Managerial Sphere Research Articles

The militarisation of Israeli sport management in the 1950s and 1960s

ABSTRACT This article discusses the involvement of active service IDF officers in managing central Israeli sport institutions during the early years of the State of Israel. The IDF officers’ activity in sport bodies encouraged the types of sports that served army interests and developed the construction of sport facilities and their maintenance. The involvement of army officers in managing sport institutions in Israel will be explained as part of the military sphere’s penetration to Israel’s managerial sphere in its formative years and as a reflection of the importance given to the IDF as a unifying factor, placed above political considerations.

Децентралізація та збалансованість публічного управління регіональним і місцевим розвитком: питання теорії

У статті досліджуються теоретичні питання децентралізації державного управління в Україні. Розкриті категорії та суспільні відносини в сфері управління регіональним і місцевим розвитком в Україні. зокрема досліджено відмінності між державним і публічним управлінням в Україні.
 Мета статті. У роботі поставлено за мету з’ясувати трактування категорій децентралізація та публічне управління в якості окремих управлінських категорій, застосування яких пов’язане з використанням сучасних механізмів державного управління в країні. Дослідити новітні теоретичні дослідження та позиції формування ефективних суспільних відносин у сфері управління на регіональному і місцевому рівнях.
 Наукова новизна. У статті здійснено дослідження напрямів модернізації інституту представництва держави на регіональному та місцевому рівнях в Україні та теоретично доведено, що сучасною метою процесу децентралізації є реформування та посилення інституційної спроможності керівних органів, формування раціональної та збалансованої місцевої влади в управлінських сферах і необхідність існування децентралізованої управлінської моделі регіонального та місцевого розвитку в Україні.
 Висновки. У роботі обґрунтовані наукові положення щодо удосконалення використання в управлінській практиці механізмів децентралізації державного управління, які знаходиться ще на початковому етапі.
 Крім цього при дослідженні сучасних публікацій та з’ясуванні теоретичної сутності понять «регіональне управління», «територіальне управління» і «децентралізація» доведено, що суспільні відносини в конкретних відповідно зазначених інститутах, наприклад, місцеві державні адміністрації, не є стійкими, адже змінюються разом із їх розвитком, а також за умов формування сучасних реальних управлінських і фінансових повноважень.

Empowering leadership and management innovation in the hospitality industry context

PurposeThis study aims to examine a model that uses climate for creativity as an intervening mechanism for the relationship of empowering leadership to management innovation in the hospitality industry.Design/methodology/approachThe sample comprises 127 hotels in Morocco. Data were gathered from two sources, namely, the administrative department managers and the front desk managers. Structural equation modeling analyses along with the Bayesian estimation technique were used.FindingsFindings demonstrate that the climate for creativity plays a mediating role between empowering leadership and management innovation. The climate for creativity dimensions of employee creativity recognition, flexibility to change and adequate resources for innovation pave the way for empowering leaders in the adoption of new management practices, processes or structures.Practical implicationsThis study suggests that climate for creativity can be an effective tool for implementing management innovation. Hence, leaders and managers of hotel firms, who aim to obtain innovative results in the managerial spheres, should capitalize on the benefits of building a positive climate for creativity.Originality/valueThe present paper bridges a gap pertaining to antecedents and factors that impact management innovation. It is the first of its kind to investigate the influence of empowering leadership on management innovation with climate for creativity as a mediating variable.

Inventory Planning and Control with Optimization and Simulation Considerations: A Case Study

Objective: Inventory management is a process of vital importance in any company, currently in Cartagena - Colombia there is a great weakness in small and medium enterprises to plan and control their inventories. This project focuses on modeling for inventory management under an optimization and simulation approach. Method: The research is descriptive type based on ABC methodology, optimization and simulation techniques, which minimizes the gap between the theoretical basis and practice, facilitating a mechanism that leads to the reduction of complexity in the planning and control of inventories, in turn a contribution to decision making from a managerial sphere. Findings: The studied models allow to demonstrate that they are effective at the moment of having to decide on the quantities and the suitable moment for an inventory management, providing criteria of prioritization inside the warehouse, minimizing costs and establishing policies. Improvements: In the case study, the company will bet to the execution of own quantitative techniques of the industrial engineering for the planning and control of its inventories. Keywords: Decision Making, Inventories, Optimization, Planning and Control, Simulation

МЕТОДИ ФОРМУВАННЯ СТРЕСОСТІЙКОСТІ ЖІНКИ-УПРАВЛІНЦЯ

The article draws attention to the importance of forming high stress-resistance of managers in the present. Characterizes the essence of stress resistance of the individual and the related motivational stability, psychological stability, frustration tolerance. There is insufficient knowledge of the issue of maintaining and strengthening the stress management of managers, taking into account the gender aspect in the formation of this quality of specialists. The essence of stress resistance of the individual is considered. It is noted that the effectiveness of human behavior in stressful situations, researchers associated with a number of its psychological characteristics, most often - with self-regulation. It is noted that the effectiveness of the manager's behavior in stress situations is associated with his motivational, intellectual characteristics, self-control and self-regulation, the ability to make decisions quickly, life experiences, knowledge, heuristic thinking, endurance and ability to distribute their forces. The existing scientific and practical developments of the problem of management / overcoming of stress are analyzed, the main methods for the development of stress-resistance of the individual are summarized and systematized. In particular, the following methods of maintenance and development of stress resistance are given: methods of distraction, methods of relaxation, self-complacency with the help of positive ideas, reflection of experienced conditions in various social and complex situations, reading self-help books, methods for forming assertiveness skills, effectivecommunicationandinteraction, developmentofskillsofeffective self-regulation, psychologicalpreparationforactionsinextremeconditions, development of the influenceofstressfactorson a person, integrationofacquiredtraumaticexperience, developmentofconscious self-regulationofbehaviorinanextremesituation, purposefulformationof a sequenceofcomponentsof a holisticsystemof self-regulationofprofessionalactivity, andmanyothers. Based on the peculiarities of management activity in connection with the gender psychological characteristics of the manager's personality, methods for maintaining and improving the stress resistance of women in the managerial sphere are identified: psychotraining of self-regulation techniques, psychological education on methods of rapid self-help in acute stressful situations, psychotherapy (in order to strengthen internal psychological resources personality), business games (for working out coping strategies in stressful situations).

MECHANISMS OF INFLUENCE OF ORGANIZATIONAL AND ADMINISTRATIVE TRANSFORMATION ON THE DEVELOPMENT OF INDUSTRIAL ENTERPRISES

The scientific provisions on the use of transformation procedures in the organizational and managerial field of the enterprise activity are sufficiently substantiated in the scientific works of well-known foreign and domestic scientists. In addition to transformational models that offer a specific sequence of stages, general approaches to organizational transformations are recently developed in the theory and practice. These approaches describe the philosophy of the process. However, the theoretical basis for the emergence of the necessity and the prospect of organizational transformations, in particular in the form of restructuring, has certain gaps and inaccuracies, which often lead to a different interpretation of the necessity and procedural security of this process in the activities of industrial enterprises. The conducted analysis of theoretical and methodical aspects of transformation processes in the organizational and managerial sphere of activity of industrial enterprises allowed identifying and justifying the criteria for the success of organizational transformations and the specific sequence of stages of their implementation. The definition of content of the category "enterprise restructuring" is proposed in the context of organizational transformation. The scheme of the process of implementation of the corresponding organizational and managerial transformations, which involves the use of new tools and methods of organization of activity and enterprise management system in order to ensure optimization of economic activity, is constructed. The scientific novelty of the results is that the methodological provisions, which are in the article, allow us to determine possible directions and types of structural transformations; to choose the controlled factors that influence the size of the market value of the enterprise by types of transformations in the organizational and managerial sphere; to present the structural model of planning and implementation of enterprise restructuring, which is consistent with the idea of the process of structural changes of the enterprise in relation to adaptation to the external environment and application of the latest management concepts; to present a structural scheme for evaluating the effectiveness of the restructuring, aimed at the development of the enterprise. The developed approaches to determining the need for transformation processes of organizational and managerial transformation and a scheme for evaluating the effectiveness of restructuring can be used by specialists to make grounded decisions aimed at the development of industrial enterprises.

Theoretical Aspects Regarding Internal Managerial Control in Military Organizations

Abstract The goal of this paper is to offer synthetically theoretical support regarding the exertion of internal managerial control in the state’s public institutions. The activity of managerial control must be understood and regarded as an activity integrating all forms of control exercised at the level of the institution with a view to ensuring a better functioning of the managerial sphere, making the managerial act accountable at every level and structure. Once the internal managerial control is implemented, the responsibility of management is that of identifying all the deviations from the objectives noticed at the end of the control activities, of analysing the causes that determined their appearance and of deciding upon the necessary preventive and corrective measures.

A Question of Value(S): Political Connectedness and Executive Compensation in Public Sector Organizations

ABSTRACTWhile the de-politicization of public sector management was a core objective of past reform initiatives, more recent debates urge the state to act as a strong principal when it comes to public sector unity and policy coherence, and consequently make a case for reinvigorating links between the political and managerial sphere. Using data from Austrian public sector organizations, we test and confirm the causal relationship of political connectedness of board members and executive compensation. Differentiating between value-based and interest-based in-groups, we suggest that only value-based political connectedness has the potential to restore patronage as a control instrument and governance tool. Self-interested and reward-driven patronage, on the other hand, indicated by a strong association of political connectedness and executive pay, refers to the type of politicization that previous public sector reforms promised to abolish.

Optimization of network topology in a CIMM system used in organization management

CIMMs (Computer Integrated Manufacturing systems) are important systems for the overall automation of manufacturing enterprises, especially big ones. The general issues of the computer system topology were analyzed earlier. The present case study concerns the detailed design of the optimum LAN for the managerial sphere, based on the actual data for a big Polish household appliance manufacturer. For the data, the optimal LAN topology is determined, assuming the development of democratic networks. On the example of a big household appliance manufacturer, we define the first thread through the CIMM system, i.e. from the System Media tracing the costs of working media per a single appliance, via the cost accountancy up to a management subsystem. We describe the architecture of the System Media and the software architecture. We present the general scheme of the production data input and the general diagram of the cost accountancy subsystem. For the first management function of the CIMM system, we propose the accountancy information processing based on the total manufacturing costs related to individual appliances. Further development of the System Media System is discussed in short.

Linking political and managerial leadership – a personal reflection

Purpose – This paper provides researchers and practitioners with a personal reflection on the nature of the relationship between politicians and chief executives in UK local government. Design/methodology/approach – The paper sets the political/managerial relationship in context. It analyses the different motivations at play and the nature, similarities and differences of political and managerial leadership. It reflects on how these are interrelated using three key examples: a managerial crisis, a large capital project and longer term partnership working. Findings – The paper concludes that if political/managerial relationships are to be successful two-way insight is required: for political leaders this is insight into the managerial and operational realities that the organisation addresses. For managerial leaders this is insight into the political realities that leading politicians face. This goes beyond what has been traditionally posed as an impermeable barrier between the political and managerial spheres in public service. Research limitations/implications – The paper presents a personal view which has been triangulated with relevant leading politicians. Its analysis and conclusions are not tested in the light of a wider literature review. Further research is required to explore whether the suggestions of the findings would have validity in other contexts and how that might challenge traditional thinking about the nature of political and managerial leadership. Originality/value – The paper is original because very little is written about the nature of the relationship between political and managerial leaders. It will have value for academics considering the nature of public leadership, politicians thinking about how they work with managerial leaders and vice versa.

Optimal Management Network Topology in a CIMM System A Case Study

CIMMs (Computer Integrated Manufacturing systems) are important systems for overall automation of manufacturing enterprises, especially big ones. The general issues of the computer system topology were analyzed earlier. The present case study concerns the detailed design of the optimum LAN for the managerial sphere, based on the actual data for a big Polish household appliance manufacturer. For the data, the optimal LAN topology is determined, assuming development of democratic networks.

Market Segmentation as a Strategy for Goal Attainment in the Insurance Industry

The insurance industry has entered an era of accelerated change as a result of increased competition in products and pricing within the sector. The transformation of the society from regulated to deregulated one has also speeded up social changes in all the economic sectors in which the insurance industry is not an exception. The insurance industry which is a service sector has been seriously affected by this sudden change bringing in innovative pressures which have tended to arrive late and in a much diluted form. Though, this has been due to a series of qualitative shortcomings. For example, the orientation and efficiency of resource utilization and the shortcomings in organizational- managerial spheres. Professional marketing management is now a pre-requisite if a company is to retain or advance its position in the competitive hierarchy. The battle ground on which insurance companies will win or lose is distribution. The battle will be fought on three fronts. How you sell. What you sell. What type of after sales service you offer. This paper shall focus on ‘how you sell’, therefore, embracing how we get our services across to the consumer and managing our channels of distribution. The topic according to its construction leaves us with two natural divisions: Goal attainment and market segmentation as a strategy. It is considered expedient to observe this division in the treatment of the topic with each division attracting sectional prominence.

Social dialogue in France and reactions to the financialisation of the economy

Although France, unlike the English-speaking countries, came late to the capital market economy, the phenomenon of financialisation of companies - or ‘private equity’ - has now gained considerable ground. Yet the fact that the procedures and choices governing its operation are confined within the managerial sphere makes it difficult to gain any clear idea of how the various dimensions of labour, and in particular the social dialogue, are affected by this new business model. The article sets out to gain deeper insight into this dialectic through a series of semi-directive interviews of worker representatives intended better to understand aspects that are difficult to quantify. Analysis of the interview findings reveals a shared awareness of changes in practices and in the underlying business model that determines corporate operations; the resulting changes in the rules of the game governing interaction between the two sides of industry prompt a serious reconsideration of the methods and purposes of trade union action.

The art of entrepreneurial foresight

PurposeThis paper aims to present an analysis of entrepreneurial activities that emphasises anticipation and the art of future exploration; in so doing, it identifies important aspects of entrepreneurship as aesthetic or creative activities.Design/methodology/approachAfter a short synthesis of the main entrepreneurial functions in terms of decision making in the financial sphere, the managerial sphere, and the “booster” sphere, the paper concentrates on the qualities required for a successful “booster” function (motivation, ambition, innovation, cooperation, proactiveness). Because proactiveness and innovation both require futures thinking and creativity, the paper presents relevant material from the literature on long‐term foresight to establish the artistic aspects of these important components of entrepreneurial activities.FindingsThe paper's linking of entrepreneurial functions to the capacity for anticipation establishes the need for entrepreneurs to acquire competencies (in the area of forecasting) that are usually associated with artistic endeavours.Practical implicationsThere is an urgent need for university curricula to include material that is oriented towards the training of entrepreneurs. This should include specific courses on creativity and forecasting.Originality/valueThe recognition that key entrepreneurial functions (proactiveness and innovation) are more art than science, and that they therefore require a set of operational tools, is relatively novel in the current literature on entrepreneurial (and managerial) functions, and opens a research field in business decision making.

Authority and Democracy: A General Theory of Government and Management.

Should the democratic exercise of authority that we take for granted in the realm of government be extended to the managerial sphere? Exploring this question, Christopher McMahon develops a theory of government and management as two components of an integrated system of social authority that is essentially political in nature. He then considers where in this structure democratic decision making is appropriate. In the first part of the book, McMahon examines the main varieties of authority: the authority of experts, authority grounded in a promise to obey, and authority justified as facilitating mutually beneficial cooperation. He also presents an account of democracy as reflexive authority, the collective exercise of authority by those subject to it, and asks what justifies democracy so understood. In the second part of the book, McMahon applies his earlier conclusions to the phenomenon of managerial authority, the authority that guides nongovernmental organizations. He argues that managerial authority is best regarded not as the authority of a principal over an agent, but rather as authority that facilitates mutually beneficial cooperation among employees with different moral aims. Viewed in this way, there is a presumption that managerial authority should be democratically exercised by employees. McMahon concludes by considering how this presumption constrains the social choice of constitutions for nongovernmental organizations.

Understanding adverse events: human factors.

(1) Human rather than technical failures now represent the greatest threat to complex and potentially hazardous systems. This includes healthcare systems. (2) Managing the human risks will never be 100% effective. Human fallibility can be moderated, but it cannot be eliminated. (3) Different error types have different underlying mechanisms, occur in different parts of the organisation, and require different methods of risk management. The basic distinctions are between: Slips, lapses, trips, and fumbles (execution failures) and mistakes (planning or problem solving failures). Mistakes are divided into rule based mistakes and knowledge based mistakes. Errors (information-handling problems) and violations (motivational problems) Active versus latent failures. Active failures are committed by those in direct contact with the patient, latent failures arise in organisational and managerial spheres and their adverse effects may take a long time to become evident. (4) Safety significant errors occur at all levels of the system, not just at the sharp end. Decisions made in the upper echelons of the organisation create the conditions in the workplace that subsequently promote individual errors and violations. Latent failures are present long before an accident and are hence prime candidates for principled risk management. (5) Measures that involve sanctions and exhortations (that is, moralistic measures directed to those at the sharp end) have only very limited effectiveness, especially so in the case of highly trained professionals. (6) Human factors problems are a product of a chain of causes in which the individual psychological factors (that is, momentary inattention, forgetting, etc) are the last and least manageable links. Attentional "capture" (preoccupation or distraction) is a necessary condition for the commission of slips and lapses. Yet, its occurrence is almost impossible to predict or control effectively. The same is true of the factors associated with forgetting. States of mind contributing to error are thus extremely difficult to manage; they can happen to the best of people at any time. (7) People do not act in isolation. Their behaviour is shaped by circumstances. The same is true for errors and violations. The likelihood of an unsafe act being committed is heavily influenced by the nature of the task and by the local workplace conditions. These, in turn, are the product of "upstream" organisational factors. Great gains in safety can ve achieved through relatively small modifications of equipment and workplaces. (8) Automation and increasing advanced equipment do not cure human factors problems, they merely relocate them. In contrast, training people to work effectively in teams costs little, but has achieved significant enhancements of human performance in aviation. (9) Effective risk management depends critically on a confidential and preferable anonymous incident monitoring system that records the individual, task, situational, and organisational factors associated with incidents and near misses. (10) Effective risk management means the simultaneous and targeted deployment of limited remedial resources at different levels of the system: the individual or team, the task, the situation, and the organisation as a whole.

The contribution of latent human failures to the breakdown of complex systems

Several recent accidents in complex high-risk technologies had their primary origins in a variety of delayed-action human failures committed long before an emergency state could be recognized. These disasters were due to the adverse conjunction of a large number of causal factors, each one necessary but singly insufficient to achieve the catastrophic outcome. Although the errors and violations of those at the immediate human-system interface often feature large in the post-accident investigations, it is evident that these 'front-line' operators are rarely the principal instigators of system breakdown. Their part is often to provide just those local triggering conditions necessary to manifest systemic weaknesses created by fallible decisions made earlier in the organizational and managerial spheres. The challenge facing the human reliability community is to find ways of identifying and neutralizing these latent failures before they combine with local triggering events to breach the system's defences. New methods of risk assessment and risk management are needed if we are to achieve any significant improvements in the safety of complex, well-defended, socio-technical systems. This paper distinguishes between active and latent human failures and proposes a general framework for understanding the dynamics of accident causation. It also suggests ways in which current methods of protection may be enhanced, and concludes by discussing the unusual structural features of 'high-reliability' organizations.