Responsibility Of Manager Research Articles

PERTANGGUNGJAWABAN PENGELOLA PARKIR ATAS KEHILANGAN KENDARAAN DI TEMPAT PARKIR

Parking organizers often do not want to replace lost vehicles as written on the ticket. Even though Article 102 of PP 79/2013 stipulates that the parking organizer must replace, but is not equipped with clear sanctions. The problem formulations of this research are the parking control system and the parking manager's responsibility for the parked vehicles loss. The research purpose are to analyze the parking control system and the parking manager's responsibility for the parked vehicles loss. This research is legal research with primary sources, secondary sources, and tertiary sources collected by the literature study method and analyzed by prescriptive methods. The parking control system aims to support the parking work system to make it more effective, efficient and safe. The existence of parking lots, provision of facilities, and security guarantees are a unified system. If there is a parked vehicle missing, the parking organizer must replace it as stipulated in Article 102 PP 79/2013, but the sanctions are not clearly regulated. The inclusion of writing in the parking location that contains a statement that is not responsible for loss is known as a standard clause that contradicts Article 18 of Law 8/1999, and can be sued civilly for illegal acts and defaults based on Article 1694, Article 1234, Article 1239, Article 1365 , 1366, and 1367 BW. So parking organizers must maintain security and replace losses.

Graduate Student Literature Review: Challenges and opportunities for human resource management on dairy farms

Dairy farms are increasing in size and moving from family to external labor. As such, dairy farmers now have the responsibilities of a human resource manager in addition to caring for their animals. The objective of this paper was to review literature in 5 areas of human resource management of a dairy farm: (1) professional accreditation and professional development, (2) extension activities, (3) the role of the advisor, (4) standard operating procedures, and (5) employee training. Although there has been an increase in research in this area in recent years, this review identified numerous areas for future research, including the relationships between farmers and their advisors and employees, and the role of standard operating procedures on dairy farms. In addition, we suggest that future studies could benefit from increased use of participatory research methods.

Exploring health systems readiness for domestic violence in Brazil and Palestine

Abstract Background Increasing attention has been paid on health systems readiness around domestic violence (DV), a global health issue leading to adverse health consequences. This article aims to present a comparative synthesis of the health system pre-conditions necessary to enable integration of services for domestic violence in Brazil and Palestine. Methods A health systems readiness assessment was conducted to explore health systems gaps. Multiple, data sources were used, ranging from qualitative interviews with various stakeholders (e.g. providers, health managers and key informants); structured facility observations (8 clinics); policy document reviews. Results Our findings highlight deficiencies in policy and practice that need to be addressed for an effective response. Common preparedness gaps include unclear governance and unsupportive leadership structure; challenges around service delivery such as limited staff protection and limited coordination; and untrained health workforce. Our results illustrate the importance of having clear guidance on roles and responsibilities for both health managers and clinicians. In Brazil, although there is a legal and regulatory system on domestic violence, its implementation has been patchy as health regulations are not well-defined. In both settings, the limited higher-level commitment and political will to reduce violence has affected implementation. Limited guidance, coupled with limited training and perceived lack of support in the facility environment, also impacted on providers' knowledge and confidence in responding to violence. Fear of family retaliation affected frontline providers' actions in both countries. Conclusions Our innovative framework helped identify anticipated readiness gaps. It has shown the importance of nurturing the role and values of managers and engaging the leadership across every system to reframe challenges, and strengthening routine practices to encourage staff engagement in responding to DV. Key messages Conducting a health systems readiness assessment before integrating a new service can anticipate preparedness gaps and inform adaptation that will enhance service uptake and effectiveness. Critical systems gaps to address before integrating domestic violence services in healthcare include staff and managers’ values, leadership and organisational support to frontline providers.

Project at Stake! Voluntary Stakeholder Responses to Unexpected Events in a Mega Project

Project management is critical to the planning and success of any project. However, unexpected events do occur, and limited information is available of how to deal with such unexpected events. There has been some research in recent years on management of unexpected events in projects, but it has typically been conducted from the perspective of the project manager and the project management team. For the most part this literature assumes that it is the project manager's responsibility to find solutions and courses of action in an endeavor to mitigate the negative effects of unexpected events in projects. However, unexpected events cannot always be resolved by one stakeholder. There is no knowledge about how different project stakeholders take actions voluntarily to accommodate unexpected events. The aim of this study is to research how voluntary stakeholder actions lead to effective responses to unexpected events. The setting is the mega-construction project of the Vodafone Arena Stadium (VAS) in Istanbul, Turkey. The research design follows an inductive, discovery-oriented grounded theory approach. Primary data were gathered through semi-structured in-depth interviews with a sample of 20 project stakeholders who represented 15 different stakeholder groups. We find that stakeholders are able to minimize negative consequences of unexpected events using four voluntary action categories. We further identify three properties that differentiate these categories.

Perception of Elementary School Heads and Teachers on Child Protection Policy in Private Schools in Tanauan City Division

Child-friendly schools dramatically minimize or remove frequent physical threats and other types of violence occurring in and around schools and learning spaces, such as teachers' corporal punishment, student-on-student abuse, gang wars, bullying, sexual assaults, other forms of gender-based abuse and external group school assaults. Schools that are child-friendly need to collaborate with parents and local groups to avoid abuse. To protect children from physical damage and mental, physical, emotional and sexual violence, simple, transparently implemented policies and procedures and firm measures must be in place. The study's main objective was to evaluate the awareness rates of principals and educators’ engagement on the Child Protection Program at Tanauan City Division's Private Schools, Batangas. The argument is that officials in child-friendly schools should be vigilant in recognizing child violence and neglect, and should be prepared to act in compliance with national laws and policies on child safety, including compulsory reporting to police or other legal authorities. The school's position in serious child protection matters is not to investigate them but to identify cases that need attention and refer them to appropriate child care agencies. The descriptive method of research was used in this study using a survey questionnaire as the main instrument to gather data. The respondents of the study were 15 principals and 185 educators in the said Private Schools in Tanauan City Division. Statistical tools like weighted mean were used in determining the extent of implementation of Child Protection Program and level of perceptiveness of principals and educators. The non-significant differences between their perceptions were established using the t-test formula. Meanwhile, the Pearson r product-moment correlation and r-test were used to resolve the nonsignificant relationship between the extent of implementation of Child Protection Program and level of participation of principals and educators. The result indicated that the views of the two groups of respondents were not substantially different, although both stated that there was intense observance of involvement in the execution of the school manager's duties and responsibilities. It further revealed that there was no shared agreement between the heads of school and teachers about the school manager's roles and responsibilities in enforcing child protection policy. Child-friendly schools should be prepared to recognize, refer and evaluate vulnerable children, especially those who have suffered, suffered or are at risk of serious harm.

Measuring corporate social responsibility in Islamic banking: what matters?

PurposeThis paper begins with a challenge to explore the scope and dimensions of corporate social responsibility (CSR) in Islamic banking and design a CSR disclosure index, which may gauge the level of CSR disclosure in Islamic banking.Design/methodology/approachIt adopts a two-fold approach to develop the CSR disclosure index for Islamic banking, such as “identification” and “prioritization.” In the ambit of identification, it relies on the existing literature related to CSR and Islamic banking. However, it undertakes analytical hierarchy process (AHP) method for prioritization through the sample of 104 experts related to Islamic banking of Pakistan.FindingsIt concludes the CSR index for Islamic banking contains five dimensions, including 79 items across 20 sub-dimensions. The results of AHP indicate that the CSR dimensions are important for Shariah governance, employee, community, customer and environment. Moreover, within dimensions, the most important sub-dimensions are Shariah compliance, customer service and quality, green investing/banking, customer relationship, training and development and poverty alleviation.Practical implicationsThe CSR disclosure index of this study has important implications for academicians, such as it paves the ways for further investigations and practical usage of index to gauge the level CSR disclosure of Islamic banking. Moreover, it delineates the spectrum of responsibilities for managers of Islamic banking under the domain of CSR.Originality/valueThe proposed CSR disclosure index is comprehensive and stresses on the social responsibility of Islamic banking toward stakeholders. In nutshell, this study offers what is expected from the practitioners of Islamic banking in the domain of social responsibility.

LEGAL STATUS OF THE APARTMENT OWNER IN THE MANAGEMENT OF THE RESIDENTIAL HOUSE

This article examines the legal status of the apartment owner in managing the residential house. An apartment property is being studied, which together with other apartment properties forms the joint ownership of the residential house and the apartment owner, who manages the separate apartment property and, together with other apartment owners, forms a community of the residential house, which together decides issues relating to the joint ownership of the residential house. The handling of apartment property to the extent of the legal capacity of the apartment owner and the community of the residential house in relation to the detached apartment property and joint ownership of the residential house will be considered. The rights and obligations of the apartment owner are analyzed. As well as exploring the rights and responsibilities of the residential house manager. And how closely the apartment owner is associated with the residential house manager. In order to fully realize the maintenance of the residential house and the well-being of apartment owners, there must be understanding and receptivity between the residential manager and apartment owners.

Off-Duty Deviance in the Eye of the Beholder: Implications of Moral Foundations Theory in the Age of Social Media

Drawing from moral foundations theory, we show that differences in sensitivity to distinct moral norms help explain differences in the perceived (un)fairness of punishing employees for off-duty deviance. We used an initial study to validate realistic examples of non-criminal behavior that were perceived as violating a specific moral foundation. Participants in the main study (n = 166) evaluated scenarios in which co-workers were fired for those behaviors, which took place outside of work but were revealed via social media. The extent to which participants valued the norm violated by the co-worker positively predicted perceived fairness of the firing, and negatively predicted expressed intent to take retributive action against the responsible manager. This effect was moderated by the presence of a pre-existing organizational policy regarding off-duty conduct, which uniformly decreased negative reactions to the firing. Because social media now makes the revelation of an employee’s off-duty behavior to a broad audience increasingly likely, our results suggest the importance of developing an approach for responding to employee off-duty deviance while highlighting the relevance of moral pluralism to the study of third-party reactions.

Developing a readiness self-assessment tool for low- and middle-income countries establishing new radiotherapy services: A participant validation study

PurposeAssessing low-and middle-income countries’ (LMICs’) readiness to establish new radiotherapy services is an important but empirically understudied concept. The purpose of this study is to develop and confirm a core set of readiness requirements and criteria that can be used to gauge LMICs preparedness to establish radiotherapy services. MethodsBased on a systematic review and semi-structured expert interviews, a pool of requirements and criteria were generated. To confirm or disconfirm these items, we adopted a synthesised member checking process, also known as participant validation. A purposive sampling strategy was used to recruit radiotherapy experts. Items were sent via email. Each item was reviewed by participants. Qualitative comments were analysed thematically. FindingsSeven of the 17 experts who participated in an earlier semi-structured interview contributed to this participant validation study. The final version of the readiness self-assessment tool for LMICs establishing new radiotherapy services contains 37 requirements mapped into four readiness domains, grouped under the following categories: commitment; cooperation; capacity; and catalyst. Among 23 criteria for commitment domain, participants reviewed 22 as relevant for inclusion. The cooperation requirements considered important, included: “strategic planning team”, “stakeholder involvement” and a “technical assistance plan”. Capacity requirements, which were endorsed included: “responsible project manager”; “availability of radiotherapy expertise”; and “training for initial core staff”. Participants’ feedbacks supported the inclusion of all the requirements and criteria related to catalyst. ConclusionThe readiness self-assessment tool is a promising planning and evaluation tool for use by stakeholders interested in expanding access to radiotherapy services in LMICs.

Experiences of barriers and facilitators to establishing and sustaining radiotherapy services in low- and middle-income countries: A qualitative study.

The factors contributing to the establishment of high-quality radiotherapy services in low- and middle-income countries (LMICs) are poorly understood. The aim was to identify and describe barriers and facilitators to establishing and sustaining high-quality and accessible radiotherapy services in LMICs based on the experience of successful and unsuccessful attempts. An exploratory-descriptive qualitative study using semistructured telephone interviews was undertaken. Purposive and snowball sampling techniques were used to recruit participants. The World Health Organization Innovative Care for Chronic Conditions Framework informed the interview guide. A constant comparative data analysis approach was adopted. Seventeen participants were interviewed. Ten were working permanently in nine LMICs and seven were permanently employed in four high-income countries. Three themes were developed: committing to a vision of improving cancer care; making it happen and sustaining a safe service; and leveraging off radiotherapy to strengthen integrated cancer care. Identified barriers included lack of political leadership continuity, lack of a coordinated advocacy effort, non-Member State of the IAEA, lack of reliable epidemiological data, lack of a comprehensive budget and lack of local expertise. Facilitators identified included strong political support, vision champion, availability of a regulator, costed cancer control plan, diversified sources of funding, responsible project manager, adoption of evidence-based practice, strategic partnerships, motivation to provide patient-centered care, and availability of supportive technology. Assessing the level of readiness to establish and sustain a radiotherapy service is highly recommended. Future research is recommended to develop a readiness assessment tool for radiotherapy services implementation at LMICs.

Developing authentic leadership as a starting point to responsible management: A Canadian university case study

To attain sustainable development goals (SDGs), organizations need authentic leaders. Authentic leaders are self-aware and are guided by a strong set of ethical values that drive their actions. They create a climate of trust that stimulates the personal development of subordinates and organizational performance. Experiential learning is recognized as a promising strategy for developing the skills required for authentic leadership. This paper describes an original leadership course in management master's programs at a Canadian university. This course incorporates an intensive off-campus leadership camp whose main strategy involves collaborative action games. This article proposes a threefold contribution. First, it provides a detailed description of a proven educational approach based on experiential learning. Second, it assesses the value of this approach in developing certain key authentic leadership skills, including self-awareness, which is identified as an essential characteristic of a responsible manager. Third, it demonstrates that the intensive leadership camp constitutes an original and relevant pedagogical approach to foster students' learning of authentic leadership, provided that a rigorous process, including a reflexivity mechanism, is followed.

DISMISSAL INTERVIEW A RESEARCH IN AUTOMOBILE SECTOR

The importance of the «dismissal interview» is increased by global and local economic crisis and it entered into the interest of human resources managers. Manager makes the last interview with his personnel and announces a difficult decision. For this reason, we can determine the dismissal interview as the most boring one. To overcome this boring process and conclude the interview successfully is depend on managing the process successfully. From the planning of the interview, determining the content and conducting the interview process, the responsible manager should have some special abilities and responsibilities. For analyzing the application of dismissal interview, its content and process relating with perceptions it, a sample case study which consists of fıve firms in automotive industry in Turkey, has made. interview technique which is structured by qualitative research techniques is the tool of collecting data.

Responsibility for regime shifts in managed ecosystems

I develop a quantitative measure of a manager's responsibility for a regime shift in a managed ecosystem with stochastic dynamics. I build on the well-established concept of responsibility, which I operationalize in a simple generic model. Causal responsibility is the degree of causation of an outcome due to the manager's action, which is in contrast to chance influences that may also have caused the outcome (good luck'' or bad luck''). Normative responsibility is the manager's obligation to see to it that the system is in, or shifts to, a specified desired state. It implies a particular management action. Virtuous responsibility is the degree to which the manager lives up to her normative responsibility when taking a management action. The quantitative measurement of responsibility is relevant to judge management actions, to reward or punish the manager based on the extent of her (ir)responsibility, and to design institutions that enable and encourage responsible management of ecosystems with potential regime shifts.

Text mining in the identification of duties and responsibilities of the project manager

Text mining in the identification of duties and responsibilities of the project manager

A rack-aware scalable resource management system for Hadoop YARN

Big data have brought in an era of data exploration and utilisation with MapReduce computational paradigm as its major enabler. Though great efforts through the implementation of Hadoop have made computation scale to tens of thousands of commodity cluster processors, the centralised architecture of resource manager has adversely affected response time in large data centres. The developed model decouples the responsibilities of resource manager by providing another layer where each daemon called rack unit resource manager (RU_RM) carries out the responsibility of allocating resources to compute nodes within its local rack to ensure low latency for large files. The application was developed and tested with Hadoop workload benchmarks used for analysis. Two performance evaluation metrics (efficiency and average task-delay ratio) were used for comparison. Efficiency quantifies average cluster utilisation while average task-delay ratio measures average delay time. Results obtained showed that as file size increases, the developed model outperforms the existing framework.

New Media 3.0: Merancang Model Pemberdayaan Komunikasi Politik yang Interaktif

The use of new media in Indonesia significanty grows, especially among the youth generation. Unfortunately, it does not happen in the youth community organization. This study aims to determine the factors that become obstacles for youth community organizations in managing new media for the benefit of the organization. This research is a mixed method by using survey data collection techniques to identify the level of use of new media in each organization and focus group discussion (FGD) to obtain more in-depth data about the problems that become obstacles in its management. This study succeeded in digging data from 15 youth community organizations in the City of Kediri. This research succeeded in mapping the problems experienced by CSOs in utilizing the internet and its interactive platforms. Based on a survey conducted on 15 CSOs, it was found that the main problem faced was the unavailability of qualified human resources in CSOs that were specifically tasked with managing CSO social media accounts. This is also due to the low awareness of CSOs about the potential of the internet and new media 3.0 to treat their political audience. Furthermore, another obstacle faced is the difficulty in producing content. Based on the focus group discussion conducted to follow up on the results, the researcher concluded the two conditions above because CSOs do not have sufficient awareness and knowledge of the potential of the use of the internet and all its interactive platforms for political communication. The conclusion of this study is that the management of new media for organizations has not been taken seriously because of the low level of awareness of the importance of new media for organizational development. However, the design of the digital storytelling concept in order to create a sanse of belongings for the political audience of each community organization is seen as an alternative management solution after the appointment of manager responsibility.

Factors for improving performance in ISO 9001 certified small- and medium-sized service enterprises

PurposeThe purpose of this paper is to investigate the factors that are important for improving the performance of ISO 9001 certified small- and medium-sized service enterprises (SMSEs).Design/methodology/approachPreliminary research questions were set on the basis of a literature review and then submitted to a Delphi panel of experts. The results from the Delphi panel were transformed into hypotheses in the form of a survey. A sample comprising 115 Italian SMSEs answered the survey, which also included specific fields for qualitative notes. The hypothesis tests used 95% confidence intervals, and notes and suggestions from the respondents were also collected.FindingsThe findings relate to the role and responsibilities of the quality manager, as well the entrepreneur and partners, the quality of the enterprise culture, training, awareness concerning process key performance indicators, visual management and modern digitised documentation and communication. Furthermore, criticisms emerged regarding the ISO 9001 standard in terms of cost of quality measurement, day-to-day improvement and problem-solving.Research limitations/implicationsThis research is limited to SMSEs. The limitations of this research open avenues for further research. In particular, many suggestions from the respondents seem generalisable to other industries and also to large manufacturing firms.Practical implicationsThe findings of this research could be used as a guideline for implementing ISO 9001 in the SMSE sector. Moreover, some of the criticisms could be taken into account for the next revision of the ISO 9001 standard.Originality/valueThis is one of the first papers to discuss important factors for improving the performance of ISO 9001 in the SMSE sector.

Phases of Facility Management and Role of Facility Manager: A Building Construction Perspective

Objectives: Facility Management (FM) paves the way for sustainable improvements in building performance. It is a tool which allows the maintenance and operation of the buildings more effectively. Most of the designers used to design and develop all buildings without considering the requirements of FM. The main aim of this study is to analyse the importance of facility management, its phases and the role of facility manager in terms of construction perspective. Methods: The office buildings require some special considerations of FM during the implementation of different phases of the Facility which starts from the phases of planning and design until the phases of operation and maintenance. For this, the role of facility manager along with the phases of FM is identified. Then, the tasks and responsibilities of the facility manager along with the construction manager and the decision manager are also compared. Finally, the causes of executing the FM along with various suggestions to improve it are also depicted. Findings: This study identified the importance of facility manager and their role in FM during the life-cycle of the construction in order to protect them and to obtain the satisfaction among the customers. The tasks and responsibilities of the facility manager, construction manager and the decision manager are also identified. Applications: An extensive survey has been performed on various buildings in order to monitor and to point out the opinions about the uses of the facility manager in the design of buildings. Analysis of this survey illustrates the various advantages and dis advantages of the applications of facility manager in buildings. Finally, this study depicts the significance and role of facility manager along with the phases of FM in improving the performance of buildings. Keywords: Buildings, Construction Manager, Development, Facility Manager, Facility Management, Maintenance

Operation manager and its role in the enterprise

Abstract Presented paper concentrate on problems connected with the role of operation manager within industrial company. Operation management concentrate many activities in today’s industrial corporation and because of that the role of it’s manager is very important. He should to have many skills described in this paper. We analysed responsibilities of the operation manager, his basic operational skills and also give some examples of duties and responsibilities of good operation manager on the example of food industry. This example can give some remarks about practical skills needed in operation management in particular enterprise.

Agenda of Russian Chief Digital Officers

Digital transformation of business is an increasingly relevant issue for companies across the world, requiring more attention on the part of top management. Appointing an executive focused on digital transformation is a popular, but not the only possible, measure undertaken in an effort to respond to the challenges of the new era. Many believe that the role of CDO (Chief Digital Officer) will prove to be “the most exciting strategic role in the coming decade”. At the same time, there is a wide range of opinions on the CDO’s actual job description and the knowledge and competencies it requires. This study by Moscow School of Management SKOLKOVO will help CEOs understand what role the CDO can and should play in each business context, formulate its range of responsibilities, and assess which knowledge and competencies these responsibilities require. Depending on the nature and the environment of a given business, there are three possible strategic approaches: “fully digital”, “digitally wrapped”, and “digitally spiced”. Each of these requires a CDO, a digital transformation-focused executive, as an important condition for success. However, the range of tasks such a manager handles is profoundly different in each case. In the “fully digital” domain, the CDO virtually becomes the corporation’s key visionary. His responsibilities include ensuring competitiveness with companies “born digital”, which look for the slightest faults in wellestablished business models in order to re-direct financial flows through “digital disruption” to their benefit. With the “digitally wrapped” strategy, the CDO is mostly the executive in charge of organizational development. His priorities are to create an innovation culture, develop human capital, and arrange for the respective re-structuring. Lastly, with the “digitally spiced” strategy, the CDO basically has the responsibilities of a top manager in charge of developing advanced technologies. The legacy system stack can remain with the Chief Technology Officer or Chief Information Officer, upon which the CDO will build, developing solutions based on such advanced technologies as the Internet of Things, Artificial Intelligence or cyber-physical systems. The role of CDO, regardless of the specific industry or company, is defined by a diverse and incredibly demanding set of requirements. The perfect CDO is a super-manager with a variety of functions who actively interacts with other executives and has profound knowledge as well as managerial skills. An effective CDO’s knowledge and competencies may be grouped into the following four areas: 1. Strategy and organisation: understanding approaches to strategy development in the conditions of digital transformation, economic opportunities presented by digital business models, and the respective principles of platforms and ecosystems; investment-planning and investment efficiency management skills; knowledge of organisational design and change management; 2. Consumer experience and design-thinking: insight into the digital consumers’ experience and lifestyle, the ability to analyse the pros and cons of a new product and to turn this analysis into working prototypes, mastered methods of launching new products into markets and receiving market feedback; 3. Production and logistics: knowledge of the industry’s value chains, understanding of key company operations, their strengths and weaknesses; business process re-engineering skills; 4. Technology and data: understanding the modern digital stack; knowledge of company data management strategies; ability to analyse data (including big data) for managerial decision-making; deep insight into corporate cybersecurity. The relative weight of the areas of knowledge will vary depending on the transformation type: while the “fully digital” strategy primarily requires strategic and organisational thinking, the “digitally wrapped” strategy focuses on managing the consumer experience, and the “digitally spiced” strategy focuses on the technology and internal manufacturing processes. Will the CDO role be permanently embedded in the organisational charts, or will it only exist for the duration of the relatively short period of revolutionary changes associated with the current digital technology? Digital transformation, as extensive as it is, is a finite process. It will certainly go on for many years, but eventually, the corporation will arrive at a new quality. What will happen to the CDO at that point? The opinions of our respondents were split roughly in half. Some of them indeed see the CDO as a sort of “professional revolutionary” who will be challenged in staffing a role once the revolution is complete and every corporate director has sufficient digital competencies. The other opinion is that the revolution will never end and the digitally-focused executive who ties together the entire company’s digital agenda will constitute an integral part of any major company’s organisational design. Which of the two is more accurate remains to be seen.