Outplacement jako sposób ochrony kompetencji pracowników organizacji w warunkach zmiennego otoczenia

Artykuł podejmuje problematykȩ zwolnień pracowników przedsiȩbiorstw, która zyskuje na znaczeniu wraz z utrzymywaniem siȩ globalnego kryzysu gospodarczego na pocz¸a}tku XXI wieku. Kryzys prowadzi do dynamicznych zmian w otoczeniu organizacji i w wielu przypadkach wymusza decyzje o podjȩciu działań restrukturyzacyjnych. Restrukturyzacja przedsiȩbiorstw może obejmować zarówno ograniczenie kosztów prowadzenia działalności, modernizacjȩ procesów produkcji i świadczenia usług, zmianȩ rynków i partnerów biznesowych, jak również racjonalizacjȩ zatrudnienia. Zmiany w strukturze zatrudnienia mog¸a} prowadzić do kształtowania nowych, bardziej elastycznych relacji z pracownikami. W tym kontekście outplacement jako koncepcja odpowiedzialnego zarz¸a}dzania zwolnieniami pracowników umożliwia zarówno złagodzenie negatywnych skutków utraty pracy i skrócenie okresu bezrobocia, jak też ochronȩ kompetencji istotnych przedsiȩbiorstwa. Opracowanie w oparciu o krytyczn¸a} analizȩ literatury przedmiotu przybliża: przesłanki do outplacementu jakimi s¸a negatywne efekty redukcji zatrudnienia w organizacji, stereotypowe i racjonalne kryteria zwolnień pracowników oraz koncepcjȩ kompetencji kluczowych i ich ochrony. ** Article undertakes issue of enterprises layoffs, which is becoming increasingly important along with persistence of the global economic crisis at the beginning of the 21st century. Crisis leads to dynamic changes in the organization environment and in many cases forces the decision to take restructuring actions. Restructuring of firms may include both reduction of operating costs, modernization of production and services processes, changing markets and business partners, as well as the rationalization of employment. Changes in the structure of employment can lead to the development of new, more flexible relationship with employees. In this context, the outplacement as a concept of responsible management of the redundancies can both address the possible negative effects of job losses and reduction of unemployment, as well as the protection essential company competences. Article on the basis of the literature critical analysis brings: evidence for outplacement which are the negative effects of downsizing in the organization, stereotyped and rational criteria for redundancies as well as the concept of key competencies and their protection

MANAGER’S ROLE AND SKILLS IN DESIGN MANAGEMENT IN THE ORGANIZATION

Purpose: The purpose of this paper is to present the undertaken literature review regarding the extent to which analysis and research on design management and design managerial skills have been carried out so far.Methodology/approach: A literature review is presented along with several types of management as possible solutions to restraining the problem of introducing design to the organization as a way to develop the organization’s innovative activities.Findings: The paper presents design as a type of organization activity important from the point of view of innovation and competitiveness of enterprises. The essence of design and its role in innovative processes are described. Design management and the role of design managers were characterized. Managerial skills necessary for the adequate implementation of design activities in the organization were also shown. The above considerations were based on the literature review.Implications/limitations either for future research, for practice, or for society: Most of the studies are based on research conducted years ago. The topic of design management returns in business practice, but there is little research on this topic in modern enterprises. Especially rarely, these topics apply to small and medium-sized enterprises that could benefit a lot from the implementation of design management.Originality/value of the paper: The paper begins with an overview of the role of the design in the innovation processes and then moves on to the implementation of design management.  The author then proposes several categories of the managerial skills required for design activities in the organizations and presents their importance for the innovation activities in the organization

Innovation in Food and Agriculture

Innovation means change. In a case of food and agriculture, it can be the application of new proposals for raw material processing technology, packaging of products, new food additives, and new agricultural technologies. Innovation may lead to reducing or preventing adverse changes caused by microorganisms, oxidation of food ingredients, and enzymatic and nonenzymatic reactions, as well as ensuring safety by inhibiting the development of some pathogenic microorganisms. Change can also provide healthier and more nutritious food. The food is tastier because of the prevention of adverse qualitative changes in food composition, including organoleptic changes, and changes in the perception and pleasures from eating food. In addition, crops can be more abundant thanks to reduced exposure to diseases, adapted agricultural treatments, or higher resistance to changing weather conditions

Work-Family Balance

The concept of work-family balance was introduced in the 1970s in the United Kingdom based on a work-leisure dichotomy, which was invented in the mid-1800s. It is usually related to the act of balancing of inter-role pressures between the work and family domains that leads to role conflict. The conflict is driven by the organizations' views of the "ideal worker" as well as gender disparities and stereotypes that ignore or discount the time spent in the unpaid work of family and community. Solutions for balance include legislation, flexible workplace arrangements, and the market care services

Technology Transfer

Technology transfer is the movement of technical and organizational skills, knowledge, and methods from one individual or organization to another for economic purposes. This process usually involves a group that possesses specialized technical skills and technology that transfers it to a target group of receptors who do not possess those skills, and who cannot create that technology themselves

Potencjał Współpracy Transgranicznej Podregionu Białostocko-Suwalskiego

Potencjał Współpracy Transgranicznej Podregionu Białostocko-Suwalskieg

Outplacement - odpowiedzialne zwolnienia pracownicze w kontekście rozwoju regionalnego

Trwaj¸a}cy na pocz¸a}tku XXI wieku globalny kryzys gospodarczy wymusza podejmowanie przez przedsiȩbiorstwa działań restrukturyzacyjnych. Zmiany te czȩsto wi¸a}ż¸a} siȩ z redukcj¸a} zatrudnienia i kształtowaniem nowych relacji z pracownikami. Outplacement stanowi wci¸a}ż mało popularn¸a} i słabo rozpoznawaln¸a} w Polsce koncepcjȩ odpowiedzialnego zarz¸adzania zwolnieniami pracowników, która pozwala na złagodzenie negatywnych skutków utraty pracy i na skrócenie okresu bezrobocia. Celem opracowania jest przybliżenie istoty i potencjału stosowania outplacementu w Polsce. Podjȩta krytyczna analiza literatury przedmiotu obejmuje wskazanie działań na rzecz antycypacji procesów restrukturyzacji i funkcji zwolnień monitorowanych w ochronie kompetencji kluczowych przedsiȩbiorstw. Określeni zostali główni interesariusze outplacementu w skali regionalnej oraz możliwości organizacji outplacementu przez partnerstwa i pakty lokalne, czyli z udziałem podmiotów sektora komercyjnego, publicznego i pozarz¸adowego. Podsumowanie zawiera wnioski, co do możliwych działań praktycznych. ** The ongoing at the beginning of the XXI century global economic crisis forces companies to take over restructuring actions. These changes are often associated with the reduction of employment and shaping of the new contract agreements with employees. Outplacement continues to be weakly popular and poorly recognized in Poland. It is the concept of responsible management of redundancies, which allows to mitigate the negative effects of losing a job and reduce the period of unemployment. The aim of this paper is to describe the essence and potential of outplacement usage in Poland. Undertaken critical analysis of the literature indicate measures for anticipate restructuring and outplacement functions in the protection of key enterprises competencies. Outplacement key stakeholders at the regional level were specified. Possibilities of outplacement organization including the local partnerships and pacts were explored. In other words, the cooperation of the commercial, public and non-governmental sector entities. Summary include proposals for further practical actions

Outplacement - barriers and challenges of implementation by small and medium-sized enterprises in Poland

Under the conditions of the global financial and economic crisis restructuring undertaken by companies often is associated with the optimization of operating costs in the dimension of human capital. Relatively little popular technique is responsible outplacement, which can reduce the risk of long-term unemployment and maintains the key competencies by the employees and organizations. At the same time public and private employment services usually have no experience in implementing outplacement programs. Small and medium-sized enterprises have difficulties in availability of those services. This paper is based on a critical analysis of the literature and a study conducted in Podlaskie Voivodship in 2012 under the project 'Innovations in the corner - testing and implementation of new methods of outplacement'. The study included a series of in-depth interviews, focus groups and quantitative CATI research among entrepreneurs and employees. Main conclusions lead to the claim that outplacement should be popularized as good practice of corporate social responsibility. The implementation of such programs can be done by increasing the role of social economy actors - in particular non-governmental organizations that carry out tasks in the field of labor market policy. (Conference paper for 11th Annual ESPAnet Conference "Social Policy and Economic Development", September 5-7, 2013, Poznań University of Economics)

Editorial: Social, technological and health innovation: Opportunities and limitations for social policy, health policy, and environmental policy

Innovation is progressively needed in responding to global challenges. Moreover, the increasing complexity of challenges implies demand for the usage of multisectoral and policy mix approaches. Wicked problems can be tackled by "integrated innovation" that combines the coordinated implementation of social, technological, and health innovation co-created by entities of the public sector, the private sector, the non-governmental sector, and the informal sector. This Research Topic focuses on filling the knowledge gaps about the selected types of innovation. First, regarding social innovation that can be understood as new strategies, concepts, products, services, and organizational forms that allow the satisfaction of human needs. Second, a technological innovation that refers to new or remarkably improved products, goods, or services in terms of their technical specifications, components, materials, software, design, or other functional features. Third, health innovation that focuses on novel or enhanced health policies, systems, products, technologies, services, and care delivery schemes to improve people's health. Finally, this Research Topic highlights attempts to develop integrated innovation that can add value to social policy, health policy, and environmental policy by improving efficiency, effectiveness, quality, sustainability, safety, and affordability