Organizational Change and Improvement Performance of Companies

Changes are now a reality faced by all organizations, wherever they were, and no matter which activity dealt with. Changes are only a certain constant in all business activities of today's enterprises. Modern organizations must be empowered to develop specific competencies for quality change management, because only in this way, organizations can improve their business performance and stay "in the game" at all on a turbulent global market. The main research objective of this paper is to demonstrate how change management process can affect the performance improvement of business operations and thus make the company competitive. Competitive advantage is the most important competitive advantage of each company, and its achievement, in terms of global change significantly conditioned by creating appropriate models of change management. This work is, in essence, and deals with issues of organizational change, in response to the changes that come from the environment, or by creating an appropriate model of change management as an important prerequisite to improve the business performance of enterprises, which are the guarantee of the survival of the company in a dynamic and turbulent global market

Managing Process Performance and Quality for Sustainability in the Service Organizations

The sustainability of the service organization relies on its ability to monitor the external environment for opportunities, changes, trends and risks, and also its ability to learn, change and innovate in response to the results of monitoring. To achieve sustainability the service organization should focus on its results as well as on its processes. The paper summarizes the preliminary results of an ongoing research on organization maturity assessment and process performance management, conducted in Romanian organizations in 2008. Multiple managers, responsible for quality and other executives in over 1100 organizations completed the Maturity Assessment Survey (MAS), which collected information on the strategic and operational maturity level of their organizations. The MAS was designed to identify the degree to which Romanian organizations are sustainable and offer continued satisfaction to their stakeholders, and to help organizations identify areas in which they can improve their performances. The paper analyzes the cause and effect relationships that exist among the critical components of a service organization’s management system at the strategic level so that key drivers or outcomes will become the heart of an effective solution. In particular, the paper focuses on how the organizational system influences process maturity of Romanian companies, and the degree to which process maturity level plays a role in sustainability improvement. A correlation analysis was employed, in order to show the degree to which organizational system and strategies shape process maturity in various companies. The research results show that strong positive correlations between the components of an organizational system account for a higher level of maturity and performance of organization’s processes.process performance management, organization maturity assessment tool, management system for sustainability improvement, service organization

Engaging Employees in Sustainable Continuous Improvement Strategies

Lack of strategies to sustain continuous improvement initiatives to serve the needs of consumers whilst restructuring to conform to regulations has resulted in the collapse of some financial service companies in Ghana. The purpose of this multiple case study was to explore strategies some leaders of financial service companies use to engage employees to sustain continuous improvement initiatives to improve organizational performance. The targeted population comprised 6 senior leaders of financial service companies in Ghana who have engaged employees to sustain organizational continuous improvement initiatives. The conceptual framework for this study was Goldratt\u27s theory of constraint complemented by the transformational leadership theory. Data were collected using semistructured face-to-face interviews, analysis of company reports, and field notes. Based on methodological triangulation and thematic analysis, 3 themes emerged from the study: operational excellence, employee engagement and incentives, and leadership strategies. The implications of these findings for positive social change include the potential to reduce poverty and improve quality of life in Ghana. Business leaders whose organizations attain improved financial performance can direct their efforts to increasing their organization\u27s corporate social responsibility in the communities where they do business by supporting local charities and other initiatives

The emergence of organizational and human factors in digital maturity models

Digital maturity encompasses a company’s performance on the path to digital transformation. Various barriers can hinder the improvement of companies on the path to digital maturity – such as organizational culture and various human elements. The starting point for this study was that, regardless of digitization, the human factor is becoming an increasingly important resource in organizations and that digital maturity models (DMM) also focus on these aspects. The purpose of this study is twofold: to investigate the emergence of organizational culture and the human factor in DMMs through a comparative analysis and conduct empirical research in Hungary. In this study, we also aim to investigate the different factors of digital maturity of Hungarian companies and find a correlation with digital maturity based on the characteristics of a learning organization. According to our hypothesis, companies with the characteristics of a learning organization achieve a higher level of digital maturity. To prove this, we surveyed 776 Hungarian companies using a structured questionnaire. Based on our survey, we confirmed the hypothesis using three variables: the business organization anticipates and predicts change, focuses on long-term impacts when making organizational decisions; employees can achieve personal success

Menadžment poslovnih procesa i znanja u hrvatskim poduzećima

Contemporary companies function in constantly changing and highly turbulent business environment which is the cause of a constant need for change and learning at individual, group, organizational as well as interorganizational level (61). Organizational learning is considered to be one of the most promising concepts in modern managerial literature. According to de Geus ‘ability to learn faster than your competitors might be the only sustainable competitive advantage you have’ (11). Dimovski (12) provides an overview of previous research and identifies four perspectives on organizational learning. His model manages to merge informational, interpretational, strategic and behavioral approach to organizational learning and defines it as a process of information acquisition, information interpretation and resulting behavioral and cognitive changes, which should in turn have an impact on organizational performance. In recent research, another measurement variable for organizational learning emerged – Information quality (18). Another research topic introduced in this research was determination and evaluation of the business process orientation construct. Although definitions of the business process orientation vary, we adopt the McCormack’s and Johnson’s (2001) definition of process orientation: An organization that, in all its thinking, emphasizes process as opposed to hierarchies with a special emphasis on outcomes and customer satisfaction. McCormack and Johnson (2001) conducted an empirical study to explore the relationship between BPO and enhanced business performance. The research results showed that BPO is critical in reducing conflict and encouraging greater connectedness within an organization, while improving business performance. The more business process oriented an organization, the better it performs both from an overall perspective as well as from the perspective of the employees. The BPO construct describes a four-step pathway for systematically advancing business processes along the maturity continuum (Ad Hoc, Defined, Linked, and Integrated level). Each step builds on the work of the previous steps to apply improvement strategies that are appropriate to the current maturity level. It is important to note that trying to skip maturity levels is counter-productive, since each level builds a foundation from which to achieve the subsequent level. An organization must evolve through these levels to establish a culture of process excellence. The goal of our contribution was to test differences in the way companies learn and perceive their business process orientation in Slovenia and Croatia. During September and October 2005 questionnaires were distributed to Slovenian and Croatian companies with more than 50 employees. In Slovenian case, 203 completed questionnaires were returned (which accounts for 16.5% response rate) while in Croatia 202 completed questionnaires were returned to the research group (which accounts for 11.5% response rate). Received questionnaires from both countries allow us to compare the results and to implicitly test the impact of various country-based factors on the organizational learning phenomena. Using data gathered from two independent samples (Slovenia and Croatia) analysis of variance method and t-test were used in order to get the answer to our research question relating to differences in organizational learning and business process orientation between Slovenian and Croatian companies. Results indicate that Slovenian and Croatian companies differ only in 17 out of 48 items considering organizational learning research – especially in the way they acquire information and the way they perceive behavioral and cognitive changes currently under place. Croatian companies are more outward directed when acquiring information and are witnessing more turbulent changes in their internal as well as external business environment. Nevertheless, there are much more similar traits in the way Slovenian and Croatian companies learn than there are dissimilarities. However, there are some indications that Slovenian companies already bridged the transition period, while majority of Croatian companies still has to cross that bridge. Data analysis considering second part of the research revealed some important aspects of business process orientation in Slovenia and Croatia. It showed that Slovenian companies have reached slightly higher maturity level than Croatian companies, which was not surprising considering Croatian contemporary history. Though statistically significant, the difference is not large and the general state of the BPO in both countries is promising. Still, a lot is left to change and improve in order to transform the companies into process-oriented ones. The investigation also revealed some differences between both counties. Slovenian companies give more emphasis to the quality of process data and have monitoring and control systems in place to assure it. Besides that jobs are more frequently multidimensional and not just simple tasks in Slovenia then in Croatia. This is important aspect of process orientation whereby employees need to be equipped with wide arsenal of knowledge and skills in order to participate in different areas of a process. To realize BPO projects, most companies use different business process modelling/management methods and tools, which integrate components for static and dynamic modelling, measuring and monitoring the performance of the processes, as well as enabling the transformation of business process diagrams into tailor-made applications supporting the execution of workflows. The focus of this paper is to discuss the application of business process oriented concepts in different areas, depending on different projects' objectives and goals. The paper provides the results of a search in literature as well as a summary and comparison of features concerning business process modelling and business process management tools, placing them within an empirically derived framework.menadžment poslovnih procesa, menadžment znanja

Implementasi Pelatihan dan Pendidikan Budaya Organisasi terhadap Kinerja Karyawan di STMIK STIKOM Bali

STMIK STIKOM Bali is one of the private universities in Bali. During the course of the development of leadership and culture in universities many have had a change. The main factor that has changed in the organizational culture is the development of technology and the increasing number of human resources. Organizational culture in a company that is a university is carried out to achieve the goals and vision and mission of a company. STIKOM Bali has a different organizational culture from other private universities. The main issue at this time is the relationship between education and training and organizational culture on employee performance. Currently employees in universities have an agenda for training and education activities, this is done to improve company performance. Increased companies are influenced by adequate and reliable human resources in carrying out activities. Education and training as well as organizational culture in universities have a considerable influence on the performance of employees themselves. From the urgency, it was felt necessary to do a training on organizational culture education in order to have a positive impact on employee performance at STIKOM Bali. This study uses a single case study with a descriptive qualitative approach. Primary sources are obtained from interviews, observation and documentation. From the results of research that has been found that training and education in organizational culture has a positive impact on employee performance at STIKOM Bali. This will be a reference in human resource development and affect the improvement of the company's vision and mission

Investigating the Relationship between Organizational Structure Factors and Personnel Performance

Nowadays, for surviving in the dynamic and complicated environment, it is required for organizations to have agility and flexibility in which the main factor is organizational structure which is the principal force of change. It is a framework for all organizational decisions and processes and influence the performance improvement and productivity increase. The purpose of this research is ranking the organizational structures factors which are effective on Personnel performance. This is applied and survey research which its statistical population consists of employees of Karafarin and Parsian insurance companies. Convenience sampling method were used to collect research data. Analyzing, the research data, the Pearson and Friedman Tests were applied. The results showed that formality is the most effective factor and complexity is the least effective factor on personnel performance

Barriers to ISO 9001 Implementation in Moroccan Organizations: Empirical Study

Purpose: The purpose of this paper is to explore obstacles to ISO 9001 quality management system implementation in Moroccan firms. Design/methodology/approach: A questionnaire survey has been conducted among a heterogeneous sample of 200 organizations, operating in different sectors in Morocco, yielding a response rate of 57.5%. The authors have studied barriers to quality initiatives in general and obstacles to QMS implementation in particular through an extensive literature review. Questions related to profiles of respondents, reasons of seeking certification, external consultancy and barriers to ISO 9001 implementation experienced by surveyed organizations. For the purpose of this study, authors considered three categories of quality inhibiting factors: organizational, technical and costs related barriers. Findings: Results indicate that surveyed companies sought ISO 9001 certification mainly for marketing reasons and experienced many difficulties during the implementation process. Barriers reported by respondents were mostly organizational. Resistance to change headed the list according to participants’ opinion. Also, findings highlighted the prominence of bureaucracy and poor interdependence between departments in organizations. Lack of communication, poor top management commitment and insufficient trainings were also ascertained to be obstacles to QMS implementation in Morocco. Originality/value: Earlier studies were led by different researchers in different countries about barriers to quality initiatives in general and to ISO 9001 implementation in particular. Few of those studies were conducted in Arab speaking countries but no research has been carried in Morocco. This study on obstacles to QMS implementation in Morocco will help in completing the jigsaw of difficulties faced by organizations worldwide when preparing to ISO 9001 certification. Research limitations/implications: This research is limited by the geographic context of the study Morocco, although results can be extrapolated to Arab speaking countries in general. Practical implications: The findings of this paper provide Moroccan managers with a practical understanding of the factors that are likely to obstruct ISO 9001 QMS implementation. Managers should overcome these barriers to achieve a successful implementation and higher QMS performance.Peer Reviewe

Collaborative improvement as an inspiration for supply chain collaboration

The battlefield of competition is today moving from the level of\ud individual firms to the one of the extended enterprises, that is, networks of customers and their suppliers. This paper discusses how learning and continuous improvement today take place in processes based on daily collaboration at intercompany level, i.e. Extended Manufacturing Enterprises (EMEs). The purpose of the paper is to present a preliminary theory on Collaborative Improvement (CoI), i.e. continuous improvement at the EME level. Based on a literature review on Supply Networks, and Continuous Improvement and on evidence from two explorative case studies, the paper proposes a model for Collaborative Improvement in EMEs and discusses a research approach based on Action Research and Action Learning to further develop preliminary theory and actionable knowledge on how to foster and sustain CoI in EMEs

Cultivating Collaborative Improvement: An Action Learning Approach

As competitive pressure mounts to innovate in the global knowledge economy, many organizations are exploring new ways of collaborating with their supply chain partners. However, the process of implementing collaborative initiatives across disparate members of supply networks is fraught with difficulties. One approach designed to tackle the difficulties of organizational change and inter-organizational improvement in practice is `action learning¿. This paper examines the experiential lessons that arise when cultivating collaborative improvement in an interorganizational learning environment. The authors, acting as action researchers, facilitated a practical learning program in an Extended Manufacturing Enterprise involving a large system integrator in the automotive industry and three of its\ud suppliers. Based on this experience, a practical learning model is offered to promote and facilitate inter-organizational change as part of a collaborative improvement process