Characteristics of an enterprise indicating its capability of "learning"

In modern market economy enterprises must meet new requirements. This assumption refers particularly to enterprises functioning in countries which are moving from centrally planned economy toward market economy. The centrally planned economy was the economy of permanent shortage of goods and services which made enterprises turn away from the existing market. In extreme cases it manifested in total disregard for the client. Central planning imposed on the enterprise the obligation to produce unchanged goods as long as possible. In this way the company could avoid the risk of failing to meet the planned objectives. Any innovation is connected with additional problems concerning deliveries, suppliers, technical changes, conflicts about terms of labour, etc

Evaluation Criteria of Managerial Staff in Judiciary Administration in the Context of Their Organizational Roles

The main objective of the paper is to state whether the evaluation criteria of managerial roles in judiciary administration suit the specificity of these roles. The first part of the paper presents the concept of systematic approach to organizational behavior and underlines the need of watching the criteria of assessment of managers’ performance with the tasks they perform. The second part of the article focuses on the results of the Authors’ researches, conducted among three groups of managers: directors, managers of divisions and managers of secretariats. In all three groups efficiency criteria were given priority – meeting the deadlines set and acting in compliance with formal procedures. Less frequently applied criteria were: evenness of delegating tasks to subordinates considering the competences of employees who are to compete the delegated tasks. The list of the evaluation criteria includes also the least frequently used ones, i.e. knowledge sharing and motivating employees with the tools tailored to their tasks and organizational environment

Głos w sprawie interpretacji przywództwa w organizacji

Zamiarem Autorów była próba odpowiedzi na pytanie, czy w organizacjach formalnych terminy kierowanie i przywództwo można traktować jako synonimy. Przeprowadzono analizę porównawczą obu pojęć w następujących obszarach: cele, źródła władzy i treści pełnionych ról na poszczególnych szczeblach hierarchicznych. Prowadzi ona do wniosku, że kierowanie jest pojęciem szerszym, a przywództwo stanowi jedynie jedną z jego form (o coraz większym znaczeniu). Nie należy więc nadużywać terminu przywództwo

The method of evaluation personal risk in an organization

Prezentowany artykuł ma (w zamierzeniu autorów) wzbogacić metodykę oceny tak istotnego obszaru organizacji, jakim jest kapitał ludzki poprzez ocenę ryzyka personalnego. Rozpoczęliśmy od zdefiniowania samego kapitału ludzkiego i ryzyka personalnego. Dalej przedstawiono uzasadnienie podjętej problematyki. Podstawowa część artykułu zawiera omówienie metody – jej etapów i procedur realizacji. Wyróżniono trzy etapy: • identyfikacja obszarów ryzyka personalnego organizacji i potencjalnych niekorzystnych zdarzeń w każdym obszarze, • ocena poziomu ryzyka personalnego (prawdopodobieństwo wystąpienia niekorzystnych zdarzeń, skala przewidywanych negatywnych ich skutków, syntetyczna ocena ryzyka), • kierunki ograniczania ryzyka personalnego organizacji. Przedstawiono też projekty konstrukcji narzędzi badawczych tak, by w każdym przypadku dać możliwość opracowania kwestionariuszy „szytych na miarę”, dopasowanych do potrzeb analizowanej grupy pracowników i organizacji.In the article we present a new method of evaluation of personal risk. It is very useful from theoretical and empirical point of view. This paper describes three steps and procedures of the method: • identification the places of personal risk and potential negative events in this places, • evaluation of personal risk level, • the attitudes of organizations toward personal risk. We also proposed the patterns of questionnaires as the tools of researches

The method of identification the motivational system ability to creating the behaviour wanted by employers

W literaturze przedmiotu wiele miejsca poświęca się identyfikacji oczekiwań pracowników w stosunku do systemu motywacyjnego. Autorzy artykułu podjęli próbę opracowania metody diagnozującej zdolność systemu motywacyjnego do kreowania nastawień motywowanych do działań oczekiwanych przez motywującego. Procedura badawcza składa się z etapów: 1. Wybór nastawień pracownika mających znaczenie dla realizacji obowiązków na zajmowanym stanowisku. 2. Ustalenie rang ważności nastawień pracowników dla sprawności realizacji obowiązków. 3. Ustalenie listy motywatorów stosowanych w obszarze badań. 3. Analiza wpływu składników systemu motywacyjnego na kształtowanie nastawień. 4. Konfrontacja oczekiwań dotyczących nastawień pracownika ze zdolnością systemu motywacyjnego do ich kształtowania.In literature there is a deep and frequent discussion connected with the identification of employees’ expectations toward the motivational system. There are no propositions of identification the employers expectations toward his system. So authors have worked out the method diagnosing the ability of motivational system to creating motivated people disposition to behaviours expected by employers. The procedure has completed with five steps: 1. The list of dispositions important for completing the professional tasks; 2. Ranking this dispositions from the point of view their important and completing the tasks; 3. The list of motivators used in studied casus; 4. The analysis of influence the motivational system of employees’ dispositions; 5. The confrontation the expected dispositions with ability of system motivational to create this dispositions

Shaping Innovating Culture by Style of Management

In this paper we try to point the influence of the management style onto the organization culture. The management style is treated as an independent variable and organization culture is treated as a dependent variable. We marked out two categories of the management style (instructing, delegating) and two silhouettes of the organization culture (perfecting, innovating). Logical analysis led us to this conclusion: - the instructing style forms the conservative culture, - the delegating style forms the innovating culture

Determinants of management functions performance in the years 1997- -2000 and 2011-2014. Structure and directions of changes

The main topic of this paper is to state if the transformation of our economy as a result of political changes altered organizational culture of enterprises as regards shaping proinvestment attitude of employees. The article also discusses if conditions were created to play the role supporting shaping innovative economy. In the period 1997-2000 and 2011- -2014 we observe that the influence of innovating factors rose. However, there are still some factors which have the priority: the procedures before the effectiveness and not precisely defined status of managers

Слово об интерпретации лидерства в организации

Zamiarem Autorów była próba odpowiedzi na pytanie, czy w organizacjach formalnych terminy kierowanie i przywództwo można traktować jako synonimy. Przeprowadzono analizę porównawczą obu pojęć w następujących obszarach: cele, źródła władzy i treści pełnionych ról na poszczególnych szczeblach hierarchicznych. Prowadzi ona do wniosku, że kierowanie jest pojęciem szerszym, a przywództwo stanowi jedynie jedną z jego form (o coraz większym znaczeniu). Nie należy więc nadużywać terminu przywództwo.In the article the Authors have attempted to answer the question whether it is possible to use the terms ‘management’ and ‘leadership’ as synonyms. They compared the two terms in many aspects: goals, sources of authority, roles in all hierarchical posts.Having studies the issue it could be concluded that management is a broader term, with leadership being one of its forms.Целью авторов статьи была попытка ответить на вопрос, можно ли в отношении формальных организаций понятия руководство и лидерство рассматривать как синонимы. Был проведен сравнительный анализ обоих понятий в следующих областях: цели, источники власти и содержание исполняемых ролей на различных иерархических уровнях. Это приводит к выводу, что руководство является более широким понятием, а лидерство лишь одной из его форм (с нарастающим значением). Таким образом, нельзя злоупотреблять термином „лидерство”

Team members’ direct participation in decision-making processes and the quality of decisions

PURPOSE: Do teams manage to reach better decisions than those made by individuals? Numerous studies have delivered inconclusive results. Meanwhile, participation in decision-making can take various forms and is not limited to consensus group decisions, and the influence of the various forms of participation on the quality of decisions has been less frequently examined. The aim of the research was to determine the effect on decision quality of changing the form of direct participation in the decision-making process in the case of complex, multi-stage problems. METHODOLOGY: The article presents the results of a long-term experiment in which 598 teams of 2,673 people took part. The participants were asked to solve a decision problem using three decision-making styles: autocratic, consultative, and group. The participants played the role of members of a newly established project team that must plan its own work. The task concerned a problem that requires the analysis of a number of dependencies between sub-problems, in contrast to eureka-type problems. The decision problem was new to the participants, making it impossible to apply known solutions; a creative approach was therefore required. The decision was then compared with the optimal solution established by experts. Decision quality was based on the deviation of the proposed solution from the optimal solution. FINDINGS: The results of the experiment confirm the significant synergistic potential of increasing direct participation in decision-making for complex, multi-stage problems. A significant proportion of teams made better decisions as a result of increasing direct participation – replacing autocratic decisions with consultative and group decisions. The quality of consultative decisions was roughly in the middle of autocratic and group decisions. By using group decision-making, teams made better decisions than the average individual decision and came closer to the decision quality achieved by the best team members. This effect was universal, observed both in the strongest and weakest teams. It should be remembered that, while group decision-making has the potential for synergy, it is not always achieved. Group decision-making markedly reduced the risk of making highly misguided decisions, and it can be reasoned that direct participation protects against serious mistakes more than it guarantees the best possible results. IMPLICATIONS: Team leaders should be familiar with different decision-making styles, their advantages and disadvantages, and the scope of their application. This research suggests that increasing team members’ participation to a consultative role and even better, a full participatory role, increases the quality of the decision. With the growing complexity of organizations that have to deal with accelerating change, technology development and increased competition, creating structures that can flexibly respond to the challenges of the environment requires the participation of team members at all managerial levels. The use of consultative and group decision-making styles for complex and multi-stage problems supports this process. The group decision-making style can bring better quality, but it has its limitations and it is not always possible to use it. It requires a team of highly competent people who identify themselves with the interests of the organization. Otherwise, the consultative form will bring better results. ORIGINALITY AND VALUE: For the first time, an empirical study analyses the case of consultative decision-making, in which the team leader consults the individual opinions independently to finally come up with a final “team” decision. This approach is widely used by team leaders and managers in the field. This study shows that this approach constitutes an improvement over the individual (autocratic) one but still falls short of the group decision-making approach. Finally, this study which has been done with the largest number of participant teams (598 teams, 2,673 individuals), professionally active post-graduate students and over a 24-year period allows a sound statistical confirmation of the proposed decision quality improvement when moving from individual to consultative and group decision-making styles