New Style Of Management Research Articles

Academic integrity as a component of the academic culture of participants in the educational and scientific process

The article substantiates that the topic of academic integrity has gained increased relevance in the educational and scientific environment in the XXI century. Usually when any phenomenon is so actively discussed in the society we have not only superficial and visible to everyone reasons, but deep and latent ones hidden from the average eye. Plagiarism is an obvious superficial problem and deep problems include the fact that the causes that lead to such a phenomenon are difficult to eradicate, they lie in culture, values, habits, and traditions. In modern conditions the educational process reaches a new quality level determined by the features of the information society. New communications between subjects, a new style of management of educational institutions, new technologies for improving the quality of education, including the formation of academic integrity culture must be formed. The era of knowledge transmission is a thing of the past. Education today aims to create for the realization of the potential of each person, to contribute to the constant process of improvement and self-education, and the development of individual creativity. The phenomenon of creativity is based on developed thinking, imagination, intuition, the results of which are embodied in various practices. It is thanks that The formation of competences is possible due to the development of creative abilities, which allow individuals to interact with the modern world constructively and responsibly and to produce their own new product. It has been proven that the problem of academic integrity will not be of such an urgent nature if the creativity of young people is developed, since the applicants will not aim to compile the material, borrow it and engage in academic fraud. The formation of academic integrity as a component of academic culture should be implemented comprehensively at several levels (civilizational, national, institutional, individual) and this process should be planned and systematic

Management with Values and Its Impact on Organizations’ Success: الإدارة بالقيم وتأثيرها في نجاح المنظمات

The main objective of the research is to determine management with values ​​and their impact on the success of organizations by answering the following questions: 1- What is value management and when did it arise? What is its importance and steps? 2- What are the elements of applying values ​​management and what are its obstacles? 3- What is the relationship between the application of value management and the success of organizations? The researcher used the documentary descriptive methodology by reviewing the books and literature that discussed the values ​​and the success of the organizations. It reached a set of results, the most important of which are: 1- The administration of values ​​has a new style of management that has made profound changes in the management environment and in various organizations by providing better services to beneficiaries and better performance for workers. 2- The management by values provides ​​many techniques that play an important role in the success of organizations, namely: A- It helps to understand the style and philosophy of management B- It helps to think about partnership in action C- Leads to avoid frustrating factors. The research concluded by providing a number of recommendations, including: 1- Encouraging governmental and private organizations to adopt the theory of ​​management by values because of its importance for individuals and organizations. 2- The necessity of paying more attention by the higher departments in the organizations on how to achieve value compatibility (personal values, organizational values) to increase the loyalty of workers towards their organization.

Exploring Malaysia Military Warehouse Practice

The Department of Defense has a very large and complex distribution for its supply system. To store all their goods, they need to set up a very good and organized warehouse for every army unit from different places. The establishment of a Military warehouse is solely to support the military need which contradicting the commercial warehouse which profit is the motivation to maintain competitiveness. As such, there is limited innovation in this operation that leads to inaccurate data recording, loss items, and real-time management. This study aims to investigate the process of military warehouse management and identify the gap for the future improvement of military warehouse management. A framework has been developed to illustrate the model of efficient military warehouse management. A qualitative study was adopted using a focus-group interview to investigate the subject research. A focus group interview is appropriate due to the nature of the research that expletory by nature. The study revealed that budget constraint has led to the lack of innovation that affects the efficiency of military warehouse management. A framework of military warehouse management was developed to provide an insight on internal and external forces that contribute to the new style of management in managing the military warehouses.

Comparison of Teachers’ Opinions on Inspections

Abstract Introduction: The quality of school depends on a well-functioning school management, managed by the top school managers. It is very important to know the real conditions of the school to be able to provide any effective changes. Especially, it is necessary to know the educational process which can be efficiently determined by an inspection process. The inspection process is present in current pedagogical science and in pedagogical practice which deserves increased attention of all participants in the educational process. Methods: The study is based on a theoretical analysis of the presented issues and on a research. The findings were analysed, compared, and conclusions were drawn for school practice. We used the following research methods: - content analysis of the existing literature; - the quantitative method of gathering data by the medium of a twelve-item questionnaire containing four closed and eight semi-open questions. The questionnaire contained data necessary to process and evaluate the questionnaire, these were inserted as the last question; - statistical data processing methods. Results: New times bring a new style of management and a new understanding of the inspecting activity, which creates a partnership between the student and the teacher. It is to promote mutual understanding between them, based on the principles of democracy. Innovations in the educational practice also affect the realization of inspecting activities. The aim of managers, as well as inspectors, is to promote inspections not only as a tool for evaluating the teaching process but also as methodological help for teachers. The goal of our research was to map the state of the inspecting activity in selected high schools and to find out about the changes in teachers’ opinions on inspecting activities over the twenty-year horizon. We cannot generalize our findings for schools of all kinds as only 88 respondents (44 respondents participated in the 1998 research and 44 respondents in the 2017 research) took part in our research. Discussion: Managing the educational process and taking the responsibility for its quality are among the basic duties of the school management and in the conditions of the Slovak Republic, as it follows from Act no. 596/2003 on state administration in education and school self-government as last amended. Supervising school leadership is one of the fundamental means of feedback that allows the study of the level of educational and training results, the fulfillment of the conceptual development of school, and the fulfillment of the tasks in the short-term school plan. The objective of the principal of the school is to obtain objective information about the level and the outcomes of the educational work of the school and, if deficiencies are identified, it is his/her duty to eliminate them. The most important task of the school is to implement the School Educational Program in line with the State Educational Program (SEP), which should take into account the needs of students, the interests of students and their parents, and contribute to improving the processes going on in the school, especially in the educational process. The research revealed that inspections conducted by school managers (the principal, deputies, administrators) are the most beneficial for the work of teachers. This fact was caused by the effort of the school managers to view inspections as a means of personal growth of teachers and not only as a controlling mechanism of teachers’ work. This was also confirmed by the research showing that inspections by the members of school management are now clearly focused on emphasizing the positive aspect of teachers’ work. This was caused by a shift in the inspectors’ perception of the inspecting activities in the period of twenty years - they use them as a teacher-oriented tool. Limitations: The number of participants in the research sample was one of the methodological limitations of this research. We cannot consider this number to be representative for the purpose of generalizing the results. Conclusion: In this study, we realized a mutual comparison of attitudes and opinions of teachers regarding inspecting activities. This comparative study, taking into account the twenty-year time span, has shown that the inspectors (school managers) have acquired such methods of evaluating their teachers, which objectively refer of their actual performance, that the most beneficial inspections for teachers’ own pedagogical work are the inspections conducted by the members of the school management, that the adherence to pedagogical ethics by the inspectors has an increasing tendency, and that formalism, as well as the subjective evaluation of teacher’s work, have a downward tendency and have disappeared from the conclusions of inspections. Based on the research results, it can be concluded that, in the course of two decades, significant changes have taken place in the realization of inspections, both on the part of the inspectors and on the part of the teachers and their perception of inspections.

Gender diversity, corporate governance and firm behavior: The challenge of emotional management

This work aims to explore the status of gender diversity in corporate governance and its implications to corporate performance and emotional intelligence. With this purpose, the role of women in leading modern corporations and the pending gaps in equality were analyzed. Tourist corporations composed the sample of firms, due to its growing economic impact in a post-global financial crisis scenario. The study sample is comprised by the 118 companies listed at the STOXX® Global 3000 Travel & Leisure. Financial and corporate governance data provided by Reuters.com, were used for the period ending 2017. Additional data on corporate governance of each entity were gathered from official corporate website of each firm. We designed ad hoc indicators for gender diversity, along with differences in salary and seniority. Special attention was paid to the specific position held by women in each board, and its relationship to emotional intelligence, as a first step to a full research agenda. The results suggested very relevant gap in the three analyzed dimensions: presence, salary and seniority. Women tend to be focused only on several corporate tasks like those related to marketing and human resources management. This bias, which in a first view can be considered an additional manifestation of gender gap, is at the same time an opportunity to link modern corporations to a new style of management in which approaches like emotional intelligence could play a most prominent role. This research contributes in two different ways: (1) it demonstrate the enormous gap still existing between men and women at the top of tourist organizations worldwide and (2) it suggests several research pathways given the type of gender gap detected.

Postsocialistický management mezi zajišťováním kariéry a profesionalizací

The role of management in post-socialist economies and societies is usually described bv sociologists as that of control by a group of managers. On the basis of a case study in one Czech machine-tool concern this article examines this thesis of a reborn, powerful nomenklatura. The core question is that of whether and in what way managers are using their experience from socialism and transformation to create rational competences for action and a new style of management. The empirical basis of the analysis consists partly of qualitative research on employees from top managers to production workers, and partly on the results of observation in the concern. The study shows that the sociostructural continuity mentioned above partly conceals the special dynamic of the personal and professional formation of management in the process of industrial reorganisation. It is our view that management in Eastern Europe is trying, in turbulent social, economic and company conditions, to find a balance between securing career and professionalisation which is leading to the emergence of entirely different types of action and habitus, communication and supervision.

Evaluation on the Application of Quality Management System in Tanzania Building Construction Projects

In today’s construction projects, client satisfaction demand require the building team in construction industry to achieve high quality during construction process. This excellence can be achieved with a new style of management of a system that guides the interaction of people, processes and documentation which is referred to as Quality Management System (QMS). The study has evaluated the application of Project Quality Plan (PQP) as one of the implementation strategies of QMS in construction projects. The data was collected by use of questionnaire; interview and document review. Primary data from 32 medium and large scale high rise building construction projects located in Dar es Salaam city were sampled through non-probability sampling. The findings have established that PQP preparation and application in construction building project is done at low key. PQP application only limited to inspection and test plans. Amongst the contributing factors to the low level of PQP application are: frequent revision and change order by the owner, design changes by supervising consultants and lack of knowledge on QMS as a strategic weapon to achieve quality in construction industry. It is therefore recommended that the Tanzania government through construction governing bodies has to play an important and positive role to train on the application of PQP through workshops and seminars to members of the construction building team. It is further recommended that to enhance the application of QMS and facilitate quality services in construction projects, a provisional clause be introduced in conditions of contract.

Spirituality of unity in management - Economy of Communion

AbstractThe spirituality of unity in management processes is presented in the paper. The idea of the Economy of Communion (EoC) project and its realization in more than 800 businesses worldwide as an example of the striving for the eradication of poverty and new style of management is analysed. As an implementation of spirituality in management process, a new paradigm of unity in management sciences is proposed. On the basis of analysis of literature and discussions with experts and entrepreneurs of EoC businesses, six content dimensions of the paradigm of unity are formulated and the empirical research on the evaluation of these dimensions by testing the entrepreneurs of 110 businesses from 22 countries as well the management experts is considered. This research allowed verifying the hypothesis that the paradigm of unity shapes a new organizational culture by the creation of a suitable organizational climate in the EoC businesses.

Contested environmental policy infrastructure: Socio-political acceptance of renewable energy, water, and waste facilities

The construction of new infrastructure is hotly contested. This paper presents a comparative study on three environmental policy domains in the Netherlands that all deal with legitimising building and locating infrastructure facilities. Such infrastructure is usually declared essential to environmental policy and claimed to serve sustainability goals. They are considered to serve (proclaimed) public interests, while the adverse impact or risk that mainly concerns environmental values as well is concentrated at a smaller scale, for example in local communities. The social acceptance of environmental policy infrastructure is institutionally determined. The institutional capacity for learning in infrastructure decision-making processes in the following three domains is compared: 1. The implementation of wind power as a renewable energy innovation; 2. The policy on space-water adaptation, with its claim to implement a new style of management replacing the current practice of focusing on control and ‘hard’ infrastructure; 3. Waste policy with a focus on sound waste management and disposal, claiming a preference for waste minimization (the ‘waste management hierarchy’). All three cases show a large variety of social acceptance issues, where the appraisal of the impact of siting the facilities is confronted with the desirability of the policies. In dealing with environmental conflict, the environmental capacity of the Netherlands appears to be low. The policies are frequently hotly contested within the process of infrastructure decision-making. Decision-making on infrastructure is often framed as if consensus about the objectives of environmental policies exists. These claims are not justified, and therefore stimulating the emergence of environmental conflicts that discourage social acceptance of the policies. Authorities are frequently involved in planning infrastructure that conflicts with their officially proclaimed policy objectives. In these circumstances, they are often confronted with local actors who support alternatives that are in fact better in tune with the new policy paradigm.

Beyond strategy: management style for the knowledge economy

PurposeThe purpose of this paper is to reflect on the need for a new style of management to enable companies and organisations to better face the future.Design/methodology/approachDraws on analysis carried out within the Challenge Forum in recent projects.FindingsCompanies face an increasing number of “engines of change” which present a more complex environment than the past. Management strategy of the past – to focus on core activities, to outsource, to re‐engineer, to simplify – has left most organisations without the capacity to deal with the growing complexity they face. The article outlines a management approach designed to understand this complexity and enable the organisation to take advantage.Originality/valueBuilds on developments in management thinking and provides an outline for a new management style in the knowledge economy.

Calidad y recursos humanos del sector hotelero en Cataluña

This paper analyzes the relationship between Quality Management and Human Resources, from the standpoint of a research undertaken in Catalonia. The research has consisted in confronting the new style of management that is derived from Total Quality Management. This model of management stresses the need for caring the most valuable resource of a company: Human Resources. The reason for that is the need for achieving a greater degree of integration and identification of the worker to the company, in the pursuing of increases of productivity, both individual and organisational, that increases competitiveness, as one of the aspects that characterises Total Quality Management is its preoccupation for the vinculation of the Human resources area to organisational results, in order to justify in which measure this is adding value.

Le management méditerranéen. Forme dépassée ou formule d'avenir ?

Since the ages of time, the Mediterranean bassin has always been a multiple tension affected region. Techniques of management which can be found are usually considered as inefficient, lagging behind the dominating modern international model. These technique however, reveal interesting cultural characteristics (complex reticulated organisations, the importance of trust, social links, solidarity and brotherhood), nowadays considered as valuable, and who may be incubating the seedings of a new style of management in the making to come.

Velocity management: ‐ creating organizational instinct

Executives who hope to succeed in the new millennium must learn to manage in ways that are a quantum leap from the manner in which they have been managing. The basis for this new style of management is decision‐making at lightning speed. Velocity management is decision making at speeds consistent with today’s competitive environment and technology. It is based on a system of proactive metrics that are designed to ensure the balance of organizational and individual expectations, organizational and individual enablers, and positive and negative consequences. Velocity management promotes an awareness of disruptions when they first became noticeable or identifiable, allowing the organization to develop an instinct by which management can address disruptions at the earliest possible time and enact follow‐up mechanisms to ensure improvement in off‐schedule conditions.

Being an intrapreneur and creating a successful information service within your organization

Suggests various ways in which library and information professionals can and should demonstrate to their organizations and to the public that their function is not merely useful but provides an essential service. These are likely to include a combination of marketing, corporate intelligence, management skills and innovative thought and to be based on the belief that library and information professionals are best equipped to make sense of the new areas of information and knowledge management that are currently proliferating. Argues that the key to success lies in a new style of management, defined as ‘intrapreneurial’ as applied to library and information service management. The fundamental nature and characteristics of intrapreneurs are discussed. These qualities include the ability to: allocate resources for service quality; delegate and organize; reduce individual and team stress; accept responsibility of leadership; motivate at all levels; select a good team; and develop a good team. The five requirements identified as being essential to allow the growth of intrapreneurship comprise: encouragement of risk-taking; financing, rewarding and recognizing innovation; improved means for dissemination of innovation in the public sector; provision of political leadership; and development of a new breed of public sector managers who are trained and motivated as intrapreneurs.

Dynamic poise: a new style of management ‐ Part 2

The second of two articles suggests that dynamic capability in organizations needs to be based on new thinking drawn from science, logic and ideas drawn from cultures beyond the Anglo‐Saxon. This thinking is brought together in the Wisdom Paradigm, which does not replace the Modern Paradigm ‐ it expands management thinking and suggests principles more attuned to managing in uncertainty. Outlines some of the key themes of the Wisdom Paradigm and uses these to develop the concepts of organizational intelligence and dynamic poise.

Dynamic poise ‐ part 1: a new style of management

Outlines an approach to management which questions conventional rationality, and suggests that dynamic capability in organizations needs to be based on new thinking drawn from science, logic and ideas drawn from cultures beyond the Anglo‐Saxon. Begins by exploring the modern paradigm on which much management theory is based. This paradigm sees the organization as a machine, and the role of the manager as controller. Traces the origins of this approach to scientific thinking which is now outdated, and proposes an alternative ‐ the wisdom paradigm. Stresses that this is not “either‐or” ‐ the wisdom paradigm does not replace the modern paradigm ‐ it expands management thinking and suggests principles more attuned to managing in uncertainty. Develops these principles in a second article.

The New Economics: For Industry, Government, Education

A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management.? ?from The New Economics for Industry, Government, Education In this book, W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The Deming System of Profound Knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing the prevailing management style as a prison, Deming shows applying the System of Profound Knowledge increases productivity, quality, and people's joy in work and joy in learning. Another outcome is short-term and long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job, to look deeper than spreadsheets for opportunities, and even to rethink how we teach and manage our schools. Moreover, Deming's method enables organizations to make accurate predictions, which is a valuable tool in today's uncertain economic climate. This third edition features a new chapter (written by business consultant and Deming expert Kelly L. Allan) that explains the relevance of Deming's management method, and case studies from organizations that have adopted Deming's System of Profound Knowledge, and offers guidance on how organizations can effectively ?do Deming.?

The New Economics: For Industry, Government, Education

A new edition of a book that details the system of transformation underlying the 14 Points for Management presented in Deming's Out of the Crisis. It would be better if everyone would work together as a system, with the aim for everybody to win. What we need is cooperation and transformation to a new style of management. -from The New Economics for Industry, Government, Education In this book, W. Edwards Deming details the system of transformation that underlies the 14 Points for Management presented in Out of the Crisis. The Deming System of Profound Knowledge, as it is called, consists of four parts: appreciation for a system, knowledge about variation, theory of knowledge, and psychology. Describing the prevailing management style as a prison, Deming shows applying the System of Profound Knowledge increases productivity, quality, and people's joy in work and joy in learning. Another outcome is short-term and long-term success in the market. Indicative of Deming's philosophy is his advice to abolish performance reviews on the job, to look deeper than spreadsheets for opportunities, and even to rethink how we teach and manage our schools. Moreover, Deming's method enables organizations to make accurate predictions, which is a valuable tool in today's uncertain economic climate. This third edition features a new chapter (written by business consultant and Deming expert Kelly L. Allan) that explains the relevance of Deming's management method, and case studies from organizations that have adopted Deming's System of Profound Knowledge, and offers guidance on how organizations can effectively do Deming.

Managing for environmentally sensitive technology: networks for collaboration and learning

Environmental issues are acknowledged as problems which transcend boundaries at organizational and societal levles. By adopting the notion of product stewardship, companies are required to manage their products from conception to resurrection, while recognizing many stakeholder interests. This demands a new style of management which emphasizes collaborative structures. In the case of teh development of greener, more environmentally sensitive technology, there is a role for new collaborative networks which affect technology in either incremental or revolutionary ways. These networks can exist within the organization (intra-organizational), between organizations in the supply chain (trans-organizational) and with organizations at the domain level (supra-organizational). This paper analyzes the management, development and effect of thse networks on the greening of technology. It sets out a conceptual framework for exploring the role of collaborations in the management and development of environmentally sensitive technology. It than links the types of collaboration to empirical evidence from a detailed case study of a major internationa UK manufacturing company. The paper concludes by highlighting the implications for management and research that stem from the findings.

Management Challenges for Survival in the 1990S

The continuing growth of business activities in companies has been in parallel with the increased use of IT to support the basic business processes and assist in generating further commercial advantages for the organization. Business growth has been generated through a natural expansion of the core activities, acquisition of other companies which has often resulted in working practices of geographically separated organizations, divisions and subsidiaries maintained to preserve their successful business culture. The role of the central IT department as the most cost-effective organization to support the business led use of IT is now in question in many companies. In this paper we present the argument that the key to corporate success is associated with the effective management of IT. In many cases, this will require a new style of management with vision and commitment from the CEO. But for those organizations who do not make this change, their corporate prosperity may be at stake. The material described in this paper formed the basis of the 1992 AIT lecture at the City University Business School.