employees of children’s socialisation centres positively assessed stra-tegic management of their institutions and also acknowledged the demand for its perfection. Statistically significant differences in assessment of strategic management of children’s so-cialisation centres and the need for its improvement in separate groups of respondents have been found out. The most visible differences concerning assessment of strategic manage-ment of children’s socialisation centres have been estimated among representatives of ad-ministrative staff and class tutors that took part in the survey. Respondents’ opinions mostly differed concerning the need to improve the incentive system for staff, the changes in the objective policy concerning staff selection and constant care of the administration about social and psychological safety of employees. It has been found out that respondents’ so-cio-demographic variables (sex, age, duration of employment, work experience in other insti-tutions) make a low statistically significant impact on assessment of the need for strategic management of children’s socialisation centres and its improvement. When assessing strate-gic management of children’s socialisation centres, administrative staff are mostly sure that they promote and implement changes in culture of children’s socialisation centres, give prior-ity to high-quality implementation of the purpose of children’s socialisation centres, ensure accessibility to information necessary for employees, maintain matter-of-fact relationships and constant dialogue with staff, regard their opinions when making decisions; however, they agree that these areas of strategic management of children’s socialisation centres should be perfected. It is proved by participated administrative staff who are focused on constant improvement of management processes, even though they are not completely convinced that they constantly develop their managerial competences which are a very im-portant precondition for qualitative changes in management processes. It has been found out that class tutors at children’s socialisation centres, even though positively assessing strategic management of their institutions, are more critical about such areas of strategic management, in comparison to another group of respondents: human re-sources management, complex planning of performance of children’s socialisation centre and involvement of employees into planning processes, distribution of functions and re-sponsibilities of staff, assessment of quality of activities of employees and the making of important decisions concerning its improvement, etc. First of all, class tutors relate the changes in quality of strategic management of children’s socialisation centres with the area of human resources management. Some one fifth of class tutors that took part in the survey agree that administration of their institutions have a clear strategy of development of the children’s socialisation centre and treat high-quality implementation of the purpose of chil-dren’s socialisation centres as the major aim. Pedagogues of children’s socialisation centres who took part in the research positively assess strategic management of their institutions; nevertheless, they are more sure about effectiveness of some of strategic management areas than their colleagues do, and more tend to suppose that there is no need to improve such areas of institutional management as creation of positive psychological climate, stimulation of collaboration among employees, strategic planning of performance of the centre, involvement of employees into such pro-cesses, orientation towards the priority aim, i.e. quality of performance of the children’s so-cialisation centre, stimulation of changes in culture of children’s socialisation centres, as-sessment of quality of activities of employees, etc. It is likely that pedagogues do not treat quality of various activities, processes, management of children’s socialisation centres as a finite process. Expression of assessment of strategic management of children’s socialisation centres and the demand for its expression demonstrates that managerial potential is not maximally used to implement qualitative changes in the purpose of children’s socialisation centres. Key words: children’s socialisation centre, strategic management, assessment of strategic management.

Hospital utilization, efficiency and access to care during and shortly after restructuring acute care in Newfoundland and Labrador

Since the 1990s restructuring, including regionalization and downsizing, has largely been driven by a desire for cost containment. Regionalization, hospital closure and changes in management processes occurred in Newfoundland and Labrador (NL), Canada between 1995 and 2000. The objectives of the current study were: to describe trends in the utilization of acute care hospital services by residents of NL during and shortly after restructuring; to examine trends in the efficiency of utilization of acute care beds in the province during the same time frame; and to compare the trends in St John's with the rest of the province, taking account of confounding events, in an attempt to understand the impact of aggregation of hospitals in this region. Hospital discharge and day surgical data were analysed for all facilities in NL from 1995/96 to 2000/01. Analyses were by facility of service and also by region of residence directly standardized to the provincial population for 1996. Efficiency of bed utilization was examined on three occasions by concurrent utilization review using a modified version of the Appropriateness Evaluation Protocol. Trends in the St John's region (where most tertiary services are located and greater aggregation of hospitals occurred) were compared with the rest of the province. Admissions declined by 14% in St John's facilities and by 17% elsewhere. Inpatient days fell by 9% in St John's and by 12% elsewhere. Average length of stay and Resource Intensity Weight changed little, apart from a rise in the final study year, with the largest change in St John's. Standardized hospital admission rates declined by 10% and inpatient days by 5.6% for residents of St John's region, and by 16% and 14% respectively for residents of other regions. There was no change over time in the use of day surgery. Efficiency of acute care bed use improved in 2002 in St John's, but was unchanged in other regions. Use of acute care beds by elderly patients for extended stay, or when an alternate level of care would have been appropriate, was greater in St John's with the disparity persisting over time. Waiting time for continuing care in the St John's region was unchanged comparing 1995/96 and 1999/00. The degree to which acute care restructuring or financial pressures and constraints imposed at the provincial level contributed to observed utilization trends is unclear. Aggregation of hospitals in the St John's region may have contributed to more efficient use of acute care beds. Restructuring as carried out did not integrate health care sectors, and problems at the acute care/continuing care boundary were not resolved in St John's, where access to continuing care remained difficult.

Devolution and User Participation in Public Services: How They Work and What They Do

Devolution and user participation have had enduring popularity as initiatives in public services in many countries. The 1997 Labour government renewed interest in the UK. However, how devolution and participation work and what they do, particularly in combination, are still not well understood. Research has been handicapped by key conceptual problems over definition, measurement and the identification of effects, and challenged by gaps between rhetoric and reality. Data on combined devolution and user participation through Tenant Management Organisations in English council housing were used to specify the extent of changes, examine processes and identify the effects. Formal measures alone were insufficient. Other measures and changes in management processes showed that the combination had the potential for significant, but widely varying effects on service performance.

Managing your process hazards as a means of conforming to ohsa requirements

There is considerable evidence that improper changes have directly caused or through the “domino sequence” led to many of the major accidents that have occurred in the chemical process industry and related industries that use hazardous chemicals and technology. Central Government has recognised the importance of careful management of change(MOC) for ensuring the safety of chemical operations and the quality of manufactured goods by the proposed adding of the Major Hazardous Installation Regulation to the OHSA (Act 85 of 1993). The concept and the need to properly manage change are not new; many companies have adopted MOC procedures. It is common practice nowadays to perform detailed risk assessments on any new or intended project to ensure safety and reliability of the project. Yet, incidents and near misses attributable to inadequate management of changes on existing systems and processes continue to occur. To improve the performance of MOC systems throughout industry, managers need advice on how to better institutionalise MOC systems within their companies and plants. The purpose of this paper is to define the important features of MOC systems and to assist in the implementation and management of process hazards. MOC systems help ensure that changes to design and operation of company facilities will not adversely affect employees, the public, or the environment. This document outlines a process that can be used for designing, developing, installing, operating, and maintaining MOC systems at individual company sites. This paper is intended for an audience ranging from plant and corporate managers of process safety to workers who have differing levels of knowledge about the principles of safely managing change. It is primarily designed to equip people responsible for MOC systems with new ideas for implementing and improving MOC systems. It was indeed a privilege to have met the personnel of JBF Associates, Inc. and Process Safety Institute in Knoxville, Tennessee, USA, without whose lectures and study material (including the book “Managing process changes”) this paper would never have seen the light. They have succeeded in putting me firmly on the “process safety road”.