Instruments for Analysis of the External Environment through the Prism of Self-Managed Work Teams

The article studies the specific characteristics of the external environment because they create actual possibilities for the introduction of self-management in the functioning of work teams in the Bulgarian organizational practice. An emphasis is put on the organizational context within which self-managed work teams (SMWT) function. The study also identifies the key instruments integrated in the model of analyzing the external environment in the process of transforming traditional work structures into selfmanaged ones. The article outlines the effects of the direct and indirect environment factors on the various dimensions of SMWT, namely structural characteristics, work and interpersonal processes, etc. The author supports the idea that the sustainable development of the SMWT-concept and the creation of added value for organizations require adequate monitoring of the competitive environment factors (specific microenvironment) and the common environment. This is one of the paradigms of modern management. Changes in the external environment affect the internal integration of the system and vice versa – the damaged internal processes limit the organization’s potential for adapting to the environment

Specific dimensions of management roles in a self-managed work teams (SMWT)

The article’s objects of research are the specific dimensions of management roles in a team environment. Its main focus is the organizational context in which self-managed work teams functions. It identifies the key changes in manager attitudes, when they perform their roles during transformation from traditional to team-based structures. It analyzes the main issues in social practice, while seeking solutions for developing managerial potential. It explores specific means and tools for effective and adequate stimulation of managerial support. The conclusion that must be made is that sustainable development of SMWT and creating added value for the organization requires senior management to redesign and reorganize stereotypical internal interactions in accordance with the specific characteristics of the new team environment. Otherwise there is a potential for problems and possible failure of the SMWT concept

Качество и иновации – системи и стратегии за внедряване на тоталното управление на качеството

Abstract. The subject of the study is the theoretical and methodological foundations of the TQM concept. The focus is on the principles, models, techniques and tools for implementing the total quality management in the Bulgarian socio-cultural environment. The main idea of the TQM concept is to guide the business from a consumer perspective. The emphasis is on fast and adequate response to market needs in a turbulent VUCA environment and continuous pressure for change. The main requirements in the process of transformation from traditional to innovative management are analyzed. The research models synthesize different solutions applied in social practice. The TQM concept does not guarantee high results at any cost, but it is a necessary means to ensure strategic goals, cultural attitudes, motivation, rational use of resources, and the adequacy of change. The main thesis of the author is that the typical practices of TQM, such as learning and process improvement, system exchange, analysis and benchmarking, give rise only to advantages if they are inherent features of the organization. Key words: Total Quality Management, Zero defect, Just in Time, cost of quality, innovations, human capital, managing chang

Managing high performance virtual teams

This paper studies the types of teams in management and identifies the essential characteristics of organizational models applied in management practice: work group – team (high performance) – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed

Virtual Teams – a new paradigm in management theory

This paper studies the types of teams in management and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed

eGovernment and eHealth in Bulgaria: Developments and Challenges

The purpose of this article is to briefly review the developments of the eGovernment and eHealth in Bulgaria since the start of their introduction. The paper studies and is limited to the strategic, regulatory, coordination, and organizational dimensions for a period of more than 20 years. The milestones of the eGovernment and eHealth progress are underlined and summarized by years. The paper also examines the state of the Bulgarian information society incorporating up-to-date statistical data and analysis as indicative measure for the progress and prospects. Besides the overview of this long-term process, we discuss some challenges. Further in-depth researches of the effectiveness and efficiency of electronic governance policies and practices in Bulgaria for the studied period could provide a significant contribution to the discussion of the entire public policy evaluation and its future developments

Management virtual teams-theory and metology

This paper studies the types of teams in management and identifies the essential characteristics of organizational models applied in management practice: work group – team – self-managed work team and virtual team. The focus is put on virtual teams. The key prerequisites, regularities and processes associated with the design and functioning of highly effective virtual teams are analyzed. The indicators of team effectiveness are specified and the factors influencing immediate results are analyzed. The multilateral relationships in the integrative models most cited in the last 20 years are explored not only at the input, but in the process of interaction, as well as the ways to achieve balance and good teamwork between team members. The aim is to find a common theoretical and methodological basis that brings together the fundamental models of virtual team effectiveness

Multicultural business environment - management approaches, values, trends and stereotypes

The article explores the setting up of a system of management procedures and approaches under the conditions of a multicultural business environment. The trends, the stereotypes and the impact of cultural differences on the values in the work process are identified. An analysis is made of the tools for an evaluation of the challenges, facing the management in the organisation and society. The focus is on assessment of the five determinants (5-D model) of Geert Hofstede for measuring and comparing national cultures. The research justifies the argument that knowledge of cultural values, stereotypes and cultural trends is not sufficient for the effective leadership and management of human capital in a multicultural organisation. It is necessary to apply this knowledge in practice by different models of management and methods of motivating people to achieve optimum efficiency in the work process. Based on this, conclusions and recommendations are formulated to increase the effectiveness of management in a multicultural environment